zf汽车零部件企业供应链管理策略的探讨

上海交通大学硕士学位论文ZF汽车零部件企业供应链管理策略的探讨姓名：陈祖荣申请学位级别：硕士专业：工商管理指导教师：骆建文20070128MBAZF6620070128MBAZF672007012820070128MBAZF3ZFZFZFZF5ZFZFZFZFZFZFZFZFZFZFZFMBAZF4MBAZF5PROBEINTOTHESUPPLIERCHAINMANAGEMENTSTRATEGYOFZFAUTOPARTSMANUFACTUREABSTRACTThetransferfromtraditionalmanagementtototalsupplychainmanagementisamanagementrevolutioncausedbythechangeintheenterprise’senvironmentautomakerworldwidewillfaceathoroughmanagementrevolution.Thecompetitionamongcoreenterprisesnowbecomesthecompetitionamongsupplychains.Tomaintainitsdominanceinfuriouscompetitionanenterprisewillhavetocontinuallyimproveitssupplychainmanagementandmakeitssupplychainmoreagile,JITandflexibleThisarticleaimedatthestrategyofZFautopartmanufacturersupplychainmanagement,analyzedcurrentsituationofZFsupplychainmanagementaddressedthemainproblemsinZFsupplychainmanagementandin-depthdiscussedthesupplychainbasedreorganizationofoperationprocedureandorganizationstructure,operationmanagementlogisticandpurchasingmanagementgaveoutmultipleeffectivestrategyforproductionplanandcontrol,inventorycontrol,jointqualitymanagement,3PL,supplysegmentation,supplierdevelopmentandmanagementunderthebackgroundofsupplychainmanagement.Thisarticlecanbedividedintofivechapters.Eachchaptermainlyfocusedon,Chapteronereviewedthebackgroundanddevelopcourseofthesupplychainmanagementtheory,andin-depthexpatiatetheoperationmoduleandcharacteristicofdomesticandoverseasautomakers’supplychainChaptertwodescribedthebasicinformationofZFanalyzedthecurrentsituationofZF’ssupplychainmanagement,addressedthemainproblemsinZF’ssupplychainmanagementdissertatedthenecessityforZFtoimplementsupplyMBAZF6chainmanagementChapterthreemainlyworkedoverZF’sreorganizationuponoperationprocedureandorganizationstructuretoadopttosupplychainmanagementtherefore,thisarticlein-depthanalyzedthenecessityforZFtoreorganizetheoperationprocedureandorganizationstructure,ZF’sreorganizationoftheoperationprocedureunderthesupplychainmodule,andreorganizationoftheorganizationstructureChaptergaveoutmultipleeffectivestrategiesforproductionplanandcontrol,inventorycontrolandjointqualitymanagementunderthecircumstanceofsupplychainmanagementbythediscussionontheproductionandoperationmanagementbasingonsupplychainmanagement;ChapterfivewhollydissertatedZF’slogisticmanagementstrategyandintroduceofthe3PL,andestablishedenterprisepurchasingstrategybysupplysegmentation,in-depthdiscussedsuppliers’theevaluation,selectionanddevelopingofZFautopartmanufacture.Thisarticlein-depthdiscussedautopartmanufactures’supplychainmanagementstrategybytheoreticalresearchandmanagementpractice,gaveouteffectivestrategytoimplementsupplychainmanagementinautopartmanufacture,triedtoprovidetheoreticalsupportandpracticeguidelineforautopartmanufacturetoimplementsupplychainmanagementsuccessfully.KEYWORDS:autopartsmaker,supplychainmanagement,supplysegmentationstrategyMBAZF912WTO()ZFZFZFZFZFZF2003ZFMBAZF101.120502070MRP80(HorizontalIntegration)SupplyChainSupplyChainManagement,SCM90JITKaizen,211-11-1Figure1-1:EnterpriseOperationManagementModelEvolvingMBAZF11EfficientConsumerResponseECRQuickResponseQRVirtualLogisticsVLContinuousReplenishmentEvens1-2MBAZF121-2Figure1-2:SupplierChainNetStructureModel1-2(/1.2(1)MBAZF131-31-3Figure1-3AutomotiveSupplierChainBruntofCompetitiveMBAZF142MBAZF15DelphiAutomotivesystems27LeanProduction2080MBAZF16ZFZFZF2.1ZFZF1994SAICZFLS49%51%400023001998200060003110100025%ZF20052-12-12005Figure2-1:2005ChinamarketshareZFZF(2-2ZF)MBAZF172-2ZFFigure2-2MainCustomersLocationZFLSZFLS2000ZFLSZF942-32-3ZFFigure2-3ZFsalesrevenuetrendsMBAZF182.2ZFZFZFLSZFZF98MRPIIZF2003ZF20041391311ZF2004MESMRPIIZF2004VOIZF6ZF1ZFMBAZF19ZFVOIZFZFVOIZF2ZFZFZF3ZFZFZFMBAZF20ZFZFZF4ZFZFZFZFZF25%WTOZF2.3ZFWTO6+330500MBAZF21ZF60%ZF2005ZF,,,-ZFMBAZF22ZFJ.Champy3.1ZFProcessBusinessMHammerJ.ChampyBPRBPRBPRBPRBPRZF50%ZFZFMBAZF23ZFZFZFZFZFZFZF3.2ZFZFZFZFZFZFVOIZFZFMBAZF243-1Figure3-1Supplychainvisibility3-1ZFZFIntranetZFZF33ZF1990ZFZFZF3-2MBAZF253-2ZFFigure3-2:ZFModeloftheSupplyChainActivitiesZF3-2MBAZF263-3Figure3-3FunctionsoftheSupplyChainZF3-43-5ZFMBAZF273-4ZFFigure3-4theOriginalZFOrganizationStructure3-5ZFFigure3-5theNewZFOrganizationStructureMBAZF28SQEZFTS16949MMOGZFSMEDZFZFZFMBAZF29ZF4.1ZF4.1.1ZFZFZF98QADMRPIIInternetZFMBAZF30ZF1025139QADERPMRPQADCKDIntenetEmailZFZF4-1ZFMBAZF31ZF(14D+2W)QADMRP14D+2W+1M7D9shift)7D+3W4W+2M7D+1W7D+3W+2M14D+2W+1M7D+3W+1MCKD4-1ZFFigure4-1ZFPlanningProcedureMBAZF32ZFZFZFZFZFZFZFZFZFMBAZF33ZFZF4.1.2ZFZF(1)ZF4-2MBAZF34/4-2KPIFigure4-2KPICheckpointZFZF139ZFCKDZF134-3MBAZF354-3Figure4-3TheFormulaofCustomerDemandsForecastAccuracy4-420067SVWSGMFAW200632SVWSGMFAW4-4MBAZF36Figure4-4KPIofCustomerDemandsForecastAccuracyZF80%4-54-5Figure4-5TheFormulaofMPSExecutionRateKPIZF4-620063645MBAZF374-62006Figure4-62006MPSexecutionrate(2)ZFZFZFZFZFSQEZF(3)ZF50%ZF33320%1.52SQE80%MBAZF384.2ZF(VOI)VOIVOIVOIVOIVOIVOIVOIMBAZF39VOI4-7VOIFigure4-7:VOIoperationmodel4-7VOIRDC4-8MBAZF404-8Figure4-8:SRMPortalZFVOIRDCZFZFZFZFZFZFZFZFMRPMBAZF41ZFJITZFJITJITZFZFZFZF15MBAZF424.3ZFA.V.Feigenbaum4.3.1ZFTotalQualityManagementTQ