家乐福超市于1995年进入中国后，采用国际先进的超市管理模式，在全国范围内，从北到南， 从西到东，开设了200多家大型超市，聘用3万多名员工，在华外资零售企业中处于领先地位。近 年来，随着电商的兴起与物流快递业的发展，促进了O2O平台的大力发展，对实体店带来不小的冲 击。自2015年开始家乐福中国实施新的战略计划，在众多二、三线城市开设新大卖场的时候，也不 断探索“O2O”等新兴业态。计划建成昆山、成都、武汉、京津、东北和华南6个大型配送中心， 全面实现对全国近300家门店的覆盖，同时也为促进“家乐福网上商城”，“easy家乐福”便利店 等模式的发展打下良好基础。昆山物流配送中心是家乐福战略计划率先建立起来的中心，服务周边 的上海市、江苏省、浙江省、安徽省等几个省市，建立配送中心的初衷是进一步优化物流资源，节 约配送成本，可是在实际运作中发现，该配送中心存在一些问题及不合理的地方，如配送成本并没 有节约、等待时间成本的增加、硬件配套设施成本的增加、订货退货流程变得繁琐、库存压力增大、 存货积压过多等。因此，如何优化配送中心的物流管理、供应商的管理、协调门店与供应关系等问 题，变得尤为重要，也是值得深入研究的。 研究首先在分析供应链管理、物流管理、供应链物流管理等相关理论基础上，对家乐福公司基 本情况及昆山配送中心物流管理现状进行了介绍，对昆山配送中心物流配送管理目前存在问题及原 因进行了分析，包括采购物流、仓储物流、配送物流和物流信息等方面的管理。接下来对昆山配送 中心搭建可持续性发展的供应链物流管理优化措施进行了研究。探究供应链背景下的采购物流管理、 仓储物流管理、配送物流管理、物流信息管理等方面的最优化，为进一步提升物流流转效率，解决 配送速度慢、库存压力大、订退货流程繁琐等问题提供了思路和方法。在此基础上，研究进一步提 出了优化措施的保障策略，包括制度保障、组织保障、技术保障等方面的思路和方法等。 研究不仅为区域配送中心构建可持续发展的物流管理体系，实现成本最优化、利润最大化和竞 争力更大化提供了理论依据，也希望通过对家乐福的研究与实践，为国内类似企业的同类问题解决 提供一些参考和建议。 关键字：物流配送中心；供应链物流管理；物流信息管理 II Abstract After Carrefour supermarket entered China in 1995, it adopted the international advanced supermarket management mode, opened more than 200 large supermarkets nationwide from north to south, from west to East, employed more than 30000 employees, and was in the leading position among foreign retail enterprises in China. In recent years, with the rise of e-commerce and the development of logistics express industry, it has promoted the development of o2o platform, which has brought great impact on physical stores. Since 2015, Carrefour China has implemented a new strategic plan. When it opened new hypermarkets in many second and third tier cities, it has also been exploring emerging formats such as "o2o". It is planned to build 6 large-scale distribution centers in Kunshan, Chengdu, Wuhan, Beijing Tianjin, northeast and South China to fully realize the coverage of nearly 300 stores in the country, and lay a good foundation for promoting the development of "Carrefour online shopping mall" and "easy Carrefour" convenience store. Kunshan logistics distribution center is the first one established in Carrefour's strategic plan. It serves the surrounding cities such as Shanghai, Jiangsu, Zhejiang and Anhui. The original intention of establishing the distribution center is to further optimize the logistics resources and save the distribution cost. However, in the actual operation, it is found that there are some problems and unreasonable places in the distribution center, such as no distribution cost There are savings, increase of waiting time cost, increase of hardware supporting facilities cost, cumbersome order and return process, increase of inventory pressure, overstock of inventory, etc. Therefore, how to optimize the logistics management of the distribution center, the management of suppliers, and the coordination of the relationship between stores and supply have become particularly important and worthy of further study. First of all, based on the analysis of supply chain management, logistics management, supply chain logistics management and other related theories, this paper introduces Carrefour's basic situation and the current situation of logistics management in Kunshan distribution center, and analyzes the existing problems and causes of logistics management in Kunshan distribution center, including procurement logistics, warehousing logistics, distribution logistics and logistics information Administration. Next, the paper studies the optimization measures of supply chain logistics management for the sustainable development of Kunshan distribution center. This paper explores the optimization of purchase logistics management, storage logistics management, distribution logistics management, logistics information management and other aspects in the context of supply chain, which provides ideas and methods for further improving the efficiency of logistics circulation, solving problems such as slow distribution speed, heavy inventory pressure, cumbersome order and return process. On this basis, the research further puts forward the security strategy of optimization measures, including the ideas and methods of system security, organization security, technology security and so on. The research not only provides a theoretical basis for the regional distribution center to build a sustainable logistics management system and achieve cost optimization, profit maximization and greater III competitiveness, but also hopes to provide some reference and suggestions for similar domestic enterprises to solve similar problems through the research and practice of Carrefour. Keywords: logistics distribution center,supply chain logistics management,logistics information management IV 目 录 摘要 ... I Abstract II 第一章 绪论 ....................... 1 1.1 选题的背景及研究的意义 ................. 1 1.1.1选题背景 .... 1 1.1.2研究意义 .... 2 1.2 国内外研究现状 .. 2 1.2.1国外研究概况 ........................... 2 1.2.2国内研究概况 ........................... 4 1.2.3研究评述 .... 5 1.3 研究内容、思路和方法 ..................... 5 1.3.1研究主要内容 ........................... 5 1.3.2研究思路 .... 6 1.3.3研究方法 .... 6 第二章 相关理论概述 ....... 8 2.1 概念界定 .............. 8 2.1.1供应链管理 8 2.1.2物流管理 .... 9 2.2 理论基础 .............. 9 2.2.1供应链管理理论 ....................... 9 2.2.2 物流管理理论 ........................ 13 第三章 家乐福昆山物流配送中心物流管理现状分析 ............... 18 3.1 昆山物流配送中心概况 ................... 18 3.2 昆山物流配送中心物流管理现状 ... 19 3.2.1采购物流管理 ......................... 19 3.2.2仓储物流管理 ......................... 20 3.2.3配送物流管理 ......................... 21 3.2.4物流信息管理 ......................... 21 第四章 家乐福昆山配送中心物流管理存在问题及原因分析 ... 23 4.1 采购物流管理存在的问题及原因分析 .......................... 23 4.1.1存在的问题 ............................. 23 4.1.2问题产生的原因 ..................... 23 4.2 仓储物流管理存在的问题及原因分析 .......................... 24 4.2.1存在的问题 ............................. 24 V 4.2.2问题产生的原因 ..................... 24 4.3 配送物流管理存在的问题及原因分析 .......................... 25 4.3.1存在的问题 ............................. 25 4.3.2问题产生的原因 ..................... 26 4.4 物流信息管理存在的问题及原因分析 .......................... 26 4.4.1存在的问题 ............................. 26 4.4.2问题产生的原因 ..................... 27 第五章 家乐福昆山配送中心供应链物流管理优化措施 ........... 28 5.1 优化方案设计思路 ........................... 28 5.2 供应链物流管理优化措施 ............... 29 5.2.1 采购物流管理优化措施 ........ 29 5.2.2 仓储物流管理优化措施 ........ 31 5.2.3 配送物流管理优化措施 ........ 35 5.2.4 物流信息管理优化措施 ........ 37 第六章 优化方案实施保障措施 .................... 39 6.1 保障措施设计思路 ........................... 39 6.2 相关制度保障 .... 39 6.2.1建立员工培训制度 ................. 39 6.2.2内部培养和外部引进相结合的人才制度 ............ 40 6.2.3规范各种文件的编纂实施制度 ............................ 40 6.3 组织建设保障 .... 40 6.3.1组织建设实施阶段 ................. 40 6.3.2