飞利浦灯具的供应链策略及协调过程研究

上海交通大学硕士学位论文飞利浦灯具的供应链策略及协调过程研究姓名：张敏申请学位级别：硕士专业：工商管理指导教师：吴迪20080601MBA-1-,MBA-2-MBA-3-THERESEARCHOFPHILIPSSUPPLYCHAINSTRATEGYANDCOORDINATIONABSTRACTInthecompetitivescenariooftomorrowitwon’tjustbeonecompanydirectlycompetingagainstanother;itwillbethechaininwhichthatcompanyresidescompetingagainstthechaininwhichitscompetitorresides.Indeed,theeffectivesupplychainmanagementcanstrengththecompetitiveadvantage.Thefunctionofcoordinationandcontrolcanwellbalancedemandandsupply.ThisthesisisfocusonstudyingthecoordinationandcontrolinPhilipsLightingLuminaire(Shanghai)Co.,Ltd.withtheintroductionofsupplychainmanagementtheoryandtechnique.Beforebeginningwiththecoordinationandcontrolofthesupplychain,itshouldbeanalyzingPhilips’componentsportfolio,andmatchingitwithsupplier’sview.Baseonsupplypositionanalysis,therearethreetypesofrelationshipPhilipswillhavewitheachsuppliers:Partnership,PreferredandCommercial.Differentsuppliershouldbetreateddifferently.Fromthesuppliers’pointofview,therearefourtypesofcustomers:Core,Developing,exploitationandno-value.Then,integratetwoviewsandimplementanappreciatepurchasingmethod.Anotheremphasesofsupplychaincoordinationandcontrolistooptimizedemandresource.TheabsenceofthecommoncommunicationMBA-4-platformandeffectivemechanismbetweensupplychainandmarketing,whichleadtothedemandinformationcannotbesharedthroughthewholesupplychain.So,thekeytooptimizedemandresourceistoseamthedemandinformationwithmarketing.Oneimportantmethodistoanalyzetheproductportfolio(CashCow,Dog,QuestionMarkandStar)onthemarketingpointofviewandcombinetheeffectivemethodofdemandcontrol.TheintroductionofUnitedStockwillalsobeaneffectivemethodtocoordinateandcontrolthebalanceofdemandandsupply.Furthermore,thisthesiswilltableaproposalontherationalityoftheleadtimewithlinkingthetheoryofmanagementeconomics.KEYWORDS:Uncertaintydemand,Varietyproduction,SupplyChainstrategy,Coordinationprocess,LuminaireindustryMBA-6-4060CPFR1234MBA-7-11.11996272.5540DCS200120055000LEDLED35LED061802858333200710182008122010MBA-8-1.25000500010200000040000006000000800000010000000120000001400000016000000123456789101112(USD)200520062007112005200720062005602007200640121378910122007101220052007MBA-9-8922501.31.3.1412007MBA-10-155MAT%COO3.26442.2K=07RLIPCSLOLIP1RLIP95PST2007073.26%3.2%6,732.16,442.2RLIP81.0%87%CSL95.1%94%OLIP95%95%6.261614PST6.66.422MBA-11-=10211011951.3.2892250468123579:10:/.……………….…...……………….……….………….MBA-12-1000150090008024224MBA-13-22.132.233MBA-14-8021415974MBA-15-2.32.3.1Malone1MBA-16-2.3.233SupplierPlanCustomerCustomer’sCustomerSupplier’sSupplierMakeDeliverSourceMakeDeliverMakeSourceDeliverSourceDeliverInternalorExternalInternalorExternalYourCompanySourceSupplierPlanCustomerCustomer’sCustomerSupplier’sSupplierMakeDeliverSourceMakeDeliverMakeSourceDeliverSourceDeliverInternalorExternalInternalorExternalYourCompanySource512MBA-17-32.3.351369369MBA-18-214134413414410009000MBA-19-360100020003000400050006000700015913172125293337414549Week6MBA-20-152722MBA-21-323()()3.1()3.1.1MBA-22-“”“”A41A42B25B337A42B27B31B37B42A41A49B22B25B28B29B35A43B23B26B28B30B34B38B41B45B47A47B24B437(1)(stars)A42B37(2)(cashcow)A41B28MBA-23-(3)(questionmarks)A43B41“”(4)(dogs)B24B4388MBA-24-TBS288200762000200750020081230003.21MBA-25-231A42B2934IntranetIntranetIntranetERPIntranetIntranet84.23.3892MBA-26-IntranetIntranetIntranetERPIntranet33650IntranetERPIntranet81MBA-27-44.14.1.14.1.1.191414MBA-28-101236060144.1.1.2MBA-29-11(1)MBA-30-(2)4.1.24.1.2.11MBA-31-12MBA-32-51020JTM3Ultra-TechUniversalNichiaFutureHolophaneOSS19LumiLedsTurkeyCarrymanLivingston3ELEXALiteMiribel104.1.2.2MBA-33-13MBA-34-20062007JTM7Ultra-TechUniversalNichiaFutureHolophaneOSS12TurkeyCarrymanLivingston7LumiLeds3ELEXALiteMiribel6TurkeyTurkeyLEXALiteLEXALite80594.2MBA-35-804.314MBA-36-144.3.14.3.24.3.3MBA-37-4.3.4804.470MBA-38-4.4.11Internet1515InternetInternetInternetInternetInternetMBA-39-ERPInternetInternetERP4.4.22745674MBA-40-55.115.1.1MBA-41-1616165.1.25.1.23MBA-42-12345IntranetInternet4MRPIIDPRMRPIIDRPMBA-43-5.25.2.1123417MBA-44-17871200716142008105.2.218m=60m=2m=2m=20m=3MBA-45-18,19,MBA-46-b)a)CC’BB’DD’FGMc”d”f”1919aG19bCC’c”bG5.2.3MBA-47-RobertM.MonczkaMBA-48-1]James.L.Bossert200456652SunilChopraPeterMeindl200628403.200533937942006,818452005,10717562006112250720072326820031602259WilliamJ.Stevenson200738840210200616018811ChristopherR.Thomas&S.CharlesMaurice2005627512MarshallL.Fisher,March01,1997,WhatIstheRightSupplyChainforyourproduct?,HARVARDBUSINESSDonaldW.DoblerandDavidN.Burt,SixthEdition,“PurchasingandSupplyManagement”MBA-49-TomLiuKCTsengMBA-50-[1]2006200841飞利浦灯具的供应链策略及协调过程研究作者：张敏学位授予单位：上海交通大学相似文献(3条)1.学位论文徐桂颖供应链绩效评价体系研究2004供应链是当代企业界的最新组织形式之一,它能把多个相关企业或企业集团原本独立的资源进行有效的整合,使之发挥出1+12的整体效益.但是,正是由于供应链是由多个企业或企业集团按一定形式组合而成,其管理的复杂程度要远远高于单一的企业管理.供应链所带来的增值收益需要通过交织成网络状关系的各成员企业实行供应链一体化管理的思想才能实现,这样企业就遇到了新课题:如何协调企业利益与供应链整体的利益,这就需要企业实现从个别业务职能的管理到以供应链的观点进行管理的转变.而这种转变如何达到理想的效果,必须以相对客观的标准和方法予以评价,以帮助企业发现问题、寻求解决方法,从而促进供应链的有效改进和运作.所以,有效的供应链绩效评价是推动供应链管理的关键.该文简要介绍了供应链和供应链管理的基本内容,叙述了供应链绩效评价的国内外研究现状.根据供应链绩效评价的基础理论和主要内容,重点分析了加强的平衡记分法从财务角