制造企业快速反应物流系统的研究
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摘要
本论文通过对快速反应物流系统的研究，探讨了为快速响应顾客日趋多样化的消费需求，制造企业如何整合其物流系统，增加效益，提高市场竞争力的课题。
快速反应物流系统追求高效、协调的整体效果。自从供应链的管理方式被引入物流界以来，供应链一体化的物流管理思想得以广泛应用。供应链合作伙伴关系的建立使得链上企业相互信任，互相学习，达到共同的利益目标。合作伙伴关系应用于供应商，可以使得供货准确、及时，确保质量和交货期。合作伙伴关系的供应链思想同样可以应用到生产车间，下道工序即是上道工序的需求方，上道工序是下道工序的供应方，及时、友好、负责的伙伴关系能使生产系统顺畅、准确地运行。准时制管理(JIT)的原理是根据需求拉动生产和供应，降低库存积压，是实现快速反应物流系统正常运行的重要策略。
从物流系统的角度来说，任何不增值的活动都是浪费。快速反应物流系统要尽量剔除那些只增加成本不增加价值的多余活动(如搬运、装卸、仓储等)，这些活动应尽可能地让“第三方物流”机构来完成。物流信息系统的建立是实施快速反应物流系统的根本保障。知识经济时代，信息总是以惊人的速度在更新着，因特网的广泛普及为快速反应物流系统的实现提供了很好的平台。顾客对产品质量和可靠性要求越来越高，产品品种日益增多，顾客个性化设计渐成时尚，这些需求上的新特征，促使企业必须能够不断满足需求的多样性，因此，多品种、少批量、多频次的敏捷制造将成为二十一世纪生产的重要特征。
论文介绍了物流系统的发展概况，以及制造企业快速反应物流系统的基本原理。指出了在快速反应物流系统中建立供应链合作伙伴关系的重要性，提出了利用准时制思想管理物流系统的管理策略，并对影响快速反应物流系统建立的因素(如质量因素、设计因素等)进行了分析。就快速反应物流系统中供应物流和生产物流部分，针对制造企业的生产情况提出了解决方案，并借助实施案例对快速反应物流系统的实施效果做出评价。
This thesis will discuss some questions about how to establish a quick response logistics system in manufactory to enhance enterprise's market competitiveness.
Quick response logistics system pursues high efficiency and harmony. Since Supply Chain Management (SCM) was introduced into the field of logistics management,the idea of supply chain intergration has been applied widely. The partnership between firms who trust and learn each other to achieve their common benefit goal was steadily established by carrying out horizontal intergration strategies. Partnership suppliers can guarantee their consignment's quality and date each other accurately. In the same way,partnership can be used in workshop of factory in which each working procedure act as the upper one's demand side and the next one's supply side. Betimes,amity,and responsibility partnership may make production system work smoothly and nicely. According demands to pull production and supplication and to reduce stock sweeping,Just In Time (JIT) management will be an important strategy for quick response logistics system.
From point of logistics view,any action which add only cost but not value is wasteful. All unnecessary actions which should be finished by "the Third Party Logistics (TPL)" will not exist in a quick response logistics system longer. Nowadays information changes with each passing days,and Internet supplies a commendable workplace for logistics information system. New consumption character,such as higher quality and more reliable production,individual design fashion,more and more production varieties etc.,spur enterprises to content customer's demand diversity. So Agile Manufacture (AM) with multivariety,little batch of production and high frequency may be mainly essential production ways in next century.
In the front section of this thesis,survey of logistics development and primary principle of quick response logistics system are introduced. Followed essentiality of establishing partnership of supply chain in quick response logistics system,in which JIT management strategy is suggested,is pointed out,and some factors,such as quality and design,which influence on quick response logistics system are analyzed. In the last part of thesis,the frame of supply and production logistics system is put forward in allusion to the actually situation of manufactory,and the execution effect
of this frame will be evaluated recurring to an example that is a project developed recently in Chongqing Optical Instrument Factory(COIF).
快速反应物流系统追求高效、协调的整体效果。自从供应链的管理方式被引入物流界以来，供应链一体化的物流管理思想得以广泛应用。供应链合作伙伴关系的建立使得链上企业相互信任，互相学习，达到共同的利益目标。合作伙伴关系应用于供应商，可以使得供货准确、及时，确保质量和交货期。合作伙伴关系的供应链思想同样可以应用到生产车间，下道工序即是上道工序的需求方，上道工序是下道工序的供应方，及时、友好、负责的伙伴关系能使生产系统顺畅、准确地运行。准时制管理(JIT)的原理是根据需求拉动生产和供应，降低库存积压，是实现快速反应物流系统正常运行的重要策略。
从物流系统的角度来说，任何不增值的活动都是浪费。快速反应物流系统要尽量剔除那些只增加成本不增加价值的多余活动(如搬运、装卸、仓储等)，这些活动应尽可能地让“第三方物流”机构来完成。物流信息系统的建立是实施快速反应物流系统的根本保障。知识经济时代，信息总是以惊人的速度在更新着，因特网的广泛普及为快速反应物流系统的实现提供了很好的平台。顾客对产品质量和可靠性要求越来越高，产品品种日益增多，顾客个性化设计渐成时尚，这些需求上的新特征，促使企业必须能够不断满足需求的多样性，因此，多品种、少批量、多频次的敏捷制造将成为二十一世纪生产的重要特征。
论文介绍了物流系统的发展概况，以及制造企业快速反应物流系统的基本原理。指出了在快速反应物流系统中建立供应链合作伙伴关系的重要性，提出了利用准时制思想管理物流系统的管理策略，并对影响快速反应物流系统建立的因素(如质量因素、设计因素等)进行了分析。就快速反应物流系统中供应物流和生产物流部分，针对制造企业的生产情况提出了解决方案，并借助实施案例对快速反应物流系统的实施效果做出评价。
This thesis will discuss some questions about how to establish a quick response logistics system in manufactory to enhance enterprise's market competitiveness.
Quick response logistics system pursues high efficiency and harmony. Since Supply Chain Management (SCM) was introduced into the field of logistics management,the idea of supply chain intergration has been applied widely. The partnership between firms who trust and learn each other to achieve their common benefit goal was steadily established by carrying out horizontal intergration strategies. Partnership suppliers can guarantee their consignment's quality and date each other accurately. In the same way,partnership can be used in workshop of factory in which each working procedure act as the upper one's demand side and the next one's supply side. Betimes,amity,and responsibility partnership may make production system work smoothly and nicely. According demands to pull production and supplication and to reduce stock sweeping,Just In Time (JIT) management will be an important strategy for quick response logistics system.
From point of logistics view,any action which add only cost but not value is wasteful. All unnecessary actions which should be finished by "the Third Party Logistics (TPL)" will not exist in a quick response logistics system longer. Nowadays information changes with each passing days,and Internet supplies a commendable workplace for logistics information system. New consumption character,such as higher quality and more reliable production,individual design fashion,more and more production varieties etc.,spur enterprises to content customer's demand diversity. So Agile Manufacture (AM) with multivariety,little batch of production and high frequency may be mainly essential production ways in next century.
In the front section of this thesis,survey of logistics development and primary principle of quick response logistics system are introduced. Followed essentiality of establishing partnership of supply chain in quick response logistics system,in which JIT management strategy is suggested,is pointed out,and some factors,such as quality and design,which influence on quick response logistics system are analyzed. In the last part of thesis,the frame of supply and production logistics system is put forward in allusion to the actually situation of manufactory,and the execution effect
of this frame will be evaluated recurring to an example that is a project developed recently in Chongqing Optical Instrument Factory(COIF).
引文
[1] 丁立言．物流基础．2001 北京 清华大学出版社
[2] (日)菊池康也，丁立言译．物流管理．1997 北京 清华大学出版社
[3] Http://www.supply-chain.org
[4] 何明珂．建立快速反应的供应链．信息与电脑，2000(1)25-26
[5] 王焰．反应快速的供应链体系与动作．信息与电脑，2000(4)17-19
[6] 丘尔．走近生产企业物流．中国物资流通，2000(1)22-25
[7] 闫培金．企业物流内控精要．2001 中国经济出版社
[8] 郭继伟．货仓、采购、生管、物控管理实例与问答．2000 广东经济出版社．
[9] (日)中田信哉，陶庭义译．物流入门．2001 海天出版社
[10] 丁立言．物流系统工程．2001 北京 清华大学出版社．
[11] 丁立言．物流企业管理．2001 北京 清华大学出版社
[12] 邹寒．中小企业的物流主张．中外企业家，2001(1)64-67
[13] 许胜余．仓储业进入综合物流的变革时代．信息与电脑，2000(8)22-25
[14] 吴金椿．论提升企业内部物流水平的几个途径．中国流通经济，2001(1)7-9
[15] 赵启兰．供应链管理与物资供应整合．中国物资流通，2000(7)18-19
[16] 隋忠海．供应链管理的价值链分析．中国物资流通，2000(11)10-11
[17] 史文月．物流的价值与物流信息系统．信息与电脑，2001(3)14-16
[18] 丁立言．国际物流学．2001 北京 清华大学出版社
[19] 何明珂．企业改善物流配送效果的10项措施．信息与电脑，1997(3)37-39
[20] 关禹铭．细说供应链．信息与电脑，1999(10)20-24
[21] 张成海．供应链管理的基本策略．信息与电脑，1999(2)22-23
[22] 王焰．JIT与快速反应物流．信息与电脑，1998(10)26-28
[23] Http://www.ec56.com
[24] 李建辉．供应链物流条码．信息与电脑，2001(3)17-20
[25] 陈婷．海尔物流实现的是零距离．中国经济时报，2001．4．15
[26] 叶丹．敏捷虚拟企业组织形态及描述方法．高技术通讯，1997(7)26-30．
[27] 尹柳营．供应链的构建及相应问题．技术经济与管理研究，2001(1)50-51
[28] 马新安．供应链中的信息共享激励：动态模型．中国管理科学，2001(2)19-23
[29] 赵林度．开放的物资供应管理模式研究．东南大学学报．哲社版，2000(4)
22-27
[30] Donald J.Bowersox. Logistical Management: The Integrated Supply Chain Process. 1998 McGraw-Hill Companies, Inc.
[31] 刘飞．CIMS与企业信息化．Http://www.cqcims.com.
[32] (英)Hutchius D. Just In Time. Gower Publishing Limited. 1999
[33] Paul Zipkin. Does Manufacturing Need a JIT Revolution?. Harvard Business Review. January-February, 1991. 40-50
[34] S.H.Ghodsypour. A Decision Support System for Supplier Selection Using an Integrated Analytic Hierarchy Process And Linear Programming. Production Economics 1998.56-57
[35] Macbeth D K. Advanced Manufacturing: Strategy and Management. IFS. 1999
[36] H. Craig Petersen. Managerial Economics-3rd Edition. Macmillan Publishing Company. 1994
[37] Deming W E. Out of the Crisis. MIT Press. 1990
[38] Oakland J S. Total Quality Management, 2nd Edition. Butterworth-Heinemann. 1993.50
[39] Sullivan L P. Quality Function Deployment. Quality Progress. May 1987.39-50
[40] Sullivan L P. The Seven Stages in Company-Wide Quality. Quality Progress. June 1995.77-83
[41] William J.Stevenson. Production Operations Management 1999. McGraw-Hill Companies. Inc.
[42] Jeffrey W. An Exploratory Model of Agility, Facilitators, and Performance Metrics. 4th Annual Agility Forum. Conf. Proc. 1995.
[43] Rick Dove. Plumbing the Agile Organization. Production Magazine. Dec. 1994.
[44] Jim Morgan. Nine Ways Suppliers Can Improve Competitiveness. Purchasing. November 24, 1994. 7-9
[45] (英)Macbeth D K. Partnership Sourcing: An Integrated Supply Chain Approach, 1st Edition. Pearson Education Limited. 1999
[46] Rick Dove. Introducting Principles for Agile System. Production Magazine. Aug. 1995.
[47] Erenguc S. Integrated Production/Distribution Planning in Supply Chain. European Journal of Operational Research. 1999. 115(2)219-236.
[48] Holmstrom B. Multi-task Principal-Agent Analyses: Incentive contracts, Assets Ownership and Job Design. Economies and Organization. 1991(7)24-52
[49] Porter M E. Competitive Strategy: Technique of Analyzing Industries and Competitors. The Free Press. 1998
[50] Reve T. The Firm as a Nexus of Internal and External Contracts. The Firm as a Nexus of Treaties. 1990. 155
[51] Waynel L Winston. Operations Research. 2th Edition PWS-KENT Publishing Company. 1991
[52] Kenneth C.Laudon. Management Information Systems-New Applications to Organization and Technology (M). Prentice Hall. 1998
[53] YEDNG LING YANG. Profit sharing and Standard Setting in Production and Procurement Management. Applied Economics. 1994.26(2)95-105
[54] Harris M. Optimal Incentive Contracts with Imperfect Information. European Journal of Economic Theory. 1979.20(1)231-239
[55] Owen G.Game Theory. Academic Press.Inc.1982
[56] Adina Levin. Relationship Management Critical to Web Success. DM Review.Mar.1999
[57] Philip Kotler. Marketing Management: Analysis, Planning, Implementation. and Control. 9th Edition. Prentice-Hall.Inc.1997
[2] (日)菊池康也，丁立言译．物流管理．1997 北京 清华大学出版社
[3] Http://www.supply-chain.org
[4] 何明珂．建立快速反应的供应链．信息与电脑，2000(1)25-26
[5] 王焰．反应快速的供应链体系与动作．信息与电脑，2000(4)17-19
[6] 丘尔．走近生产企业物流．中国物资流通，2000(1)22-25
[7] 闫培金．企业物流内控精要．2001 中国经济出版社
[8] 郭继伟．货仓、采购、生管、物控管理实例与问答．2000 广东经济出版社．
[9] (日)中田信哉，陶庭义译．物流入门．2001 海天出版社
[10] 丁立言．物流系统工程．2001 北京 清华大学出版社．
[11] 丁立言．物流企业管理．2001 北京 清华大学出版社
[12] 邹寒．中小企业的物流主张．中外企业家，2001(1)64-67
[13] 许胜余．仓储业进入综合物流的变革时代．信息与电脑，2000(8)22-25
[14] 吴金椿．论提升企业内部物流水平的几个途径．中国流通经济，2001(1)7-9
[15] 赵启兰．供应链管理与物资供应整合．中国物资流通，2000(7)18-19
[16] 隋忠海．供应链管理的价值链分析．中国物资流通，2000(11)10-11
[17] 史文月．物流的价值与物流信息系统．信息与电脑，2001(3)14-16
[18] 丁立言．国际物流学．2001 北京 清华大学出版社
[19] 何明珂．企业改善物流配送效果的10项措施．信息与电脑，1997(3)37-39
[20] 关禹铭．细说供应链．信息与电脑，1999(10)20-24
[21] 张成海．供应链管理的基本策略．信息与电脑，1999(2)22-23
[22] 王焰．JIT与快速反应物流．信息与电脑，1998(10)26-28
[23] Http://www.ec56.com
[24] 李建辉．供应链物流条码．信息与电脑，2001(3)17-20
[25] 陈婷．海尔物流实现的是零距离．中国经济时报，2001．4．15
[26] 叶丹．敏捷虚拟企业组织形态及描述方法．高技术通讯，1997(7)26-30．
[27] 尹柳营．供应链的构建及相应问题．技术经济与管理研究，2001(1)50-51
[28] 马新安．供应链中的信息共享激励：动态模型．中国管理科学，2001(2)19-23
[29] 赵林度．开放的物资供应管理模式研究．东南大学学报．哲社版，2000(4)
22-27
[30] Donald J.Bowersox. Logistical Management: The Integrated Supply Chain Process. 1998 McGraw-Hill Companies, Inc.
[31] 刘飞．CIMS与企业信息化．Http://www.cqcims.com.
[32] (英)Hutchius D. Just In Time. Gower Publishing Limited. 1999
[33] Paul Zipkin. Does Manufacturing Need a JIT Revolution?. Harvard Business Review. January-February, 1991. 40-50
[34] S.H.Ghodsypour. A Decision Support System for Supplier Selection Using an Integrated Analytic Hierarchy Process And Linear Programming. Production Economics 1998.56-57
[35] Macbeth D K. Advanced Manufacturing: Strategy and Management. IFS. 1999
[36] H. Craig Petersen. Managerial Economics-3rd Edition. Macmillan Publishing Company. 1994
[37] Deming W E. Out of the Crisis. MIT Press. 1990
[38] Oakland J S. Total Quality Management, 2nd Edition. Butterworth-Heinemann. 1993.50
[39] Sullivan L P. Quality Function Deployment. Quality Progress. May 1987.39-50
[40] Sullivan L P. The Seven Stages in Company-Wide Quality. Quality Progress. June 1995.77-83
[41] William J.Stevenson. Production Operations Management 1999. McGraw-Hill Companies. Inc.
[42] Jeffrey W. An Exploratory Model of Agility, Facilitators, and Performance Metrics. 4th Annual Agility Forum. Conf. Proc. 1995.
[43] Rick Dove. Plumbing the Agile Organization. Production Magazine. Dec. 1994.
[44] Jim Morgan. Nine Ways Suppliers Can Improve Competitiveness. Purchasing. November 24, 1994. 7-9
[45] (英)Macbeth D K. Partnership Sourcing: An Integrated Supply Chain Approach, 1st Edition. Pearson Education Limited. 1999
[46] Rick Dove. Introducting Principles for Agile System. Production Magazine. Aug. 1995.
[47] Erenguc S. Integrated Production/Distribution Planning in Supply Chain. European Journal of Operational Research. 1999. 115(2)219-236.
[48] Holmstrom B. Multi-task Principal-Agent Analyses: Incentive contracts, Assets Ownership and Job Design. Economies and Organization. 1991(7)24-52
[49] Porter M E. Competitive Strategy: Technique of Analyzing Industries and Competitors. The Free Press. 1998
[50] Reve T. The Firm as a Nexus of Internal and External Contracts. The Firm as a Nexus of Treaties. 1990. 155
[51] Waynel L Winston. Operations Research. 2th Edition PWS-KENT Publishing Company. 1991
[52] Kenneth C.Laudon. Management Information Systems-New Applications to Organization and Technology (M). Prentice Hall. 1998
[53] YEDNG LING YANG. Profit sharing and Standard Setting in Production and Procurement Management. Applied Economics. 1994.26(2)95-105
[54] Harris M. Optimal Incentive Contracts with Imperfect Information. European Journal of Economic Theory. 1979.20(1)231-239
[55] Owen G.Game Theory. Academic Press.Inc.1982
[56] Adina Levin. Relationship Management Critical to Web Success. DM Review.Mar.1999
[57] Philip Kotler. Marketing Management: Analysis, Planning, Implementation. and Control. 9th Edition. Prentice-Hall.Inc.1997