基于供应链协同的汽车制造企业入厂物流模式选择及仿真研究
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摘要
汽车产业是国民经济重要的支柱产业,产业链长、关联度高、就业面广、消费拉动大,在国民经济和社会发展中发挥着重要作用;而推动汽车行业发展的重点在于汽车物流发展。一般而言,汽车物流活动中的入厂物流活动涉及数百家零部件供应商和上万个零部件种类,对其管理显得特别繁杂,选择与中国汽车业现状相适应的入厂物流管理模式具有现实需求的背景。一方面,入厂物流模式的选择是汽车物流高效且低成本运作的根本保证,模式的实质是对企业的内外部资源进行整合和协同;另一方面,入厂物流模式的选择已成为汽车供应链中关键运作环节和节点企业矛盾冲突的主要来源。
为保证整车厂的JIT生产,就要求汽车入厂物流各主要节点企业高度协同运作。文中从供应链协同运作的视角研究汽车整车制造企业零部件入厂模式的选择问题。基于整车厂JIT生产需求,分别对新型集成模式和主流集配中心模式建立了整合生产策略、运输策略、库存策略的协同运作模型。研究方法主要采用解析方法和仿真方法:考虑了N个零部件供应商、一个集配中心及一个整车生产厂,模型目标是在保证整车厂JIT供应下总成本最小。在解析模型中对两种模式的极值点进行求解,得到模型的最优解,并确定影响最优解的一些变量;在仿真模型中,充分仿真系统逻辑,并对关键的变量进行了敏感性分析,从而获得两种入厂物流模式的对比特征,以及在何种情形下使用哪种模式能获得更优的供应链成本。解析分析和仿真研究的结论表明:入厂物流模式的选择决策取决于九个变量。当零部件供应商单位批次生产成本与单位库存维持成本、集配中心的单位惩罚成本与单位库存维持成本上升时,应选择集成模式;当零部件循环取货单次运输成本小于零部件干线运输的单次运输成本时,宜采用集成模式;当最小安全库存点上升时,应选择集配中心运作模式;当最大库存点和需求变化时,模式的选择较为复杂,应根据不同情形进行决策。
论文的研究结果解释了当前汽车入厂物流模式分布格局,也为汽车企业入厂模式选择提供了重要指标与仿真依据。
The automotive industry is an important pillar industry in national economy. It has a long industrial chain and a high correlation degree. It can also boost consumer demand and employment opportunities. The automobile industry is playing an influential role in the national economy and social development. What is more, the key point of automobile profession's development lies in the automotive logistics development. In general, the automotive inbound logistics involve hundreds of parts suppliers and over ten thousand spare part types, and its management is especially complicated. Therefore, the management mode's choices of inbound logistics, which adapts with the Chinese automobile industry, have a realistic demand background. On the one hand, inbound logistics modes’selection is the basic guarantee for highly effective and low cost operation. The pattern essence carries on the conformity and coordination to enterprise's internal and external resources. On the other hand, the selection of inbound logistics modes has become main conflict source of key operational links and node enterprises in the automobile supply chain.
In order to ensure vehicle plant’JIT production, main node factories of automotive inbound logistics must run with highly coordination. In this paper, the modes selection of auto parts' inbound logistics was studied from the perspective of collaborative supply chain operations. The consolidated operating model which based on JIT production requirements was established through the integration of production strategies, transportation strategies and inventory strategies. And two research methods of analysis and simulation were used. First of all, the models considered N spare part suppliers, a Supply-hub and a manufacturing plant. Models aimed to minimum total cost under ensuring JIT supply. Then, the extreme points were solved in the integrated mode and the contrastive mode of Supply-hub. In addition, the simulation model was based on the analytical model. This article used the professional EXTEND simulation software, simulated system logic fully, and carried on sensitive analysis of key variables. In turn, the comparative features of two inbound logistics modes were obtained. The conclusions of analytical analysis and simulation study show: the mode selection directly depended on the values of the nine variables in the model, and they would inevitably affect the decision-making. When the batch unit production costs, inventory carrying costs per unit at parts suppliers, penalty for over stocking per unit and inventory carrying costs per unit at supply hub maintained the rising trend, the total costs of integrated mode and Supply-hub mode would increase. Moreover, the integrated mode whose total cost was lower should be a good choice. When transportation cost per times in the parts cycle was not higher than that of trunk transportation, Milk-run mode should be adopted. When smallest safety stock rises, the Supply-hub operation pattern should be selected. When established maximum inventory and plant's demand increased unceasingly, several situations would present one after another. The pattern choice should be made decision according to the different situation.
The results explain the distribution pattern in the current inbound logistics modes. They also provide important indicators and simulation basis for inbound logistics mode selection.
为保证整车厂的JIT生产,就要求汽车入厂物流各主要节点企业高度协同运作。文中从供应链协同运作的视角研究汽车整车制造企业零部件入厂模式的选择问题。基于整车厂JIT生产需求,分别对新型集成模式和主流集配中心模式建立了整合生产策略、运输策略、库存策略的协同运作模型。研究方法主要采用解析方法和仿真方法:考虑了N个零部件供应商、一个集配中心及一个整车生产厂,模型目标是在保证整车厂JIT供应下总成本最小。在解析模型中对两种模式的极值点进行求解,得到模型的最优解,并确定影响最优解的一些变量;在仿真模型中,充分仿真系统逻辑,并对关键的变量进行了敏感性分析,从而获得两种入厂物流模式的对比特征,以及在何种情形下使用哪种模式能获得更优的供应链成本。解析分析和仿真研究的结论表明:入厂物流模式的选择决策取决于九个变量。当零部件供应商单位批次生产成本与单位库存维持成本、集配中心的单位惩罚成本与单位库存维持成本上升时,应选择集成模式;当零部件循环取货单次运输成本小于零部件干线运输的单次运输成本时,宜采用集成模式;当最小安全库存点上升时,应选择集配中心运作模式;当最大库存点和需求变化时,模式的选择较为复杂,应根据不同情形进行决策。
论文的研究结果解释了当前汽车入厂物流模式分布格局,也为汽车企业入厂模式选择提供了重要指标与仿真依据。
The automotive industry is an important pillar industry in national economy. It has a long industrial chain and a high correlation degree. It can also boost consumer demand and employment opportunities. The automobile industry is playing an influential role in the national economy and social development. What is more, the key point of automobile profession's development lies in the automotive logistics development. In general, the automotive inbound logistics involve hundreds of parts suppliers and over ten thousand spare part types, and its management is especially complicated. Therefore, the management mode's choices of inbound logistics, which adapts with the Chinese automobile industry, have a realistic demand background. On the one hand, inbound logistics modes’selection is the basic guarantee for highly effective and low cost operation. The pattern essence carries on the conformity and coordination to enterprise's internal and external resources. On the other hand, the selection of inbound logistics modes has become main conflict source of key operational links and node enterprises in the automobile supply chain.
In order to ensure vehicle plant’JIT production, main node factories of automotive inbound logistics must run with highly coordination. In this paper, the modes selection of auto parts' inbound logistics was studied from the perspective of collaborative supply chain operations. The consolidated operating model which based on JIT production requirements was established through the integration of production strategies, transportation strategies and inventory strategies. And two research methods of analysis and simulation were used. First of all, the models considered N spare part suppliers, a Supply-hub and a manufacturing plant. Models aimed to minimum total cost under ensuring JIT supply. Then, the extreme points were solved in the integrated mode and the contrastive mode of Supply-hub. In addition, the simulation model was based on the analytical model. This article used the professional EXTEND simulation software, simulated system logic fully, and carried on sensitive analysis of key variables. In turn, the comparative features of two inbound logistics modes were obtained. The conclusions of analytical analysis and simulation study show: the mode selection directly depended on the values of the nine variables in the model, and they would inevitably affect the decision-making. When the batch unit production costs, inventory carrying costs per unit at parts suppliers, penalty for over stocking per unit and inventory carrying costs per unit at supply hub maintained the rising trend, the total costs of integrated mode and Supply-hub mode would increase. Moreover, the integrated mode whose total cost was lower should be a good choice. When transportation cost per times in the parts cycle was not higher than that of trunk transportation, Milk-run mode should be adopted. When smallest safety stock rises, the Supply-hub operation pattern should be selected. When established maximum inventory and plant's demand increased unceasingly, several situations would present one after another. The pattern choice should be made decision according to the different situation.
The results explain the distribution pattern in the current inbound logistics modes. They also provide important indicators and simulation basis for inbound logistics mode selection.
引文
[1] http://www.gov.cn.
[2]蒋啸兵.我国汽车制造业零部件入厂物流模式研究[J].物流技术与应用, 2007, (5):88-91.
[3] Houlihan J B. International supply chain management [J]. International Journal of Physical Distribution & Materials Management, 1985, 15:22-38.
[4] Beamon B M. Supply chain design and analysis: Model and methods [J]. International Journal of Production Economics, 1998, 55(3):281-294.
[5] Nohria N and Sumantra G. The differentiated network [M]. Jossey Bass: San Francisco, CA. 1997.
[6] Jones T C and Riley D W. Using inventory for competitive advantage through supply chain management [J]. International Journal of Physical Distribution and Materials Management, 1984, 15:16-26.
[7] Stevens G C. Integrating the supply chain [J]. International Journal of Physical Distribution and Materials Management, 1989, 19:3-8.
[8] Scott C and Westbrook R. New strategic tools for supply chain management [J]. International Journal of Physical Distribution & Logistics Management, 1991, 21:22-33.
[9] Lee H L and Billington C. Material management in decentralized supply chains [J]. Operations Research, 1993, 41:835-847.
[10] Metz P J. Demystifying supply chain management: Accomplishments and challenges [J]. Supply Chain Management Review, 1997, (8):257.
[11]周林洋.供应链基础理论介绍[J].管理现代化, 2001, (3):39-42.
[12] Donald J B and David J C. Logistics management: The integrated supply chain process [M]. New York: McGraw-hill.1996.
[13]汤浅和夫.供应链下的物流管理[M].海天出版社, 2002.
[14] Keng H C and Jon C Y. Routing for a just-in-time supply pickup and delivery system [J]. Transportation Science, 2005, 39(3):328-339.
[15] Keng H C and Jon C Y. Analyzing inventory/transportation cost tradeoffs for milk-run parts delivery systems to large JIT assembly plants [J]. SAE Technical Paper Series, 2001, (1):2600.
[16] Cornelia D and Richard G. The design of logistics organizations [J]. Transpn Res-E(Logistics and Transpn Rev.), 1998,34(1):25-37.
[17] Chopra S and Meindl P. Supplier chain management- strategies, planning, and operation [M].北京:清华大学出版社, 2001.
[18] Jennifer N K. Defining the lean logistics learning enterprise: Examples from Toyota’s north American supply chain [D]. Detroit: University of Michigan, 2004.
[19] Timon D, Wang F K and Lu P Y. A real- time vehicle- dispatching system for consolidating milk runs [D]. Transportation Research Part E: Logistics and Transportation Review In Press, Corrected Proof, 2006.
[20]张蕾.循环取货方式的实践与应用研究[D].北京:对外经济贸易大学硕士学位论文, 2006.
[21]徐秋华.Milk-run循环取货方式在上海通用汽车的实践和应用[J].汽车与配件, 2003, (3) : 21-24.
[22]王彧,马士华.供应链环境下集配商供应模式探讨[J].管理评论, 2005, 17(2):33- 36.
[23] Barnes E, Jim D, Shijie D, Doug D, Mark G, Lau Hoong C, Moosa S. On the strategy of Supply hubs for cost reduction and responsiveness [A]. Georgia Institute of Technology and National University of Singapore, 2000.
[24] Roshan G N. Collaborative scheduling model for supply hub management [A]. 3rd Aegean International Conference on Design and Analysis of Manufacturing Systems. 2001.
[25] Shaha J and Mark G. Setting operating policies for supply hubs [J]. International Journal of Production Economics, 2006:239- 252.
[26]马士华,龚凤美,刘风华.基于集配中心的生产和配送协同决策研究[J].计算机集成制造系统, 2008, 14(12):2421-2430.
[27]龚凤美,马士华.基于Supply Hub的第三方物流直送工位模式研究[J].工业技术经济, 2007, 126(18):124-127.
[28] Gonzalez A. Inbound logistics drive strong demand for transportation system [J]. Warehousing Management, 2002(9):1-2.
[29] Lijima M and Sugawara S. Logistics innovation for Toyota’s world car strategy [J]. International Journal of Integrated Supply Management, 2005, (4):478-489.
[30] Harrison A. Perestroika in automotive inbound [J]. Manufacturing Engineer, 2001, 80(6):247-251.
[31]董超.电子商务环境下的供应链模式探讨[J].物流技术, 2001(6):22-24 .
[32]周文军,赵辉.第三方物流管理供货模式[J].物流技术与应用, 2003(6):50-53.
[33]江成城.降低物流成本,创造汽车供应链上双赢[J].价值工程, 2005(4):21.
[34] Richardson H. L. Big checkbooks make for big clout [J]. Transportation and Distribution, 2003, (6):30-34.
[35] Svensson G. The impact of outsourcing on inbound logistics flows [J]. International Journal of Logistics Management, 2001, (8):223-231.
[36] Holmstroem J B and Aavikko P. Achieving a management breakthrough in inbound logistics byimproving the efficiency of operational decisions [J]. Production and Inventory Management Journal, 3 rd Quarters 1994, 35 (3):1-8.
[37]徐秋华.IT技术在上海通用汽车物流及供应链管理中的应用[J].上海汽车, 2002, (12):25-26.
[38]李弢.从神龙供应物流看实现JIT配送摸式[J].中国储运, 2004, (5):22-25.
[39]于辉,陈剑,于刚.协调供应链如何应对突发事件[J].系统工程理论与实践, 2005, (7):9-16.
[40]于辉,陈剑,于刚.回购契约下供应链应对突发事件的协调应对[J].系统工程理论与实践, 2005,25(8):38-43.
[41] Porter M E. Competitive advantage: Creating and sustaining performance [M]. New York, NY: The Free Press, 1985.
[42]阮沛.基于BOM的汽车制造企业供应物流模式分析[J].中国水运,2008,10(8):81-82.
[43]郑秀恋.国产化汽车零部件入厂运输模式与合理化研究[J].铁路采购与物流,2006,(2):34-36.
[44]来源.基于3PL的汽车零部件供应链物流中VMI的应用[J].汽车工业研究,2008,(8):46-48.
[45]谢和业,王恒鹏,蔡文学.广州本田汽车零部件采购物流改进设计[J].物流技术,2008,27(11):80-84.
[46]马士华,刘小群.基于客户订单的汽车物流整合方法[J].汽车工程,2007,29(2):174-178.
[47] Zipkin P. Foundations of inventory management [M]. McGraw-Hill, Boston, MA, 2000.
[48]闵春燕,王岩峰.仿真技术在半导体和集成电路生产流程优化中的应用[J].半导体技术, 2003, 28(10):31-33.
[2]蒋啸兵.我国汽车制造业零部件入厂物流模式研究[J].物流技术与应用, 2007, (5):88-91.
[3] Houlihan J B. International supply chain management [J]. International Journal of Physical Distribution & Materials Management, 1985, 15:22-38.
[4] Beamon B M. Supply chain design and analysis: Model and methods [J]. International Journal of Production Economics, 1998, 55(3):281-294.
[5] Nohria N and Sumantra G. The differentiated network [M]. Jossey Bass: San Francisco, CA. 1997.
[6] Jones T C and Riley D W. Using inventory for competitive advantage through supply chain management [J]. International Journal of Physical Distribution and Materials Management, 1984, 15:16-26.
[7] Stevens G C. Integrating the supply chain [J]. International Journal of Physical Distribution and Materials Management, 1989, 19:3-8.
[8] Scott C and Westbrook R. New strategic tools for supply chain management [J]. International Journal of Physical Distribution & Logistics Management, 1991, 21:22-33.
[9] Lee H L and Billington C. Material management in decentralized supply chains [J]. Operations Research, 1993, 41:835-847.
[10] Metz P J. Demystifying supply chain management: Accomplishments and challenges [J]. Supply Chain Management Review, 1997, (8):257.
[11]周林洋.供应链基础理论介绍[J].管理现代化, 2001, (3):39-42.
[12] Donald J B and David J C. Logistics management: The integrated supply chain process [M]. New York: McGraw-hill.1996.
[13]汤浅和夫.供应链下的物流管理[M].海天出版社, 2002.
[14] Keng H C and Jon C Y. Routing for a just-in-time supply pickup and delivery system [J]. Transportation Science, 2005, 39(3):328-339.
[15] Keng H C and Jon C Y. Analyzing inventory/transportation cost tradeoffs for milk-run parts delivery systems to large JIT assembly plants [J]. SAE Technical Paper Series, 2001, (1):2600.
[16] Cornelia D and Richard G. The design of logistics organizations [J]. Transpn Res-E(Logistics and Transpn Rev.), 1998,34(1):25-37.
[17] Chopra S and Meindl P. Supplier chain management- strategies, planning, and operation [M].北京:清华大学出版社, 2001.
[18] Jennifer N K. Defining the lean logistics learning enterprise: Examples from Toyota’s north American supply chain [D]. Detroit: University of Michigan, 2004.
[19] Timon D, Wang F K and Lu P Y. A real- time vehicle- dispatching system for consolidating milk runs [D]. Transportation Research Part E: Logistics and Transportation Review In Press, Corrected Proof, 2006.
[20]张蕾.循环取货方式的实践与应用研究[D].北京:对外经济贸易大学硕士学位论文, 2006.
[21]徐秋华.Milk-run循环取货方式在上海通用汽车的实践和应用[J].汽车与配件, 2003, (3) : 21-24.
[22]王彧,马士华.供应链环境下集配商供应模式探讨[J].管理评论, 2005, 17(2):33- 36.
[23] Barnes E, Jim D, Shijie D, Doug D, Mark G, Lau Hoong C, Moosa S. On the strategy of Supply hubs for cost reduction and responsiveness [A]. Georgia Institute of Technology and National University of Singapore, 2000.
[24] Roshan G N. Collaborative scheduling model for supply hub management [A]. 3rd Aegean International Conference on Design and Analysis of Manufacturing Systems. 2001.
[25] Shaha J and Mark G. Setting operating policies for supply hubs [J]. International Journal of Production Economics, 2006:239- 252.
[26]马士华,龚凤美,刘风华.基于集配中心的生产和配送协同决策研究[J].计算机集成制造系统, 2008, 14(12):2421-2430.
[27]龚凤美,马士华.基于Supply Hub的第三方物流直送工位模式研究[J].工业技术经济, 2007, 126(18):124-127.
[28] Gonzalez A. Inbound logistics drive strong demand for transportation system [J]. Warehousing Management, 2002(9):1-2.
[29] Lijima M and Sugawara S. Logistics innovation for Toyota’s world car strategy [J]. International Journal of Integrated Supply Management, 2005, (4):478-489.
[30] Harrison A. Perestroika in automotive inbound [J]. Manufacturing Engineer, 2001, 80(6):247-251.
[31]董超.电子商务环境下的供应链模式探讨[J].物流技术, 2001(6):22-24 .
[32]周文军,赵辉.第三方物流管理供货模式[J].物流技术与应用, 2003(6):50-53.
[33]江成城.降低物流成本,创造汽车供应链上双赢[J].价值工程, 2005(4):21.
[34] Richardson H. L. Big checkbooks make for big clout [J]. Transportation and Distribution, 2003, (6):30-34.
[35] Svensson G. The impact of outsourcing on inbound logistics flows [J]. International Journal of Logistics Management, 2001, (8):223-231.
[36] Holmstroem J B and Aavikko P. Achieving a management breakthrough in inbound logistics byimproving the efficiency of operational decisions [J]. Production and Inventory Management Journal, 3 rd Quarters 1994, 35 (3):1-8.
[37]徐秋华.IT技术在上海通用汽车物流及供应链管理中的应用[J].上海汽车, 2002, (12):25-26.
[38]李弢.从神龙供应物流看实现JIT配送摸式[J].中国储运, 2004, (5):22-25.
[39]于辉,陈剑,于刚.协调供应链如何应对突发事件[J].系统工程理论与实践, 2005, (7):9-16.
[40]于辉,陈剑,于刚.回购契约下供应链应对突发事件的协调应对[J].系统工程理论与实践, 2005,25(8):38-43.
[41] Porter M E. Competitive advantage: Creating and sustaining performance [M]. New York, NY: The Free Press, 1985.
[42]阮沛.基于BOM的汽车制造企业供应物流模式分析[J].中国水运,2008,10(8):81-82.
[43]郑秀恋.国产化汽车零部件入厂运输模式与合理化研究[J].铁路采购与物流,2006,(2):34-36.
[44]来源.基于3PL的汽车零部件供应链物流中VMI的应用[J].汽车工业研究,2008,(8):46-48.
[45]谢和业,王恒鹏,蔡文学.广州本田汽车零部件采购物流改进设计[J].物流技术,2008,27(11):80-84.
[46]马士华,刘小群.基于客户订单的汽车物流整合方法[J].汽车工程,2007,29(2):174-178.
[47] Zipkin P. Foundations of inventory management [M]. McGraw-Hill, Boston, MA, 2000.
[48]闵春燕,王岩峰.仿真技术在半导体和集成电路生产流程优化中的应用[J].半导体技术, 2003, 28(10):31-33.