基于客户订单分离点的我国pc行业供应链管理探究

华中科技大学硕士学位论文基于客户订单分离点的我国PC行业供应链管理探究姓名：黎亮申请学位级别：硕士专业：工商管理指导教师：马士华20060427IPCPCPCPCMCPCCODPMCMCCODPCODPCODPPCIIAbstractRecentlythePCindustryinchinaunderhighpressurecausebythesalesdecreasingandpricewarandforeigncompetition,sothePCindustryhasbeenindepressionforalongtime.ThePCmanufacturersinchinahavetofacetheproblemthatistosatisfytheindividualrequirementsatthehighestspeedinthelowestoperationcost.Inordertobalancethecontradiction,theincreasingnumbersofPCmanufacturersbegintopaymoreattentiontotheSupplyChainManagement(SCM)andseparatecommonnessfromtheindividualitybythePostponementManufacturingTechnology(PMT)inMassCustomization(MC).TheMCmodehasbeenusedwidelyinthePCindustryinthepastseveralyears.However,whatisthemostappropriateopportunitytopostponethatmeanwherethepositionofCustomerOrderDecouplingPoint(CODP)islocatedisveryimportanttoMC.Firstofall,thispaperdiscussesthecommonpositionofCODPbasedontheoryofSCMandtheMCundersupplychainenvironmentandthecharacteristicofthePostponementManufacturetechnology.SecondlydiscussthereasonwhytheCODPpositionisdifferentinsupplychainofDELLandLENOVObasedonanalysistheSCMofthetwocompaniesreferredabove.Finally,thearticleputforwardanewmodeabouthowtofixonthepositionofCODPinsupplychain,whichisoriginatedbycustomerandbasedonproductsclassificationproductlifecycleanddifferentmarketingsubdivision.ItishelpfultothePCmanufacturersettingdownthestrategyofSCMinChina.KeyWords:SupplyChainManagementMassCustomizationPostponementManufacturingManufacturingCustomerOrderDecouplingPoint(“”)::::111.1ITPCPCGartner200710PC2004GatewayeMachineIBMPCPCDELLHPLENOVOPC2004PCPCGartner2004PC6.9%1.7%PC[1]PCPCPCPCPushPull[2]MTS2MTOPushPull11CODPPUSHMTSPULLMTOAXB11PushPullpushpullXCODPPushpullCODPCODPPCMCCODPPCPC1.2CODPPCPCCODP312PC3PCPCCODP4123PC1.3[3]CPMPMP4MCAnderson1950[4]CODP2020IBMBowersox[5]CODP[6]CODPPC1.45CODPCODPCODPCODPCODPPCCODPPCCODP622.12.1.1JIT[7]7[8]21212.1.21[9]82Internet[10]2.1.312“”93[11]45212.22.2.1101CP,,2MP20203MCMP(LP)(AM),MC112.2.21970,AlvinTofflerFutureShock,1987,StanDavisFuturePerfectMCMC,,:MC,()()[12],:1234:12,MC,,,,,MC,[13]231223MCMC,,,,“”“”,,2.2.3,,,[14]:1,,2,,13,3,4,5,6,,,[15]1,2345,,6,7,,[16],2.32.3.114[17][18][19]2.3.215[20]12345162.3.3[21]12[22]34172.4CODP,theCustomerOrderDecouplingPoint[2324]CODPCODPCODP11CODPCODPCODP2.5,,18[25]12l+l2ERPCIMSCAD3[26]194[27]2626MC272027MCPCPC[28]CODP213CODP3.13.1.11984MichaelDell2000102730039000[29]3419886Nasdaq300200238215.2%IBM223.1.22070IBM[30]313231PCPC323132PCCODPDELLPCPC[31]PCPCDELLPCPCPCPCPCCODP23CODPPCCODPCODP1[32]PCCODPCODPCODPi2PCCODP2CODP955075302020[33]81024103CODPCODPPCPCCODP25Internet35CODP3.23.2.1198410PC202.511“”legend20033CIT200328.99IDC199692004316IDC2004[34]199442003“Legend”“Lenovo”“Le”“Legend”“novo”“”2004“Legend”“Lenovo”IBMIBM263.2.220043“”2002200415%314[35]3333331i220036i234PCPCPCPC27i2;2CPUJIT——90%(VMI)VMIVMI2PCPCCODPCODPPCCODP3.3CODP28CODPPCCODP1CODPCODPPCCODPPCPCPC2CODP13.5-15.52[36]CODPCODP29CODP3CODPPCPCPC4CODP5IT30CODP6CODPCODPCODP314CODPPC4.1PC2000IT2000IT20046.9%3.4%20056.1%PCIBMDELLHP[37]PC4PCPC7-9%14.6%200514.5%4.2PCPC321PC23PC44.3CODPPCPCPCPCPCPCPC33PCCODPPCCODPCODPPCCPUPCPCPCPCPCCODPCODP4.3.1CODP1PCCODPCODP413441PCCODPPCPCCODPPCPCCODPPCPCPCPCCODP2PCCODPCODP4242PCCODPCODPCODP35PCPCPCPCPCCODPPCCODPPCPCPCPCPCPCCODP3PCCODPCODPPC4343PCCODPPCCODP36CODPPCCODPPCPCPCPCPCPCCODP4.3.2CODPproductlifecyclePLC[38]1234CODP371CODP41CODPCODPCODPCODP2CODPPC4444CODPCODP38PC[39]25CODPPC3CODPCODP42PCPCCODPPCPC39CODP4CODP43CODPPC4.3.3CODP1CODP43PCPCPCCODP40PCCODPCODPPCCODP2CODPCODPPC42PCCODPPCPC3PCPCCODPCODPPC42PCPC41CODPPC4.3.4CODP1PCPCCODPPC4545CODPPCPCCODPPCPCPCPCPCCODPPC2CODP42CODPCODP4646CODPPCPCCODPCODP4.3.5CODP1CODP43CODPPCCODPCODP43PC2PCPCCODPPC42PCPCPCCODPPC3PCCODP43PCPCPCCODPCODP4.3.6CODP1PCCODP43PC44CODP2PCPCCODPCODP46PCPC[40]CODPCODP3PCCODPPC42CODPPCPC45CODP46MCPCCODPMCMCCODPCODPPC4748[1]PC.,2005[2]JonHughesMarkRalfBillMichele.Transformyoursupplychain:ReleasingValueinbusiness[M].InternationalThomsonBusinessPress1998.[3],,..,2003(5):26-29[4]AndersonW.MarketingEfficiencyandthePrincipleofPostponement[M].CostandProfitOutlook,1950(3):42-48[5]BowersoxDJ,ClossDJ.LogisticalManagement,theIntegratedSupplyChainProcess[M].NewYork:MacmillanPublishingCompany,1998.[6],,..,2005(1):6-9[7],,..,2000[8]..,2005(8):45-46[9]..,2005(20):52-53[10]..,2005(15):81-83[11],..,2005(8):28-29[12],..,2005(5):54-57[13],..,2004(12):12-15[14]B...[M].,2000[15]ZIPKINP.Thelimitedofmasscustomization[J].SloanManagementReview,2001(3):83-89[16]SilveiraDAGBorensteinDFogliattoF.MassCustomization:Literaturereview49andresearchdirections[J].InternationalJournalofproductionEconomic,2001(6):42-46[17],,..,2004(1):59-62[18],..,2003(11):12-17[19],,..,2000(7):133-136[20]A.E.Coronado,A.C.Lyons,D.F.KehoeandJ.ColemanEnablingMassCustomization.ProductionPlanningandControl,2004(4):398-411[21],.:.,2002(1):32-35[22]..,2003(5):145-146[23],,..CIMS,2000(6):22-24[24],,..,2001(5):13-17[25]F.Salvador,M.RungtusanathamandC.ForzaSupplyChainConfigurationforMassCustomizationCustomization.ProductionP