I 摘要 由于科技的发展和社会的进步，企业之间有着越来越明确的社会分工，一些 有远见的制造企业为了抢占市场，提高核心竞争力，正逐渐把一些非核心业务外 包给专业的第三方公司。物流作为生产活动中的一道环节，也被逐渐剥离出来。 第三方物流由此应运而生。 库存管理是供应链系统理论中的一门必修课程，在企业日常经营中发挥着巨 大的作用。由于经济发展和人们日益增长的物质需求，库存管理在某些场景已经 无法适应企业的需求，由此企业提出供应商管理库存，既VMI模式，作为一种新 型高效的供应链式的管理方法，用来优化目前所遇到的库存问题。 但传统的VMI模式必须基于供应链协作才能发挥其优势，而企业之前往往存 在资金、技术、信任和经济环境等问题，成为VMI的阻碍。所以本文提出基于第 三方物流下的VMI模式，利用第三方物流的优势，解决VMI模式中出现的问题， 扩展VMI在不同领域的适用范围。 本文以D公司为研究案例，在收集和整理相关第三方物流和VMI的概念和理 论发展后，归纳总结出第三方物流运作VMI的优势，第三方物流运作VMI两种不 同的模式和适合使用第三方物流运作VMI的企业特点。结合现场实地调研，针对 D公司在物流项目存在的需求变化大、交货周期长和库存管理水平低等问题，将 VMI模式应用于D公司，由第三方物流进行方案构建。根据D公司的实际需求在 服务方案与流程，仓库选址与规划，信息系统规划等方面进行了详细的论述。利 用预测的统计分析法，结合项目实际情况，进行项目投资估算和经济分析证明可 行性。在案例VMI方案基础上，介绍了实施过程中前期准备注意事项、人员组织 架构、供应商管理、服务水平考核和保障措施。通过项目实施前后呆滞库存，周 转天数，准时率和库存金额对比，验证实施效果。 本文通过研究，得出以下结论：第三方物流参与的VMI模式，能够有效地提 高企业的物流效率，降低企业的物流成本，优化企业的库存管理和供应链管理水 平。相比供应商和生产企业，第三方物流公司有更加专业技术、管理团队和物流 服务设施，因此能够提供更加高效和优质的服务。基于第三方物流的VMI项目涉 及到的相关环节，必须提前做出详尽的分析和准备。希望本文的研究为后续企业 实施和运作VMI提供经验和参考。 关键词：第三方物流，库存管理，供应商管理库存 ABSTRACT II ABSTRACT Due to the development of science and technology and the progress of society, there is a more and more clear social division of labor among enterprises. some far-sighted manufacturing enterprises are gradually outsourcing some non-core business to professional third-party companies in order to seize the market and improve their core competitiveness. Logistics, as a link in production activities, has also been gradually stripped out. The third-party logistics arises at the historic moment. Inventory management is a required course in supply chain system theory, which plays a great role in the daily operation of enterprises. Due to the economic development and people's growing material demand, inventory management has been unable to meet the needs of enterprises in some scenarios, so enterprises put forward supplier-managed inventory, namely VMI, as a new and efficient supply chain management method to optimize the inventory problems encountered at present. However, the traditional VMI model must be based on supply chain cooperation to give full play to its advantages, and enterprises often have problems such as capital, technology, trust and economic environment, which become obstacles to VMI. Therefore, this paper proposes the VMI mode based on the third-party logistics, making use of the advantages of the third-party logistics to solve the problems in the VMI mode and expand the scope of application of VMI in different fields. Taking D company as a case study, after collecting and sorting out the relevant concepts and theoretical development of third-party logistics and VMI, this paper summarizes the advantages of third-party logistics manage VMI, two different modes of third-party logistics manage VMI and the enterprise characteristics suitable for using third-party logistics manage VMI. Combined with on-site investigation, aiming at the problems existing in D company, such as great change of demand, long delivery cycle and low level of inventory management, the VMI model is applied to D company by the third-party logistics. Base on the actual demand of D company, the service solution and process, warehouse location and planning, information system planning are discussed in detail. By using the statistical analysis method of prediction, refer to the onsite status for this case, the investment estimation and economic analysis, then this paper carried out to prove the feasibility. Based on the case VMI scheme, this paper introduces the ABSTRACT III matters needing attention in the early stage of implementation, personnel organization structure, supplier management, service level assessment and safeguard measures. Through the comparison of sluggish inventory, turnover days, just-in-time rate and inventory amount before and after the implementation of the project, the implementation effect is verified. According to the study, this paper got below conclusion: the VMI mode with the participation of third-party logistics can effectively improve the logistics efficiency of enterprises, reduce the logistics costs of enterprises, and increase the level of inventory management and supply chain management of enterprises. Compared with suppliers and production enterprises, third-party logistics companies have more professional technology, management team and logistics service facilities, so they can provide more efficient and quality services. The VMI project based on third-party logistics involves relevant links and must be analyzed and prepared in detail in advance. It is hoped that the study of this paper will provide experience and reference for follow-up enterprises to implement and operate VMI. Keywords: 3PL, Inventory Management, VMI 目 录 IV 目 录 第一章 绪论 ....................... 1 1.1 研究背景 ............... 1 1.2 研究目的与意义 ... 3 1.3 研究方法以及技术路线 ...................... 4 第二章 文献综述与理论概述 .......................... 6 2.1 第三方物流相关研究 .......................... 6 2.1.1 第三方物流的理论研究 .......... 6 2.1.2 第三方物流与供应链的关系 .. 7 2.2 VMI供应商管理库存相关研究 .......... 7 2.2.1 VMI供应商管理库存的概念 .. 7 2.2.2 VMI供应商管理库存的发展 .. 8 2.2.3 VMI供应商管理库存实施的前提 ......................... 9 2.2.4 VMI供应商管理库存实施的步骤 ....................... 10 2.2.5 VMI供应管理库存实施的问题 ............................ 11 2.3 VMI供应商管理库存与第三方物流整合研究 ............... 12 2.3.1 第三方物流运作VMI的优势 ............................. 13 2.3.2 第三方物流运作VMI的模式 ............................. 14 2.3.3 第三方物流运作VMI的企业特点 ..................... 15 2.3.4 第三方物流运作VMI的技术支持 ..................... 16 2.4 本章小结 ............. 16 第三章 D公司基于第三方物流的VMI模式构建方案设计 ..... 18 3.1 D公司物流基本情况 ........................ 18 3.1.1 D公司简介 ............................. 18 3.1.2 D公司基本业务情况介绍 ..... 18 3.1.3 D公司物流项目现状 ............. 20 3.2 D公司物流项目存在的问题 ............ 20 3.3 方案流程设计 ..... 22 3.3.1 服务方案 . 22 3.3.2 流程设计 . 23 3.4 仓库规划设计 ..... 27 目 录 V 3.4.1 仓库选址 . 27 3.4.2 仓库规划 . 29 3.5 信息系统设计 ..... 31 3.6 本章小结 ............. 33 第四章 VMI仓库投资估算与经济效益分析 .............................. 34 4.1 VMI仓库投资估算 ............................ 34 4.2 经济效益分析 ..... 38 4.2.1 D公司物流规模 ..................... 38 4.2.2 VMI收入估算 ........................ 38 4.2.3 VMI仓库成本和费用估算 .... 39 4.2.4 VMI仓库利润估算 ................ 39 4.3 VMI仓库项目有无对比 .................... 40 4.4 本章小结 ............. 41 第五章 D公司基于第三方物流VMI模式实施 ......................... 42 5.1 项目实施前期准备 ............................ 42 5.1.1 物料加入VMI步骤 .............. 42 5.1.2 物料退出VMI步骤 .............. 43 5.1.3 VMI合同 . 43 5.1.4 人员组织架构 ........................ 46 5.1.5 VMI实施前的培训 ................ 47 5.2 项目启动与执行 . 48 5.3 项目实施后期管理 ............................ 48 5.3.1 S公司的服务内容 .................. 48 5.3.2 S公司的KPI考核 ................. 48 5.3.3 服务提供商管理 .................... 49 5.4 项目保障措施 ..... 50 5.4.1 项目风险识别 ........................ 50