標題: 小汽車產業售服零件供應鏈改善之研究
Supply Chain Improvement on the After-service Parts for Automobile Industry
作者: 葉恩賜
En-Tzu Yeh
藍武王
Dr. Lawrence W. Lan
管理學院運輸物流學程
關鍵字: 小汽車;售服零件;供應鏈管理;automobile;after-service parts;supply chain management
公開日期: 2004
摘要: 摘要 小汽車售服零件的供應鏈管理,具車型種類多、供應年限長、突發性需求難以預測之特性。爲求在適當時機與地點供應適當零件及數量,通常皆以存貨來因應。若無完善的小汽車售服零件供應鏈管理,常會造成存貨不足或過多之現象。前者易造成缺貨,導致顧客不滿意及企業形象受損;後者則必須支付額外的存貨成本,造成營運成本高利潤低,降低企業競爭力。因此,有效的存貨管理實為小汽車售服零件供應鏈管理相當重要的一環。 本文旨在探討小汽車售服零件的供應鏈管理相關課題,並研擬改善對策。本研究以個案Y公司之小汽車售服零件供應鏈,從上游供應商、製造廠、總倉、經銷公司零件中心,至經銷公司各保修據點,進行問題分析檢討。改善策略主要考量整體供應鏈成本的低減,以及可加強顧客滿意的快速回應與高服務品質,透過倉儲、配送及存管手法以流程再造來改善。 例如,採取多頻次訂貨策略以縮短訂貨區間和前置時間,可降低庫存和存貨成本。當實施了每日訂貨策略,訂貨數量變得穩定並較小波動;因此供應商將可避免缺貨而很平順地交貨,如此讓經銷公司更有信心的降低庫存但仍然有能力承諾高顧客滿意服務。建議的改善策略在Y公司實施一年,結果發現對整體供應鏈有成本低減效益外,對於顧客滿意度也有提升。雖然進口零件停車待料(VOR)的及門服務會增加費用,但對緊急案件可縮短等待時間,從顧客滿意的觀點言,卻是值得的。
Abstract The supply chain of after-service parts for automobile industry is characterized with various vehicle models, long supply periods and unexpected demand variations hard to predict. To provide adequate quantity of parts at right time and right place, normally it requires stocking to meet the demand variations. Without good supply chain management, however, it is easy to create insufficient stock or over-stocking problem. The former will cause customer unsatisfied and hurt business image; the later will raise inventory and lead business to spend more but earn less. Either of which will ultimately lower the business competition. Hence, effective inventory control plays a key role in the supply chain management of automobile after-service parts. The main purpose of this thesis is to identify the characteristics of supply chain of after-service parts for automobile industry. The study takes Y Company’s after-service parts as the case and investigates the potential problems associated with its supply chain management from top suppliers, manufacturers’ part centers, dealers’ part centers, to workshops. Through reengineering process in warehousing, distribution and inventory control, some supply chain improvement strategies are proposed with consideration of total cost reduction and customers’ satisfaction enhancement via quick response serviceability and high service quality. For instance, a frequent order strategy is to shorten the order interval and lead time, which can lower the stock and inventory cost. When adopting daily order strategy, the order quantity would become stable with less fluctuation; consequently, the suppliers would avoid out-of-stock problem. The smooth delivery would also lead the dealers to be more confident in cutting their inventory but still be capable of committing the serviceability. After implementing the proposed improvement strategies in Y Company for one year, it is found that the total supply chain cost has been reduced and the customer satisfaction has been raised. Although paying more for the door-to-door service of vehicle-off-road (VOR) for the imported parts, it shortens the lead time in urgent cases, which are worth from customers’ satisfaction perspective.
URI: http://140.113.39.130/cdrfb3/record/nctu/#GT009171505
http://hdl.handle.net/11536/64802
Appears in Collections:Thesis


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