联系我们

论文查询结果	返回搜索

论文编号：	11451
作者编号：	2320170361
上传时间：	2019/12/16 16:06:52
中文题目：	GR航空制造企业库存管理策略研究
英文题目：	Inventory Management Strategy Study on GR Aerospace Manufacturing Company
指导老师：	杨坤
中文关键字：	ABC分类，供应商管理库存，安全库存, 价值流程图，库存周转率
英文关键字：	ABC categories; Vendor management inventory; Safety stock; Value stream mapping, Inventory turnover rate
中文摘要：	2015年3月，在国务院发布的《中国制造2025》中，围绕能够实现制造强国的战略目标，明确了九项战略任务和重点，提出了大力推动十大重点领域的发展突破，这其中就包含了航空航天制造。由于航空制造业具有技术密集、资金密集、高附加值、产业关联度高、涉及而广等特点，发展航空制造业可以带动化工、冶金、先进材料、电子、信息、精密和特种加工等技术和产业的发展，虽然航空产业的投入较高，但成功的航空产品附加值也会更高。航空产业被视为衡量一个国家综合国力的重要标志，同时也是国民经济发展的强大动力，已成为世界上各经济军事强国争夺的制高点。航空制造产业也是关系经济命脉和国家安全的战略性产业，发展航空产业体现了国家的综合实力和意志力。联合国五大常任理事国除中国以外都拥有强大的民用和军用航空产业，世界各国政府都在不遗余力地整合各种资源推进本国航空产业的发展。得益于中国经济近20年的蓬勃发展和国家的大力扶持，我国航空航天制造业也不断发展壮大，已经初步参与到这块全球盛宴当中。但面对复杂多变的国际经济环境，中国的航空制造企业如果要继续更进一步，获得长久的持续的市场地位，既面临着机遇又面临挑战。如何有效降低整体的库存水平，降低制造周期时间将能够使得企业获得更少的资金占用和更快的市场响应。本论文以全球供应链背景下的航空制造企业的原材料和在制品库存控制和优化作为研究对象。 首先，介绍了航空制造业技术难度高，资金需求大，风险系数高，研发周期长的特点，以及为不断适应日益激烈的市场竞争带来的成本压力，以波音和空客为代表的整体制造商们纷纷地将越来越多的业务分包给其供应商，并慢慢形成了目前精典的“全球供应链”模式，由最初的“纵向一体化”发展到了“横向一体化”。这种模式既可以将研发成本分摊给其遍布全球的合作伙伴，又与这些供应商建立起了长期的稳固的协作体系。同时，这不仅仅是充分利用了供应链资源，也加快了市场反应速度，从而极大地提高了市场占有率。可以说，各级供应商之间形成了既互相依存、又互相补充的互利互惠关系。而在这种全球供应链模式之下，随之而来的是高昂的空运费用以及漫长的海运库存，并通过牛鞭效应的介绍，由此阐明了这种全球供应链模式背景下的航空航天制造企业对实施库存管理策略对于企业获得可持续性竞争性优势的战略意义。 其后，回顾了库存及库存管理的相关定义，以及典型的库存管理理论和企业相关精益思想。并以某世界500强航空制造企业在华全资子公司的GR公司为例进行相关研究和分析，先是对其发展历程和其发展过程中遇到的问题进行了介绍，后又简要介绍了航空制造业常用的FCA贸易条款对于库存管理控制的影响。正是基于这种典型的FCA为贸易条款的背景之下，通过对GR航空制造有限公司的供应链的运作流程和库存构成进行了相关梳理和剖析，从而确定了对其在途原材料库存、厂内在库原材料库存和在制品库存为库存策略制定的主要控制方向。对于在途原材料库存部分，主要通过对海运船务公司和航线的选择优化等来降低运输时间，并通过精益思想来加强货运代理的管理对运输时间及清关时间进行缩减，同时也提引入了VMI供应商管理库存的概念，从而最大限度实现与供应商的协同，降低在途原材料库存和厂内原材料库存的管理策略。而对于厂内在库原材料库存部分，首先以二八原则为基础，采用ABC分类法对物料的影响程度进行区分，后再对其不同类别的物料制定不同的订购策略，即制定好各类别物料的订购频率、订购经济批量以及安全库存等相关参数。总结来说，对库存影响越大越要加快订购的频率，影响较小的订购频率可以相对较慢，从而降低平均库存水平的策略。而对于车间在制品部分，通过价值流程图的研究，结合相应的精益理念，减少站间库存，加速产品流动，缩短其在制周期，降低半成品的资金占用。在这整个过程中，所有与上述库存管理相关的策略及参数都会被更新在MRP系统中进行固化，以系统化、标准化的思想进行成果的巩固。 最后，为了保证以上管理策略的有效实施，又对组织结构内部可能会对库存控制产生影响的相关部分进行了角色和分工的调整，以确保整个组织都在朝着库存控制的目标前进。同时库存管理是一个长期的工作，它绝不是一次性的项目性工作，所以，结合持续改进的精益思想，再次提议将库存管理工作与精益思想的培训和认证工作结合，以指导和规范员工持续有效的识别浪费，降低库存。再有就是将库存控制的相关指标分解成更多可控的精细化指标，如在途库存金额，库存在手天数和库存周转训练场等，进行定期回顾及分析，以此将原有措施和结果进行巩固，并通过PDCA循环对此过程进行持续分析和优化为该企业能够获得长久的竞争性优势提供有力支撑。同时，国内快速发展的航空制造业也会面临很多的类似问题，这里也希望可以为国内的航空制造企业提供有益借鉴，为《中国制造2025》贡献一份力量。
英文摘要：	In the "Made in China 2025" issued by the state council in March 2015, nine strategic tasks and priorities were identified to achieve the strategic goal of becoming a manufacturing power, and breakthroughs in ten key fields were proposed, Aerospace manufacturing industry was included. Aviation manufacturing industry is technology intensive, capital intensive and high value-added, it also can be connected and involved with other fields broadly, for example:　advanced materials, chemical industry, metallurgy, electronics, information, precision and special processing technology etc. Although the industry's investment is high, but the return will be higher. Aviation industry is regarded as an important dimension to measure the comprehensive national strength of a country, as well as a powerful driving force for the development of national economy. Aviation manufacturing industry is also a strategic industry related to economic lifeline and national security. The development of aviation industry reflects the comprehensive strength and willingness of the country. The five permanent members of the UN security council, except China, all have strong civil and military aviation industries. Thanks to the vigorous development of China's economy in the past decade and strong support from the state, China's Aviation and Aerospace manufacturing industry has been developing and expanding, and has initially participated in this global feast. However, within the complex and changeable international economic environment, Chinese aviation manufacturers are facing both opportunities and challenges, if they want to go further and gain a long-term sustainable market position. How to effectively reduce the overall inventory level, reduce the manufacturing lead time will enable enterprises to obtain less capital occupation and faster market response. In this thesis, the inventory control and optimization of raw materials and work-in-process are studied in the context of global supply chain. First of all, this thesis introduced the aerospace manufacturing characteristics, such as technology intensive, capital intensive, high risk, long development cycle. In order to constantly mitigate the cost pressure from increased competition in the market, represented by Boeing and Airbus's airplane manufacturers subcontract to its suppliers more and more, and gradually formed the current classical mode of global supply chain, from the initial development of "vertical integration" to "horizontal integration". This mode can not only share the research and development cost to its partners all over the world, but also establish a long-term stable cooperation system with these suppliers. At the same time, it not only makes full use of the supply chain resources, but also speeds up the market response, thus greatly improving the market share. It can be said that suppliers at all levels have formed a mutually beneficial relationship that is both interdependent and complementary. And under the global supply chain mode, high air shipment cost and long ocean transportation inventory occurred, and through the introduction of bullwhip effect, which illustrates Aerospace manufacturing enterprises has to establish the inventory management strategy for enterprise to obtain sustainable competitive advantage of strategic significance. Then, the definition of inventory and inventory management have been reviewed, as well as the typical inventory management theories and lean thinking. Taking GR company located in China, a wholly-owned subsidiary of one of the world's top 500 aviation manufacturers as an example, relevant research and analysis are conducted. Firstly, its development history and problems encountered have been introduced, and then the influence of FCA trade terms commonly used in aviation manufacturing on inventory management control is briefly introduced. Based on the typical FCA trade terms, through reviewing the GR aviation manufacturing co., LTD., supply chain processes and inventory analysis, the material in transit, on site raw materials inventory and WIP inventory management will be the main control direction. For material in transit, we mainly through the shipping company selection and route optimization to reduce the transportation time, and through the lean thinking to enhance the management of the freight forwarder to cut transportation and customs clearance time, also introduced the concept of VMI supplier management inventory, so as to achieve maximum synergy with suppliers, reduce material in transit and on site raw materials as the inventory management strategy. As for the raw material on site, ABC classification is adopted to identify the influence degree of materials based on the 80/20 principle, and then different ordering strategies are formulated for different types of materials, that is, relevant parameters such as ordering frequency, ordering economic batch and safety stock are formulated. In conclusion, the larger on inventory impact, the faster the order frequency will be, while the smaller the impact, the slower the order frequency will be, thus reducing the average inventory level. For WIP, through the study of value stream chart and the corresponding lean concept, the inventory between stations is reduced, the flow of products is accelerated, the in-process cycle is shortened, and the capital occupation of semi-finished products is reduced. In the whole process, all the strategies and parameters related to the above inventory management will be updated and solidified in the MRP system to consolidate the results with systematic and standardized ideas. At last, in order to ensure the effective implementation of the above management strategies, the roles and responsibilities are adjusted to ensure that the entire organization is moving towards the goal of inventory control. At the same time, inventory management is a long-term work, not a one-time project. Therefore, in combination with the continuous improvement of lean thinking, I propose to combine inventory management with the training and certification of lean activities, so as to guide and standardize employees to continuously and effectively identify waste and reduce inventory. Then, relevant indicators of inventory control are breakdown into more detailed and controllable sub-indicators, such as in-transit inventory value, inventory days on hand and inventory turnover rate, etc. during regular review and analysis, so as to consolidate the original measures and results, and continue to analyze and optimize the process through PDCA cycle, in order to provide strong support for the enterprise to obtain long-term competitive advantages. At the same time, it hopes to provide reference for domestic aviation manufacturers and contribute to "Made in China 2025".
查看全文：	预览  下载(下载需要进行登录)