在经济全球化、国际分工合作的大背景下,OEM走过了 50多个春秋,随着世界经济

全球化进程的加快和跨国公司的飞速发展,OEM在世界范围尤其是在中国的发展似乎已

经到达顶峰,电脑行业面临的市场竞争也越加严峻。企业间的成本竞争逐渐转变为供应

链的竞争,大家比拼的是谁能更快、更灵活、更高效的迎合客户的需求和满足市场的变

化。

网络信息化是推动社会变革的重要引擎,在信息技术的当今世界,客户需求呈现多

样化、个性化,并更多的关注生产周期及交货期的长短。以成本、质量为企业核心的旧

理论模式,已经不再能使OEM企业建立市场竞争优势,建立敏捷、灵活、高效的供应链

体系迫在眉睫,把时间作为企业竞争的主导,通过供应链管理模式协调各节点企业的信

息沟通和共享、优化企业内部的流程设置、完善供应商的管理,提高整条价值链的客户

响应速度,致力于缩短客户交货期。正是在这种背景下,越来越多的品牌商通过评估企

业对客户的响应速度和交货周期来选择OEM,致使OEM企业掀起压缩交货期的思潮,以

提升自身公司的市场竞争力。

本文以笔记本电脑行业的龙头老大-广达电脑(QSMC)为例,借鉴国内外相关OEM

供应链管理及交货期的理论知识,剖析其生产、采购、仓储和管理方法,找出其在生产

计划、采购及物料管控、仓储及物流管理中的不足,并提出管理理念和建设性的改善方

案,来提高企业的整体供应链水平,以达到缩短企业交货期的目的。

本文结合现有的研究成果及相关理论,针对QSMC企业面临的现实交货问题,通过

作者自身的工作经历从QSMC企业生产及非生产两大方面分析了影响其交货期的主要因

素,就宏观角度,提出了建立上下游企业互惠互利的合作模式,通过有效的信息共享、

内部流程的优化和供应商管理体质的完善,以及降低一线员工流动性的非生产因素方面

来提高企业的交货准确性和及时性,同时增强企业的竞争优势。这不仅仅适用于电脑行

业,对于其它的供应链企业也有一定的借鉴意义。

关键词:供应链;交货期;OEM;缩短交期

The Study for Reducing Delivery Time

in QSMC Enterprise-Supply Chain Module

ABSTRACT

In the context of economic globalization and the international division of labor

cooperation, OEM throughout the past 50 years, with the speeding up of world economic

globalization and the rapid development of multinational companies, OEM has mounted its

summit around the globe, particularly in China. The computer industry is suffering market

competition seriously. The cost competition of the enterprises was replaced by supply chain

competition model, everyone compete who can be faster,more flexible and more efficient to

hit the customers' demand and meet the market changes.

Network informatization is the important engine to drive world change,with the rapid

development of information technology, customers' requirement turn to focus on

diversification, personalization, and eyes on production cycle and delivery time. OEM

enterprise is to survive in the competition, must throw away the old ideas of cost, quality,and

setup agile, flexible, efficient supply chain system, the time orientation is leading enterprise

competition, to coordinate each node enterprises in the supply chain management mode for

information communication and sharing, optimize enterprise internal process, perfect supplier

management, improve customer response speed of the whole value chain, dedicate to shorten

the customer delivery time. In this background, lots of brands select OEM by evaluating the

response speed of the enterprise to the customer and product delivery cycle, so more and more

OEM compress the delivery cycle, in order to enhance their market competitiveness.

This paper, take the notebook industry leader - quanta computer (QSMC) as an example,

draw lessons from domestic and foreign research about supply chain management, and the

cycle of delivery, and analyzes its production, procurement, storage and so on, to find out the

flaw of its production, purchasing and material control, warehousing and logistics

management, and put forward the improvement of the management concept and constructive

solutions, to improve the whole level of enterprise's supply chain.

Based on current research and related theory and authors own working experience,

author analyzes two main factors on production and non-production which is affecting the

delivery cycle,in macro perspective, establish mutually beneficial cooperation pattern

between upstream and downstream enterprises through effective information sharing,

optimization of the internal process and the improvement of the supplier management