深圳欧贝特卡库存优化策略研究

上海交通大学硕士学位论文深圳欧贝特卡库存优化策略研究姓名：周艳申请学位级别：硕士专业：交通运输（物流系统规划与管理）指导教师：柳存根;刘卡丁2006053120066102006610200661055621SWOTAHPAHPSWOT655ABSTRACTItisthesupplychaincompetitionin21stcentury,thecompetitionisbasedontimeandcustomer’srequirement,buttheinventorymanagementisthekeypointtoimprovethesupplychainintegration,agilityandquickresponse.Inventorymanagementwillaffecttheperformanceofsupplychainfromendtoend.ThearticlewillstudythestoremanagementprojectofOCS,SZ,adoptingtherealdatafromthecompany,alsohighlightthesmartcardindustrycharacteristics,andanalyzetheproblemsofMRPandKPIofOCS,SZ.UseSWOTtoanalyzetheMRPmakingprocessandimprovetheresponsibilityandorganization,usethetendencyrevisionmovingaveragemethodandimmeasurableforecasttoimprovetheexistingforecastmethod,analyzethematerialcall-inschedule.Wereceivegoodoutputfromthesemethodsinpractice,decreasingthebullwhipaffections,adoptAHPtobuildgoodKPIsystemforsmartcardindustrycompanysincethecurrentKPIisnotworkingwell,andmostdepartmentsagreewiththenewsystemfromthesatisfactionsurvey,offeringstrongtheoryfortheKPIsystemandweightbuilding,itisindeedimprovethecurrentworkingprocessinthepractice.Thoughthearticleisstudyingsmartcardindustrycompany,butitisalsocanbeadoptedforforecastaccuracyimprovementandinventoryKPIbuiltforotherlinescompanies.Thearticlewillanalyzethespecificcharacteristicforsmartcardcompany–thesecuritycontrol,thisisencouragedtouseforothercompanieswhohavethesecurityrequirement.Infact,allmanagementmethodswillbevariantinpractice,whateveritistheforecastortheKPIsystem,allneedtoconsideringtheactualsituations,dotheadjustmentaccordingtothenewproblemsinpracticeanddotheadjustmentaccordingtothedevelopmentofthecompany,butnodoubtthattheprincipleofmethodscanbecontinuouslyadopted.KeywordsOCSShenZhen,SmartCard,inventory,MRP,inventoryKPI,AHP,SWOT,PlanPrediction8561.11.1.1·“21”10%15%-25%~35%3%15%[1]SupplySchedulePlanLogisticsDemand2201915“”“”205095620082008“”“”“2008”“”1.1.2901020011.2.3.4.11:105611:Digram1-1:LogisticsoperationflowofOCS,SZ200520051.2.3.20062006KPI1.21.2.1ABCMPSMRPMPScall-inWIP11561.2.2SWOTKPIWBSworkbreakdownstructurePDCA-plan,design,check,appraise,AHP12562.12.1.1:(I)()3;(2)4;(3)54,justintime62.1.2:42.1.33:13561.2.3.:1.2..3.2.1.4:;2.22.2.114562.2.22121:Digram2-1:SupplychainflowofOCSSZ--15562222Digram2-2:InventorylayoutofOCS,SZ2.2.33512GSMSIM21:21200611Table2-1:Warehouseloadingcapacity:uptodateJan.01,2006-66504000Pcs365273656.260242Pallet14962%9018400000Pcs430623751.3%6025000000Pcs76778715%502006120023()WIP165623Digram2-3:ProductionflowofOCS,SZ95GSMMPSBOMcall-inscheduleMPS2.2.31756MPSMPSMPS252005222005Table2-2:KPIfulfillmentofyear2005,OCS,SZ200520057.011.610.013.02.04.11.00%2.90%0.00%0.00%5.00%6.20%2.318563.13.1.1(Materialrequirementplanning)MRPorderpointsystem(MRP)ERP????7MRP/ERPMRP/ERP()8(Materialrequirementplanning)MPS(BOM)195693.1.2,,,:1.,,,2.3.,,4.5.,,,6.,,,;,,,,31205631MRP()Diagram3-1:MRPcalculationflow3.1.3MRPMasterProductionSchedule,MPSMRPMRP(BOM)MPS:ABC3.1.4MRP3.1.2/2156BOM+BOM+3.2(SWOT)3.2.1Strength32333420063-220061-2Digram3-2:ForecaseaccuracyforJan.andFeb.ofyear2006Forecastaccuracy79%72%75%80%60%70%80%90%100%110%120%JanFebMarAprMayJunJulAugSepOctNovDecYTDForecastaccuracyTarget22563-3200613Digram3-3:Slowmovingofyear2006,fromJan.toMar.3-4Digram3-4:Slowmovingscrapofyear2006,fromJan.toMar.3.2.2WeaknessSlowmovingstockUnit:KUSD155139163.4336000000045.7050100150200JanFebMarAprMayJunJulAugSepOctNovDecYTDSlowmovingstock(module)Slowmovingstock(plasSlowmovingstock(blankcard)Slowmovingstock(totaTargetSlowmovingScrapUnit:KUSD28.095.6127.430.000.000.000.000.000.000.006.110.005.0010.0015.0020.0025.0030.00JanFebMarAprMayJunJulAugSepOctNovDecYTDSlowmovingscrap(module)Slowmovingscrap(plastic)Slowmovingscrap(blankcard)Slowmovingscrap(total)Target23561.2.3.24.1.2.3.4.BOM3.2.3Opportunity20063.2.4Threat2MPSMRPcall-in35245635Digram3-5:PlanningflowExel3.2.5Summary20061.2.3.JIT4.BOM5.KPI3.33.3.136MPS255636Digram3-6:Existingorganizationofplanning1.2.3.3737Digram3-7:Expectedorgnization1232126563.3.2JD(jobdescription)31JD31:Table3-1:JDforMRPplannerJobResponsibilityforMRPplanner:•ToestablishsuitableprocessandprocedureofMRPfunctioninalignmentwithbusinessrequirementandcompanystandards.•DoMRPcalculationandissuePurchaseRequest(PR)tobuyBOMmaterialaccordingtoMPS,ensureenoughmaterialforproductionandcontrolreasonableInventory.•PullingorRe-scheduling/cancelingthePRbasedontheMPS/Productionfeasibility.•Managethesupply/demandofcomponentandotherBOMmaterialtomeetstockcontrolanddeliverytargets.•Managethetransferofcomponentinbetweenofeachregion.•Deliveranalysisoncomponent,slowmovingstockandfuturedemandtrendsandmakerecommendationsaccordingly.•MRPobjectiveandKPIproposal,appraisalandanalysisreport.1.27562.GSMDesk33.JIT3.3.41.28562.3.4.5.3.43.4.1;;;:(1):2956;(2)“”3.4.2:.:()(2):10:3056111212331563.4.3nnnTbayttTt+=+ˆ4-21tTtTty+ˆTt+tatbttba,()()()()()2121122ttttttMMnbMMa−−=−=4-223-93G2005(1-12)20061133-2:13Table3-2:Estimateof13rdperiod325613a121566b121313a12+b12=1579141592,15a12+b1231566+133=16053.4.41.2.3.332006332005133356Ta