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论文编号：	1165
作者编号：	2220070544
上传时间：	2009/6/9 22:45:24
中文题目：	基于延迟生产理论的供应链成本优
英文题目：	Postponement and supply chain
指导老师：	王全喜 教授
中文关键字：	延迟生产;供应链;顾客需求切入点
英文关键字：	Postponement;Supply Chain Mana
中文摘要：	伴随着市场竞争的日益加剧及科技领域的不断发展与变化，制造企业生产出来的产品不断的更新和多样化，造成商品更新换代的周期逐渐缩短。此外，以时间效益作为市场推动力的作用下，快速对客户订单作出反应，更短的并且稳定的订货至交货时间都显得至关重要。这种现象最直接的反映就是企业要在很短的时间面对大量的，不同形式的订单作出快速的应对，否则，将会付出高昂的成本代价。这就意味着企业要面临着一种挑战，这种挑战就是制造商如何应对大量且多样的不可预期的订单，而同时还要以较低的运营成本来确保更短的，稳定的交货时间。传统的制造－库存模式具有很大的库存风险，而按定单制定交货期几乎是不可能的。“延迟”策略应运而生，这种方法重新设计产品和工艺，通过采用模块化、标准化的设计方式,在基型基础上发展变型产品,以此扩大了基型产品的适用范围，以较少品种规格的零部件拼合成顾客需要的多样化的产品,以更低的成本提高了顾客满意度，从而使以流程中形成多个产品的差异点尽可能向后延迟。采用延迟制造模式企业的存货基本上是以原材料和中间产品的形式存在,这种存货占用资金少,适用面广,既能迅速满足顾客的多样化需求,又大幅降低存货的成本与风险,这就使企业所面临的不确定程度下降,减少产销不对路带来的存货跌价损失,有利于提高企业效益。作为一种崭新的生产方式, 延迟生产在各种先进信息技术、制造技术、管理技术的支持下, 为制造企业供应链的各个环节带来了成本优势, 实现了真正意义上的低成本快速定制, 从而满足了客户对产品在价格、质量、品种、时间等多方面的需要, 并为制造企业构筑了良好信誉、赢得了竞争优势, 最终实现了客户、公司的“双赢”。当前，延迟生产理论在中国生产制造企业的应用还处于萌芽阶段。但是，延迟生产在产品设计，生产和供应链的管理中已经慢慢形成了一种新的理念。本篇论文所讨论的就是阐明延迟生产理论在整个生产供应链中的重要作用以及如何在整个供应链中，选择CODP点来保证企业以较低的运营成本来产生更大的效益。再者，就中国生产制造业的市场环境下，如何利用延迟生产模式的优势使之更广泛的运用于制造企业发展策略当中，来提高中国制造企业的生产效率及市场竞争能力。
英文摘要：	The dynamic and intensely competitive marketplace of today coupled with the increased pace of technological change has led to shortening product life cycles and a proliferation of product variety. Moreover, a greater degree of responsiveness, in terms of short, reliable delivery lead times, is demanded by a market where time is increasingly seen as a key driver. It has been described as providing numerous customer chosen variations on every order with little lead time or cost penalty. The implied challenge for manufacturers is how to deal with the high demand uncertainty, resulting from the provision of many variants, whilst ensuring low operational costs are maintained, and short, reliable lead times. And it is high risk on inventory management for traditional manufacture, while it is impossible to make to order as well. Postponement strategy will redesigning the product and process through modularization and standardization. It develop new product based on the existing ones and extends the applications areas of the base models. In this way, the company can combine different parts to satisfy the diversified demands and improve the customer satisfaction with low cost and postpone the decoupling point as late as possible. In the postponement strategy, the inventory is kept in the form of raw materials and semi-finished products, which demands less final resources, fulfill customized demands quickly, and reduces the cost and risks of inventory. these greatly reduce the uncertainties faced by the companies, decreases the overstock cost and increase profits. As a new manufacturing strategy and with the help of various information technology, advanced manufacturing technology, and management skills, postponement strategy provides cost advantages to the players in the supply chain and realize the low cost high speed customization. This strategy fulfill customers' demands on cost, quality, flexibility, and delivery, and helps the company to build brand name, gain competitive advantages and realize the "win-win" situation between the customers and the manufacturers. Currently, postponement applications are still at an infancy stage in China. However, postponement fosters a new way of thinking about product design, process design and supply chain management. Postponement encourages companies to decide which components will be modular. Standard and customizable, which parties are best suited lo each task, and what activities are based on forecast while what are base on customization (or order). This paper discusses the implications of postponement for the supply chain with a view to extending the significance of postponement towards the perspective of a holistic supply chain context, and which decoupling point be selected in supply chain. Moreover, per manufactory in China, how to benefit from postponement to make manufactory efficiency and profitable .
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