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论文编号：	12549
作者编号：	2120162855
上传时间：	2021/6/15 17:01:21
中文题目：	新产销模式下传统汽车企业供应链 升级方案研究
英文题目：	Research on Supply Chain Optimized Solution of Traditional Car Makers under New Production and Sales Mode
指导老师：	方磊
中文关键字：	新产销模式；供应链协同管理；工业 4.0
英文关键字：	New production and marketing mode; Supply chain collaborative management; Industry 4.0
中文摘要：	近几年国际经济增速放缓，全球汽车行业也遭遇寒冬。自 2018 年开始，全 球汽车销量出现负增长。在全球新冠疫情影响下，2020 年销量进一步下降，较 2019 年减少 1,100 万台，同比降幅达到 13%。各大汽车企业的营业额和利润率 双下滑。与此同时，传统汽车制造业正面临新一轮技术革命的冲击和消费市场转 型的挑战。新一代年轻人不再仅局限于汽车的品牌价值和使用价值，而更多追求 汽车是否能满足其个性化需求，传统的“以产定销”正在被“以销定产”所取代。 传统的两级销售模式，即销售公司先批售到经销店，经销店再零售到终端消费者， 正在逐步向“线上直销+线下体验”的模式转型。为应对诸多外部市场因素变化， 各大汽车品牌正在积极调产销模式。新的产销模式可以定义为“定制化生产+数 字直销”。面对新的产销模式，传统汽车企业的供应链体系，柔性不足、更倾向 于依靠人工解决问题，无法适应多变的市场环境，因此供应链升级势在必行。 为解决传统汽车企业现有供应链升级的问题，本文深入分析了传统汽车企 业现有供应链 4 大环节中的不足，分别是订单处理、物料供应、生产环节、整 车运输。试图结合相对成熟的供应链管理理论，并结合近期?出的工业 4.0 概 念，?出一系列解决方案。首先，订单变得零散多样，收集渠道也由经销店变 为线上平台，因此需要建立统一的订单管理系统。其次，为应对目前零备件物 料供应商与汽车企业协同不足的问题，?出建立“供应链云”系统，?升供应链 生产端上游效率，以最优的零配件管理方案，满足汽车企业的定制化生产策 略。再次，针对“以销定产“模式下产能利用率不足的问题，运用柔性生产和 柔性物流理论，?出多车型共线生产的设想，已完成定制化生产策略下的产能 优化利用。最后，通过建立整车物流运输平台，实现与供应商精准安排运力资 源，?高整体运输效率，同时减少空载里程，实现降本增效的目标。抢单制替 代派单制度，有利于在运营过程中不断寻找最优资源。 希望通过以上的一系列研究，可以为传统汽车企业的供应链升级带来思 路，?高企业生产效率和工作效率，以实现企业利润最大化。
英文摘要：	In recent years, global economic growth has slowed down and automobile industry has also experienced a cold winter. Since 2018, global car sales have shown negative growth. Under the influence of global COVID-19, sales in 2020 further reduced by 11 million compared with sales in 2019, a year-on-year fall of 13%. The turnover and profit margin of major automobile enterprises declined. At the same time, the traditional automobile manufacturing industry is facing the impact of a new round of technological revolution and the challenge of consumer market transformation. The new generation of young people are no longer limited to the brand value and use value of the car, but pursuit whether the car can meet their personalized needs. The traditional "sales based on production" is being replaced by "production based on sales". The traditional two-level sales mode, that is, the sales company sells to the dealer first, and then retails to the end consumer, is gradually transforming to the mode of "online direct sales + offline experience". In response to the changes of many external market factors, major automobile brands are actively adjusting their production and marketing modes. The new mode of production and marketing can be defined as "customized production + digital direct sales". In the face of the new production and marketing mode, the supply chain system of traditional automobile enterprises is not flexible enough, tends to rely on manual solutions, and cannot adapt to the changing market environment, so it is imperative to upgrade the supply chain. In order to solve the problem of upgrading the existing supply chain of traditional automobile enterprises, this paper deeply analyzes the shortcomings of the four links in the existing supply chain of traditional automobile enterprises, which are order processing, material supply, production link and vehicle transportation. This paper attempts to combine the relatively mature supply chain management theory with the recently proposed concept of industry 4.0 to propose a series of solutions. First of all, orders have become fragmented and diverse, and the collection channels have also changed from distributors to online platforms, so a unified order management system needs to be established. Secondly, in order to deal with the problem of insufficient collaboration between spare parts suppliers and automobile enterprises, this paper proposes to establish a "supply chain cloud" system to improve the upstream efficiency of supply chain production end, and meet the customized production strategy of automobile enterprises with the optimal spare parts management scheme. Thirdly, aiming at the problem of insufficient capacity utilization under the mode of "production based on sales", this paper puts forward the idea of multi-vehicle co-production line by using the theory of flexible production and flexible logistics, and has completed the optimal utilization of capacity under the customized production strategy. Finally, through the establishment of vehicle logistics and transportation platform, we can accurately arrange transportation resources with suppliers, improve the overall transportation efficiency, reduce empty mileage, and achieve the goal of cost reduction and efficiency. The replacement of order distribution system by order grabbing system is conducive to the continuous search for optimal resources in the operation process. I hope that through the above series of studies, we can bring ideas for the upgrading of the supply chain of traditional automobile enterprises, improve the production efficiency and work efficiency of enterprises, and maximize the profits of enterprises.
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