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论文编号：	15930
作者编号：	2320233999
上传时间：	2025/12/15 17:26:18
中文题目：	S钢铁集团供应链管理数字化转型研究
英文题目：	Research on the Digital Transformation of the Supply Chain Management in S Steel Group
指导老师：	白长虹
中文关键字：	钢铁行业；供应链；数字化转型；价值创造；商业生态圈
英文关键字：	Steel Industry; Supply Chain; Digital Transformation; Value Creation; Business Ecosystem
中文摘要：	在产业互联网与数字技术快速演进的时代背景下，钢铁工业作为国民经济的支柱产业，已经从过去的增量竞争升级为更加激烈的存量竞争。推动制造向服务升级、提升供应链数字化管理水平、促进产业链高效协同，已成为大型钢铁企业跳出同质化竞争，重构竞争力“护城河”的关键路径。 本文基于对价值链、交易成本、商业生态圈、资源依赖等经典理论以及国内外相关领域文献的深入研究，并在分析梳理了钢铁行业产业特征及供应链管理核心痛点的基础上，聚焦S钢铁集团，系统剖析其经营现状与供应链各环节存在的难点问题，主要包括：其采购端存在批量集采优势不足、采购程序不透明、过程管理匮乏、账期与支付工具混乱等问题；销售端存在忽视终端用户、收款方式僵化、对账与尾款管理薄弱、服务意识不足等问题；物流端存在货源信息不共享、额外成本滋生、效率低下、未形成多方共赢的供应商生态等问题。 为此，本文围绕S钢铁集团供应链管理的采购、销售、物流、金融四大核心模块，为其系统制定了数字化转型方案：采购方面，搭建招采平台与工业品超市，推动阳光采购，明确付款账期，发挥集采优势，推出备件共享与交易模式；销售方面，构建大宗物资交易平台，配置客户专属结算账户，对接央国企电子债权凭证平台，丰富收款方式，构建多场景交易模式，提供钢材送达服务。物流方面，打造线上网络货运平台，实现物流全程可视可控，首创“承运+单车”混合模式，穿透承运商改为运力组织，利用智能算法提升资源调配效率，降低空载率。金融配套服务方面，将金融服务贯穿各环节，为整个供应链条顺利达成交易而服务。通过真实交易数据助力信用风险评估，加强交易风险管理，形成金融机构、资源供应商、工业制造商、钢贸商、物流服务商等多方合作共赢的供应链生态圈。 最后，本文深刻认识到：供应链的数字化转型，能够促使钢铁企业切实提升供应链协同效能，提升服务质量，构筑更为牢固的竞争优势。不仅为S钢铁集团，更能够为传统钢铁企业乃至类似制造企业的供应链数字化转型提供极具参考价值的实践范本。
英文摘要：	Under the backdrop of the rapid evolution of the industrial Internet and digital technology, the track of steel industry, a pillar of the national economy, has transitioned from past incremental competition to more intense competitive dynamics. Motivating the upgrading of manufacturing to service, improving the digital management level of the supply chain, and promoting the efficient coordination of the industrial chain have become the essential pathway for large steel enterprises to move beyond homogeneous competition and reconstruct the ‘moat’ of competitiveness. This paper draw on comprehensive research of classical theories such as value chain, transaction cost, business ecosystem, resource dependence, and relevant research domestically and internationally, and analysed the industrial characteristics of the steel sector alongside the main challenges in supply chain management, concentrates on S Steel Group. It systematically examines its business operations and identifies key issues across all stages of the supply chain. These include: problems at the purchasing end, such as limited advantages of bulk centralised buying, opaque procurement procedures, lack of process management, chaotic accounting periods, and payment methods; issues at the sales end, such as neglecting end users, rigid collection practices, weak reconciliation and balance management, and poor service awareness; and problems in logistics, such as lack of source information sharing, the emergence of additional costs, low efficiency, and failure to establish a mutually beneficial supplier ecosystem. Therefore, this paper concentrates on the four core modules of S Steel Group's supply chain management: procurement, sales, logistics, and finance, and develops a digital transformation plan for its system. Regarding procurement, it suggests building a bidding and procurement platform and an industrial products supermarket, promoting sunshine procurement, clarifying the payment and accounting periods, leveraging the advantages of centralised procurement, and launching a spare parts sharing and trading mode. Concerning sales, a bulk materials trading platform has been established, customers' exclusive settlement accounts configured, integrated with the electronic debt voucher platform of central state-owned enterprises, enriched collection methods, created a multi-scenario transaction mode, and provided steel delivery services. In terms of logistics, this research have developed an online freight platform to enhance visibility and control over the entire logistics process, introduced the ‘carrier+single vehicle’ mixed mode, transformed the carrier into a transport capacity organisation, and employed intelligent algorithms to boost resource allocation efficiency and decrease the empty-load rate. Regarding financial support services, financial services will be integrated throughout all stages to ensure smooth transaction completion across the entire supply chain. Using real transaction data to assist credit risk assessment, strengthen risk management of transaction , and establish a supply chain ecosystem with mutually beneficial cooperation among financial institutions, resource suppliers, industrial manufacturers, steel traders, logistics service providers, and other parties. Finally, this paper deeply figure that the digital transformation of the supply chain can promote the iron and steel enterprises to effectively improve the supply chain coordination efficiency, improve the service quality, and build a more solid competitive advantage. Not only for s Steel Group, but also for most traditional steel enterprises and even similar manufacturing enterprises to provide a practical model with great reference value.
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