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论文编号：	373
作者编号：	052103
上传时间：	2008/1/7 3:06:21
中文题目：	基于供应链管理的工业品分销企业
英文题目：	Study On Ways Of Adding Value
指导老师：	严建援
中文关键字：	分销企业 供应链管理 伙伴合作关
英文关键字：	Distributor Supply chain mana
中文摘要：	目前关于供应链管理的理论体系和技术方法的研究都非常丰富，但是关于供应链参与者“分销型企业”如何参与供应链运作的研究较少。在本文中，笔者试图站在分销企业的角度，以工业品分销企业为研究对象，运用相关供应链管理理论和价值链理论，探讨工业品分销企业如何参与供应链运作，创造附加价值，适应日益激烈复杂的市场竞争环境，提高生存和竞争能力。 本文首先回顾了供应链和供应链管理的相关理论,总结了供应链管理的常用策略。比较详细的介绍了工业品分销企业的价值链构成和特点,并对影响工业品分销企业价值增值的内外部环境因素进行了分析,提出了工业品分销企业基于供应链管理的三条增值途径。这三条途径分别是：和下游客户建立伙伴合作关系；实行分销联合库存管理；实施供应链客户知识管理。 伙伴合作关系是指区别于传统的企业间竞争性合作关系，在共担风险和共享收益的基础上，追求长期共赢的战略伙伴关系。在本章，本文首先分析了传统企业合作关系和伙伴合作关系的区别，然后分析了伙伴合作关系给工业品分销企业和下游客户带来的益处和风险。在此基础上，构建了工业品分销企业下游合作伙伴评价和选择指标体系。该体系与工业品分销企业联系紧密，可为工业品分销企业实际操作提供一定的参考。 库存管理是供应链管理的重要环节，分销企业库存管理的效率不仅影响本企业的经营成果，并对整个供应链的效益起着重要的作用。本文对三种供应链库存管理模式和传统库存管理模式进行了对比，并分析了工业品分销企业库存管理中出现的问题和库存管理问题的成因，提出联合库存管理是适应工业品分销企业的供应链库存管理模式。对工业品分销企业而言，联合库存管理有产销联合和分销联合两部分，本文初步建立了工业品分销联合库存管理模型。最后，提出了工业品分销企业实施分销联合库存管理的基本策略。 知识管理是近年来供应链管理的热门话题。通过实施供应链客户知识管理（CKM），一组企业的供应链系统能比与其竞争的供应链系统更快地获取、运用客户知识，并更好地服务于客户，从而构筑起一种转化壁垒和比较优势。因此，在供应链系统中实施CKM有助于获取产品和服务的客户的长期价值，进而提升整个供应链的效益。本文分析了工业品分销企业实施客户知识管理的必要性，然后对工业品分销企业实施知识管理的策略进行了探讨。 以上三条供应链管理策略为工业品分销企业走出目前的价值困境提供了思路。在具体应用中，这三条策略是相辅相成、互相影响的。不同企业具体情况不同，在实现企业价值增值过程中需根据自身情况出发，科学合理的制定和实施企业发展战略战术。
英文摘要：	Since the 1990s, along with the acceleration of economic globalization, the rapid development in information technology, product life cycle has become short. Enterprises are facing increasingly diverse needs of the market. In this case, enterprises and the academy have been paying more and more attention on Supply chain management. Currently the theories and research methods on the supply chain management system are very rich. Most of the studies, taking large-scale manufacturing enterprises as the core enterprise, study how to establish and maintain cooperative relations among upstream and downstream costomers, actualize the sharing of information, optimize resource allocation, so that the supply chain system could meet customer needs in the greatest extent possible, thereby enhancing the competitiveness of the whole supply chain capacity. But the study about “distribution enterprises" how to participate in the operation of the supply chain are less. In this thesis, the author attempts to take industrial distributor as a research object, using related theories of supply chain management and of the value chain, explore how to participate in industrial products supply chain operations, and create value-added, adapt increasingly fierce market competition environment, improve survival ability and competitiveness. This thesis first reviewed relative supply chain and supply chain management theories, summarized the common strategies on SCM. Then defined the concept of the research object-the industrial products distributor and introduced the value chain composition and typical characteristics in detail. Following, analyzed the internal and external environmental factors that have impacts on industrial products distributor to create added value. Finally this thesis proposed three value-added channels based on SCM, which are establishing partnership with downstream clients, carrying out distribution joint inventory management, implementation of the supply chain customer knowledge management. The Partnership is different from the traditional competitive relationship. It aims on long-term win-win strategic partnership through total taking risks and sharing benefits. This thesis analyzed the distinction of the partnership and traditional relationship, and then pointed out the benefits and risks for both the industrial products distributor and the downstream clients caused by partnership. On this basis, this thesis, in accordance with the principles of setting up indicators system of evaluating and selecting downstream client partners, constructed the indicators system for industrial products distributor. Which have close linkage with the business of industrial products distributor, could provide certain references to the actual operation. Inventory management is an important part of the supply chain management. The distributor inventory management not only affects the operating results of itself, Also has key impacts on the effectiveness of the entire supply chain. Focused on the bullwhip effect and rapid response to the request, vendor managed inventory (VMI), the joint inventory management (JMI) and the cooperation plan, forecast and replenishment (CPFR) is the hot topics in supply chain management. This thesis compared these three inventory management models and the traditional inventory management model, and analyzed the major problems and causes in inventory management of industrial products distributor. According above analysis, this thesis considered that Joint inventory management model is suitable for industrial products distributor, which consist of upstream JMI and downstream JMI. This thesis initially established the downstream joint inventory management model for industrial products distribution business. Finally, basic strategies to implement JMI were proposed. Knowledge management is a hot topic these years. Knowledge management is to gather and share knowledge among related parties. Through the implementation of the supply chain customer knowledge management (CKM), one supply chain systems could access and use customer knowledge faster, and provide better service to the customers than competing supply chain system, and thus build up a transformation barriers and comparative advantage. Therefore, in the supply chain system, implementation CKM is helpful to create the long-term value of customer, thereby enhance the whole supply chain efficiency. This thesis analyzed the necessity for the industrial products distributor to implement CKM. Then discussed the strategies of implement CKM. Above supply chain management strategies contributed the clew for industrial products distributor to go out of the current plight on creating added value. In specific applications, these three strategies are complementary and affect one another. The partnership strategy is the premise for the conduct of distribution JMI and CKM, in turn, implementation of distribution JMI and CKM will further promote and consolidate partnership. Similarly, supply chain CKM could provide support for put into practice of distribution JMI. In the process of creating added value, different enterprises need to make out and implement the reasonable development strategies and tactics according their own specific circumstances.
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