供应链管理—中国零售企业的突围之路

上海交通大学硕士学位论文供应链管理—中国零售企业的突围之路姓名：张和彬申请学位级别：硕士专业：工商管理指导教师：任建标20050612Internet/IntranetSUPPLYCHAINMANAGEMENT-THEWAYOFCHINARETAILENTERPRISEABSTRACTChinaretailindustryfacesthegreatopportunityinthetransitionfromplannedcirculationsystemtomoderncirculationsystem.Chineseretailersacutelycaughtthedevelopingopportunitytoexpandrapidlyandanumberofdomesticlarge-scaleretailersappeared.Modernretailformats,suchashypermarket,supermarket,conveniencestore,specialtyshop,havepermeatedthroughthedailylifeofpeopleandbecamemoreandmoreindispensable.Meanwhile,foreignretailgiantsrushedtoChina-theworld'slargestemergingmarkettocompete.Thedilemma,suchasout-of-balanceofdevelopingspeedandoperationquality,decreasingprofitandhighliabilities,singleearningpattern,loomedduetorapidexpansionandfiercemarketcompetition.Chineseretailerswillsuffertheseverechallengeforsurvive.Howtogooutofthefiercemarketcompetition?Itisnotonlyasubjecttospecialistandscholar,butalsoacrucialproblemthebusinessmenareeagertosolve.Thisarticleiscommittedtodiscusstheoperationconceptandpatternunderthisnewbackground,onthebasisoftheoryresearchandcasestudy.Thisarticleisdividedinto4chapters:Chapteroneistheintroductionofthehistory,actualityofChinaretailindustryandthesummarizationofthedilemmaitfaced.ChaptertwodiscussestheimportantsupplychainstationofretailersintheNewmillennium,thensuggeststhesupplychainmanagementisthewayfortheChinaretailertobreakthroughthedilemma.Chapterthreeexpatiatesthefourpiecesmoduleofeffectivesupplychainimplementation:customer'sdemandmanagement,cooperativepartner'smanagement,distributionmanagementandInternet/Intranetinformationsystemmanagementandsharesthesuccessfuloperatingexperienceofworldretailgiant-Wal-Martineachpiece.Chapterfourproposesthethree-stepimplementationstrategyofretailsupplychainaccordingtothebasicconditionsoftheChineseretailers.Thethree-stepstrategyistoimprovetheefficiencyofsupplychainandpromotethecompetitivenessofChineseretailers.KEYWORDS:retail,chainstores,supplychainmanagement200558200558200558MBA12020020GDP19921220041211WTOMBA2112004101171-11-1(Conveniencestores)100-30030007-11(Supermarkets)2600-4000(Hypermarket)210000,(Specialtyshop)(WarehouseStore)560004000MBA3(DiscountStore)2300500(Departmentstore)6000-20000SOGO(ShoppingMall)10121949197819781.2.11949197819791.2.21978197880MBA4809090131.3.10.0010000.0020000.0030000.0040000.0050000.0060000.0019981999200020012002200320040.00%2.00%4.00%6.00%8.00%10.00%12.00%14.00%16.00%()(%)GDP(%)20031-1GDPFIGURE1-1TotalRetailSalesofConsumerGoodsComparedWithGDPGDP1-1200455.413.3%10.2%GDPMBA5200520108%10%20202010%60-80%1.3.21200420044968304162580200410015676.354931-249.7304010203040506019971998199920002001200220032004050100150200250300350()20041-2FIGURE1-2TheAverageSalesGrowthOfTop100ChainEnterprises21-350%20002.9%20049.3%1-4MBA653%65%52%45%39%9.70%10.10%10.20%10.20%9.20%0%10%20%30%40%50%60%70%80%2000200120022003200420041-3FIGURE1-3TheGrowthOfTop100ChainEnterprisesComparedWithTotalRetailSalesofConsumerGoods01000200030004000500060001999200020012002200320040%1%2%3%4%5%6%7%8%9%10%()(%)20041-4FIGURE1-4TheAbsoluteAndComparativeGrowthOfTop100ChainEnterprises1.3.32002011996-19982MBA731.3.4199212283001-22004/20041383428223%2.6%/1-2MBA8200462,16230588120437655002364200412111420200201.4.12003187.3%12.7%421700187.3%12.7%1-532.35%21%28.3%71.67%29.6%4233%MBA921.00%33.00%32.35%29.60%0.00%5.00%10.00%15.00%20.00%25.00%30.00%35.00%1-52003FIGURE1-5TheGrowthQualityOfDomesticRetailEnterprisesComparedWithTheForeigns21-62.061.403.932.061.43.93012345()1-62003FIGURE1-6TheSalesPerUnitOfDomesticRetailEnterprisesComparedWithTheForeigns32003913200014351210%10%20032003MBA10521-7FIGURE1-7TheCustomers’ReactionsToCommodityInShort1-752%1.5780xx=1.5x10%x52%=7803%()54025-4015100%48%15%/31%6%37%52%2003MBA111.4.270%1012.8%11.95%20.56%101.77%1.32%2.2%20033.5%12.80%1.77%11.95%1.32%20.56%2.22%0.00%5.00%10.00%15.00%20.00%25.00%101-8FIGURE1-8TheGrossandNetProfitOfDomesticRetailEnterprisesComparedWithTheForeigns20039473404.3%MBA1220041.4.3200373%7%11%23%13%3560%3530%10%MBA13212.1.1JIT(Stevens)(Evens)()(Harrison)(Phillip)(Wendell)2-1MBA142-1FIGURE2-1TheStructureOfSupplyChain()()2.1.22001///MBA15(supply)(Schedule)(Logistics)(Demand)1-2InternetIntranet()()()2-2FIGURE2-2TheFieldOfSupplyChainManagementŒŒŒ()ŒŒŒŒ()ŒInternet/Intranet()Internet/IntranetMBA16PittiglioRabinTodd&McGrath10%15-25%-35%10%15%-20%22206012MBA173P&GP&G4,2060,,23MBA181ŒŒŒ2ŒŒŒŒ3ŒŒ()Œ4ŒŒŒŒ5ŒŒŒŒ6ŒŒMBA19242.4.1123456MBA202.4.248%-10%20%-30%50%2%-3%2%2.4.3MBA212.4.4MBA222000Internet/Intranet313.1.1MBA233.1.2110243160%7%-8%32MBA243.2.1123MBA253.2.2(POS)(EOS)(EDI)12POS(PointofSales,POS)()()POSPOSPOS(ECR)POS3EDI(ElectronicDataInterchange,EDI)EDIEDI4(EOS)(ElectronicOrderingSystem,EOS)MBA26EOS3.2.3()196919801984EDI1985198819844140008080EDI199050001800EDIMBA27VMIECR7%,30%,66333.3.113-1MNMxNMBA28M+N3-1FIGURE3-1DistributionSystemByManufacturerAndDistributionCenter23423m123n123m123n1MBA2970%3.3.21234MBA30200120015001020023.3.31)——7240008192085%10700120500048(CrossDocking)1/32—35500MBA312477.56.552%50%2%-3%3