【作者】 陈俊；

【导师】 徐丽群；

【作者基本信息】 上海交通大学 ， 工商管理（MBA）（专业学位）， 2017， 硕士

【摘要】 特种化学品行业一般被认为是小规模、高增长和高利润的行业之一,可以产生高水平的收益和股东价值。上个世纪90年代初,特种化学品行业的终端市场如汽车、家电、建筑材料以及电气和电子应用日趋成熟,行业竞争日渐激烈,以及全球化和终端用户日益增加的购买力,导致了某些特种化学品逐渐向通用化学品过渡。本文利用文献研究法、定性分析与定量分析相结合的方法等,通过对特种化学公司E为主要研究对象。随着特种化学品行业的增长速度放缓和特种化学品日渐商品化,E公司面临着一些挑战,即一方面需要持续投入大量现金维持产品开发和定制解决方案,另一方面需要确保现在的业务保持一定的利润率和现金流,甚至需要剥离非核心业务来得到现金流。天津爆炸事件之后,客观上导致了有效危险品仓库资源的供应量减少,摆在E公司面前的就是要通过库存的改善来提高现金流和竞争力。首先,针对原材料库存、成品库存和渠道库存的现状进行分析,找出库存管理方面的缺陷及其根源。其次,结合供应链库存管理方法,提出了切实可行的库存改善策略,即通过供应商管理库存(VMI)和供应链金融项目相结合来降低原材料和包装材料库存;对成品进行ABC分类和风险评估,挖掘出特殊的SKU给客户所带来的价值,并建立一个长期有效的产品SKU回顾流程,对于上下游通用的成品建立动态安全库存。在渠道库存中改为集中控制策略,减少分销中心,降低整体库存,并对其中数据基础较好的分销中心通过SAP-APO供应链网络优化软件对渠道库存进行优化。最后,通过实际案例在改善前后对比加以论证。本文对特种化学品行业的企业在供应商库存管理、内部上下游工厂库存管理和渠道库存控制等方面进行了研究并提出了改进策略,对本行业企业优化库存具有一定的应用和现实指导意义。更多还原

【Abstract】 The specialty chemicals industry is generally considered to be one of the small-scale,high-growth and high-margin industries,which can generate elevated levels of predictable earnings and shareholder value.In the early 1990 s,the end markets of the specialty chemicals industry became more mature,such as automotive,home appliances,building materials,electrical and electronic applications,coupled with the growing competitiveness of the industry and the increasing purchasing power of globalization and end users,some special chemicals gradually transfer to commodity chemicals.This paper mainly uses the method of literature research,qualitative analysis and quantitative analysis to analyze the status quo of the supply chain inventory of the company before and after the strategic transformation through the analysis of the specialty chemical company E as the main research object.However,with the slowdown in the growth rate of specialty chemicals and the commercialization of specialty chemicals,Company E is facing some challenges which need to continue to invest cash to maintain product development and customized solutions,on the other hand to ensure that the declined business to maintain a certain profit margins and cash flow,even at some point,divest the non-core business to get cash flow.With impact of Tianjin explosion incident,the objective result in the supply of effective dangerous goods warehouse resources reduced.Therefore E company needs to optimize the inventory to improve cash flow and competitiveness.Mainly for the raw material inventory,finished product inventory and channel inventory of the current mode of operation,data collection analysis,identify the problem and its roots,combined with supply chain inventory management methods,put forward practical and feasible inventory optimization measures,and through case comparison to demonstrate it.This paper focuses on raw materials and packaging materials through VMI and supply chain finance projects that allows suppliers to reduce financial pressure and achieve a win-win situation.ABC classification and risk assessment of the product,dig out the value of the special SKU to the customer,and establish a long-term effective product SKU review process,for the upstream and downstream of the finished product to establish dynamic safety stock.In the channel inventory to focus on the control strategy to reduce the distribution centers and overall inventory.And introduce SAP-APO supply chain network optimization software to optimize the channel inventory for high data quality Distribution center.This paper has carried on the research to the enterprise of the specialty chemical industry in the aspects of supplier inventory management,internal upstream and downstream finish goods stock management and channel inventory control,and put forward the improvement strategy,which has certain application and practical guidance to the industry to optimize the inventory significantly.更多还原