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论文编号：	4793
作者编号：	2120102443
上传时间：	2012/12/11 20:24:26
中文题目：	H公司新产品替代过程中的物料管理研究
英文题目：	The Study of Material Management in Product’s Phase-in Phase-out Process
指导老师：	张金成
中文关键字：	物料管理，新产品替代，管理信息系统，战略供货商
英文关键字：	Material management, Phase-in and phase-out, Management information system, Strategic supplier management
中文摘要：	随着全球市场竞争的加剧及行业内企业间竞争优势的逐渐缩小，由于产品升级而引发的新产品替代项目可能会越来越多的出现在企业规划中。而由于对新旧产品替换结果的直接支持以及对整个供应链的重要影响，使得对新旧物料物料的适宜管理，成为最终顺利实现对该产品替换项目各项既定目标的重要基础。本文拟通过阐述物料和供应链管理的基本概念和模式、管理信息系统的开发等，为建立较为系统的物料管理体系奠定基础，并进而分析了在特定新产品替代项目条件下的物料及供应链管理方法，为制造业同类背景下的管理提供了参考。通过对H公司的物料管理现状的分析，结合供应链、管理信息系统和项目管理的内容，对该新产品替代项目中的物料管理重点进行分析，发现其中的问题和关键点。H公司在该项目中的物料管理难点在于：被替代物料的报废风险以及新增物料的供应风险较高；对ERP系统对这种特定项目支持上的开发和利用，其相关规划非常有限；对供货商在新旧物料的支持上缺乏明确的策略等。针对上述H公司在新产品替代项目中的物料管理问题，提出了相应的改进建议。在物料计划上，根据不同组物料用量趋势的变化特点，设定不同的关注点和管理方法。在供货商开发上，根据物料用量趋势和战略管理要求，在开发新供货商、拓展现有供货商的供货品种、逐步废除现有供货商中进行权衡和选择。同时，对全球各制造工厂不同的ERP系统，采用系统对接以及报表开发，尽可能实现资源共享；另一方面，也要开发ERP系统内的物料属性定义，以清晰的渐入或渐出物料状态设置，辅助物料管理计划。而对整个新产品替代项目而言，对项目任务和进程实施控制并对风险进行评估等，也将是对项目最终完成的保驾护航。希望通过对物料管理等一系列概念的论述，以及对H公司管理现状的分析以及相关改进措施的提出，为公司在该项目管理乃至今后同类物料管理的发展发挥积极的作用。
英文摘要：	With the severe competition in global market and the more inconspicuous advantage in the same area among the enterprises, the phase-in & phase-out (PIPO) project may be planned more frequently than before. Undoubtedly, in such a project，the appropriate material management in the whole progress will be the key foundation to finally hit the project targets. My thesis, through explaining the concepts and basic modules of material and supply chain management as well as the development of management information system, aims at building the foundation of material management system, analyzes the material and supply-chain management in PIPO project and provides the reference to the manufacturing enterprises who have the similar problems. Based on the supply-chain, MIS and project management theories, stating company H’s current material management situation, the main management problems have been highlighted and then the key control points have also been raised here. The main problem include: the high risk of material obsolescence and shortage; the limited plan to develop ERP system to support the special requirement of this PIPO project; unclear supplier development strategy to the PIPO materials. With regard to the above material management problems in this PIPO project, some proposals have been raised to make improvement, e.g, from the material planning perspective, to set up the relevant management strategies per the usage trend of different material groups (parts to be phased-out, new parts and common parts); in terms of the usage trend and strategic sourcing requirement, to make the decision to develop new suppliers, extend the supply scope of the current suppliers or phase out the current suppliers. At the same time, for the different ERP systems used by the involved manufacturing plants, to develop reports to share the information; on the other hand, to maintain the time attributes to reflect PIPO status so as to support the material management plan. Besides, there’s an important control point, that is, the control of the material tasks and progress for the whole project as well as the risk assessment. Hope my above explanation to the concepts of material management and others, with the analysis of company H’s situation could contribute help and support to this project or even the similar material management problems.
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