中国的电子制造业经过近30年的发展，已经成为全球重要的消费电子生产基地。 产业链条已经十分完善和成熟，尤其在黑色家电行业，整机制造产能已经开始饱和甚至 过剩。市场竞争逐渐加剧，技术和产品竞争十分重要，探寻一种新的商业模式，让企业 不仅在技术上有竞争力，在成本和市场竞争中也具有竞争力尤为重要，寻求新的商业模 式也是企业至关重要的。 在成熟的电子制造业中，企业间的市场竞争不仅有技术的竞争，若在供应链层面取 得竞争优势和找到有效方法，对于企业来说也是至关重要的竞争力，供应链间竞争取代 企业竞争，成为重要竞争形态。对供应链的再造是变更商业模式的重要方式之一，对以 成本竞争为核心竞争目标的企业尤其如此，理解供应链提供的信息可以显著提高公司的 整体效能。销售和市场营销被描述为价值链中的关键要素。随着现代商业环境日益变化， 企业更多地关注供应链效率和营销系统，通过正确提高供应链效率或采用营销策略管理 系统可以更容易地维持市场竞争。 本文的研究对象A公司是电子制造行业中较大规模的公司。根据国内外供应链管理 应用研究的现状，结合流程再造理论和敏捷供应链等理论，介绍了A公司供应链模式的 变更与再造，较为系统地对供应链管理体系进行描述，同时对供应链模式的运用假设和 适用范围进行较为细致地描述。本文还对比了供应链改造前后的企业各个方面的变化， 包括一些可量化结果，尤其是对成本控制，创新降本的实施效果展开了详细的分析，以 数据支撑研究结果，强化本文供应链模型应用方案的可行性和可拓展性。 在多年的产品研发、供应链管理、生产制造过程中，A公司摸索出了一套独有的供 应链管理体系，运用供应链反向作用于产品和市场，充分提高产品的价格竞争优势，推 动新产品快速进入市场，并在市场占据成本优势的高点，让客户跟同行产生绝对的价格 差距。本文通过供应链的视角分析A 公司的现状及环境，通过理论联系实践的方式来 构建以销售为导向的供应链，让销售计划-市场客户-供应链-研发-生产形成良性循环。 本文对A公司的以销售为导向的供应链再造是一次有益的探索，将对企业改造和完善供 应链体系和实现一体化战略产生深刻影响，有助于企业进一步打造供应链生态系统，提 升企业运营的稳定性，长久性以及可持续性。 关键词：销售导向；供应链；流程再造；电子制造业 II Abstract After nearly 30 years of development, China's electronics manufacturing industry has become an important consumer electronics production base in the world. The industrial chain has been very perfect and mature, especially in the black appliance industry, the whole machine manufacturing capacity has begun to saturate or even surplus. Market competition is gradually intensifying, technology and product competition are very important, and a new business model is explored. Enterprises are not only technically competitive, but also competitive in terms of cost and market competition. It is also important to seek new business models. In mature electronics manufacturing, market competition among enterprises is not only technical competition, but also gaining competitive advantage and finding effective methods at the supply chain level. Competition among supply chains replaces corporate competition and becomes an important form of competition. Reengineering the supply chain is one of the important ways to change the business model. This is especially true for companies that focus on cost competition. Understanding the information provided by the supply chain can significantly improve the overall effectiveness of the company. Sales and marketing are described as key elements in the value chain. As the modern business environment changes, companies pay more attention to supply chain efficiency and marketing systems, and it is easier to maintain market competition by properly improving supply chain efficiency or adopting a marketing strategy management system. The subject of this study is Company A, a large-size company in the electronics manufacturing industry. Based on the current situation of supply chain management research at home and abroad, combined with theories of process reengineering and agile supply chain, this paper introduces the change and reengineering of supply chain model of A company, describes the supply chain management system more systematically, and simultaneously describes the supply chain management system. The assumptions and application scope of the model are described in detail. This paper also compares the changes in various aspects of the enterprise before and after the supply chain transformation, including some quantifiable results, especially the detailed analysis of the cost control, the implementation effect of the innovation cost reduction, the data support research results, strengthen the supply chain model The feasibility and scalability of the application. During decades of product development, supply chain management, and manufacturing processes, company A has developed a unique supply chain management system. A company III uses the supply chain to act on the product and market in reverse, fully improve the price competitive advantage of the product, promote new products to enter the market quickly, and occupy the high point of cost advantage in the market, allowing customers to produce absolute price gaps with their counterparts. The perspective of the supply chain analyzes the status quo and environment of Company A, and builds a sales-oriented supply chain through the method of linking theory with practice, so that the line of sales planning - market customers - supply chain - R & D - production forms a virtuous circle. This paper is a useful exploration of A's sales-oriented supply chain reengineering. It will have a profound impact on the transformation and improvement of the supply chain system and the realization of the integration strategy, which will help enterprises further build the supply chain ecosystem and enhance operational stability, longevity and sustainability of the enterprise. Keywords: Sales-Planning Oriented；Supply Chain；Business Process Re-engineering； Electronic Manufacturing IV 目 录 摘要 ........................................................................................................................................... I ABSTRACT ............................................................................................................................. II 目 录 ........................................................................................................................................ IV 第一章 绪论 .............................................................................................................................. 1 1.1 研究背景与研究意义 ...................................................................................................... 1 1.2 文献综述 .......................................................................................................................... 1 1.2.1 供应链理论综述 ....................................................................................................... 1 1.2.2 企业业务流程再造 ................................................................................................... 3 1.2.3 敏捷供应链 ............................................................................................................... 4 1.2.4 电子制造业的OEM模式与ODM模式对比 ......................................................... 5 1.3 研究内容与研究方法 ...................................................................................................... 6 1.3.1 研究内容 ................................................................................................................... 6 1.3.2 研究方法 ................................................................................................................... 6 1.3.3 研究路线 ................................................................................................................... 7 第二章 A公司供应链再造现状分析 ...................................................................................... 8 2.1 A公司介绍 ....................................................................................................................... 8 2.1.1 A公司所在电子制造行业分析 ................................................................................ 8 2.1.2 A公司主要产品分析 ............................................