应用供应链管理理论对辽化物资采购管理系统优化
摘要
中国加入世界贸易组织(WTO)意味着中国将参与国际市场竞争。后工业经济时代，企业在生产领域进一步挖掘“利润生长点”的空间已十分有限。在这种情况下，很多企业将眼光转向以服务为核心的竞争。而在服务领域，供应链管理和现代物流服务，能通过对整个生产和流通结构的改善和协调，为企业获得竞争优势提供有力支持，并为企业带来可观的利润。
顾客需求多样化和个性化要求每个企业都能对这些做出及时快速的反应。这已成为现代企业在市场立足与发展的必要条件。经济全球化、合作伙伴关系、信息技术进步以及管理思想的创新，使得竞争的方式也发生了潜移默化的转变，从企业与企业之间的竞争转向供应链和供应链之间的竞争。
有效的供应链管理对于企业增强成本控制、高效利用资源、改善服务和增加收益起到巨大的推动作用。实施有效的供应链管理将大大节约时间和财力，更大程度地满足顾客的需要。可以相信，为了在竞争中立于不败之地，越来越多的企业今后必将实施供应链管理这一新的管理模式。
辽阳石油化纤公司物资供应分公司在重组后，负责电子商务部采购物资的催交、催运、验收、入库、发放及售后服务工作。为了更好地满足顾客需求，改善服务，提高企业竞争力，实施供应链管理，通过企业重组和业务流程优化，在物流方面做大，做强。
本论文主要运用供应链管理理论，通过大量收集资料、研究分析，结合本企业情况，并利用本身所处的位置的优越条件，进行实证研究。分析了企业存在的问题，探讨辽化物资供应分公司业务流程及组织结构的优化及信息技术的应用。从而为提出建立辽化物流中心的设想提供科学的依据。为企业领导决策，提供科学的、有益的帮助。
China's entry into World Trade Organization (WTO) means that China will begin to compete in the international market. In the post-industry ages, the space is very limited for the enterprise to make an in-depth exploration of profit increasing point in the production field. Hence, many enterprises have to transfer to the service-cored competition. While in service industry, the supply chain management and modern logistics can improve and co-ordinate the total production and circulation structure, which provides the enterprise with strong support to acquire competition advantage and bring considerable profits.
The multiple demands and individuality of the customer require that the enterprise should make timely and immediate respond, which is becoming the prerequisite for the modern enterprise to exist and develop in the market. Economic globalization, co-operative partnership, information technology progress and management idea innovation change the way of competition imperceptibly, making competition among the enterprises transfer to competition among the supply chains.
Effective supply chain management can give the enterprise impetus to strengthen cost control, making full use of the resources, improving service and increasing profits. Implementation of supply chain management will greatly reduce time and money, then meeting the customer's demand to a large extent. It's believed that in the future more and more enterprises will adopt supply chain management so as to win the competition.
After restructure, Goods & Materials Supply Co. which is affiliated to LiaoYang Petrochemical Fiber Co. (LYPFC) is mainly responsible for expediting delivery and transportation, checking before acceptance, storage, distribution as well as after-sales service of the goods and materials procured by Electronic Commerce Department. In order to better meet the customer's demand, improving service and increasing the
make great efforts on logistics by means of both restructure and optimization of business procedure.
In this article, the author makes a large amount of case study mainly based on the theory of supply chain management, collecting a lot information and making research as well as analysis. The author analyzes the existing problems and discusses the business procedure of the enterprise as well as the optimization of organization structure and application of information technology, thus providing the scientific basis for the idea of establishing Logistics Center of LYPFC which gives the enterprise management stuffs scientific and beneficial help to make decisions.
顾客需求多样化和个性化要求每个企业都能对这些做出及时快速的反应。这已成为现代企业在市场立足与发展的必要条件。经济全球化、合作伙伴关系、信息技术进步以及管理思想的创新，使得竞争的方式也发生了潜移默化的转变，从企业与企业之间的竞争转向供应链和供应链之间的竞争。
有效的供应链管理对于企业增强成本控制、高效利用资源、改善服务和增加收益起到巨大的推动作用。实施有效的供应链管理将大大节约时间和财力，更大程度地满足顾客的需要。可以相信，为了在竞争中立于不败之地，越来越多的企业今后必将实施供应链管理这一新的管理模式。
辽阳石油化纤公司物资供应分公司在重组后，负责电子商务部采购物资的催交、催运、验收、入库、发放及售后服务工作。为了更好地满足顾客需求，改善服务，提高企业竞争力，实施供应链管理，通过企业重组和业务流程优化，在物流方面做大，做强。
本论文主要运用供应链管理理论，通过大量收集资料、研究分析，结合本企业情况，并利用本身所处的位置的优越条件，进行实证研究。分析了企业存在的问题，探讨辽化物资供应分公司业务流程及组织结构的优化及信息技术的应用。从而为提出建立辽化物流中心的设想提供科学的依据。为企业领导决策，提供科学的、有益的帮助。
China's entry into World Trade Organization (WTO) means that China will begin to compete in the international market. In the post-industry ages, the space is very limited for the enterprise to make an in-depth exploration of profit increasing point in the production field. Hence, many enterprises have to transfer to the service-cored competition. While in service industry, the supply chain management and modern logistics can improve and co-ordinate the total production and circulation structure, which provides the enterprise with strong support to acquire competition advantage and bring considerable profits.
The multiple demands and individuality of the customer require that the enterprise should make timely and immediate respond, which is becoming the prerequisite for the modern enterprise to exist and develop in the market. Economic globalization, co-operative partnership, information technology progress and management idea innovation change the way of competition imperceptibly, making competition among the enterprises transfer to competition among the supply chains.
Effective supply chain management can give the enterprise impetus to strengthen cost control, making full use of the resources, improving service and increasing profits. Implementation of supply chain management will greatly reduce time and money, then meeting the customer's demand to a large extent. It's believed that in the future more and more enterprises will adopt supply chain management so as to win the competition.
After restructure, Goods & Materials Supply Co. which is affiliated to LiaoYang Petrochemical Fiber Co. (LYPFC) is mainly responsible for expediting delivery and transportation, checking before acceptance, storage, distribution as well as after-sales service of the goods and materials procured by Electronic Commerce Department. In order to better meet the customer's demand, improving service and increasing the
make great efforts on logistics by means of both restructure and optimization of business procedure.
In this article, the author makes a large amount of case study mainly based on the theory of supply chain management, collecting a lot information and making research as well as analysis. The author analyzes the existing problems and discusses the business procedure of the enterprise as well as the optimization of organization structure and application of information technology, thus providing the scientific basis for the idea of establishing Logistics Center of LYPFC which gives the enterprise management stuffs scientific and beneficial help to make decisions.
引文
[1] 马士华，林勇，陈志祥．供应链管理．北京：机械工业出版社 2000：7-9，18．
[2] 张成海．供应链管理技术与方法．北京：清华大学出版社，1998：4-6．10-11．
[3] 刘伟．供应链管理．成都：四川人民出版社，2002：106-109．125-127．
[4] 宋华，胡左浩．现代物流与供应链管理．北京：经济管理出版社．2000：275-277．
[5] [美]罗纳德H巴罗著．王晓东等译．企业物流管理——供应链的规划、组织和控制．北京：机械工业出版社，2002：163-165．
[6] 夏晓东．企业物流管理．成都：四川人民出版社．2002：41．
[7] [日]菊池康也．丁立信译．物流管理．清华大学出版社，1997：72-103．
[8] 黄京华．电子商务教程．清华大学出版社，2002：46．
[9] 佩帕德等著．高俊山译．业务流程再造．北京：中信出版社，1999：209-212．
[10] 仲秋雁．刘发德主编．管理信息系统．大连：大连理工大学出版社，1998：152-153．
[11] 何明珂．重新认识物流及供应链．中国物资流通 2000(3)：5．
[12] Mac Exon-Tayeor Enterprise Management-The logical Intergation of Supply Chain. Logistic Information Management. 1996(2): 16-21.
[13] 迈克尔 波特．竞争优势．陈小悦译．北京：华夏出版社，1998：65-66．
[14] Donald J Bowersox. World Class logistics: The Challenge of Managing Continuous Change, Council of logistics Management, 1995: 5-7.
[15] William C Copacino: Seven Supply-chain Principles, Traffic Management, 1996: 11-13
[16] Bernardo, Prida: Cil Gutierrez, Supply Management: from Purchasing to External Factory Management Production and Inventory Management Journal, 1996: 4.
[17] Jamie Bolton "Effective demand management" in strategic Supply Chain Alignmented John Gattorna, Gower, 1988: 7-9.
[18] J L Gattorna, D W Walters. Managing the Supply Chain: A Strategic Perspective. London: Macmillan Business Press, 1996: 18-19.
[19] Bachtel, C. and Jayanth, J. Supply Chain Management: A Strategic Perspective. The Internation Journal of Logistics Management, 1997: 8.
[20] William C. Copacino: Meeting the Supply Chain s Demands, Logistics Management, 1996: 11.
[21] Toby B Gooley: Partnerships can Make the Customer-Sevice. Traffic Management, 1994: 5.
[2] 张成海．供应链管理技术与方法．北京：清华大学出版社，1998：4-6．10-11．
[3] 刘伟．供应链管理．成都：四川人民出版社，2002：106-109．125-127．
[4] 宋华，胡左浩．现代物流与供应链管理．北京：经济管理出版社．2000：275-277．
[5] [美]罗纳德H巴罗著．王晓东等译．企业物流管理——供应链的规划、组织和控制．北京：机械工业出版社，2002：163-165．
[6] 夏晓东．企业物流管理．成都：四川人民出版社．2002：41．
[7] [日]菊池康也．丁立信译．物流管理．清华大学出版社，1997：72-103．
[8] 黄京华．电子商务教程．清华大学出版社，2002：46．
[9] 佩帕德等著．高俊山译．业务流程再造．北京：中信出版社，1999：209-212．
[10] 仲秋雁．刘发德主编．管理信息系统．大连：大连理工大学出版社，1998：152-153．
[11] 何明珂．重新认识物流及供应链．中国物资流通 2000(3)：5．
[12] Mac Exon-Tayeor Enterprise Management-The logical Intergation of Supply Chain. Logistic Information Management. 1996(2): 16-21.
[13] 迈克尔 波特．竞争优势．陈小悦译．北京：华夏出版社，1998：65-66．
[14] Donald J Bowersox. World Class logistics: The Challenge of Managing Continuous Change, Council of logistics Management, 1995: 5-7.
[15] William C Copacino: Seven Supply-chain Principles, Traffic Management, 1996: 11-13
[16] Bernardo, Prida: Cil Gutierrez, Supply Management: from Purchasing to External Factory Management Production and Inventory Management Journal, 1996: 4.
[17] Jamie Bolton "Effective demand management" in strategic Supply Chain Alignmented John Gattorna, Gower, 1988: 7-9.
[18] J L Gattorna, D W Walters. Managing the Supply Chain: A Strategic Perspective. London: Macmillan Business Press, 1996: 18-19.
[19] Bachtel, C. and Jayanth, J. Supply Chain Management: A Strategic Perspective. The Internation Journal of Logistics Management, 1997: 8.
[20] William C. Copacino: Meeting the Supply Chain s Demands, Logistics Management, 1996: 11.
[21] Toby B Gooley: Partnerships can Make the Customer-Sevice. Traffic Management, 1994: 5.