亿佰公司供应链管理优化研究 随着国家近些年对新能源发展的重视度越来越高，电池行业得到了快速的发展，尤 其是锂离子电池，不管在技术创新和应用，还是在市场推广及普及方面，都有了比较大 的进展。而且随着汽车行业整体转往新能源方向进行战略布局并积极推动电动车型的落 地，车载动力电池市场也成了当前整个电池市场中的一片蓝海，进一步促进了电池行业 的整体发展。未来三年，亿佰公司还将在动力储能电池领域投资超过 70 亿元人民币来 扩充产能。公司业务规模的快速发展，需要有一个强有力的供应链作支撑，因此，供应 链的管理水平将会成为未来制约亿佰公司发展中的一个关键因素。 与外资企业在供应链管理上的研究起步早、研究深入、应用经验丰富不同，亿佰公 司供应链的建设起步较晚，投入也较少。在成立供应链之前，公司整体更多的关注在技 术和生产两个方面，并未意识到在原材料成本、质量、交付等方面供应链可以发挥出的 巨大作用。供应链组建后的近两年时间，公司整体仍未摆脱原来的管理模式，所以，研 究如何从战略采购、项目采购、供应商质量管理、物流管理和体系管理这几个方面进行 优化，对亿佰公司提升供应链管理水平甚至提升整个公司的生产运营能力都具有重要意 义。本文将结合在供应链管理方面学习的理论知识和自身在企业中将近 8 年的供应链管 理实践经验，对在亿佰公司供应链在实际运行中出现的一些突出问题进行了详细的归纳 和总结，同时结合成熟供应链的管理模式对这些问题进行了系统分析，并针对这些突出 问题提出了解决思路和建议解决方案。 本文在介绍了亿佰公司供应链管理优化的背景之后，结合亿佰公司所处的行业以及 在供应链管理上的实际现状，对内外部环境和支持条件进行了分析，随后重点针对亿佰 公司在供应链管理上实际存在的问题进行了归纳宗杰和系统分析，并在此基础上进一步 提出了管理优化方案。研究角度从市场上成熟供应链的管理模式到亿佰公司在供应链管 理上的实际现状，体现了一般和个别相结合。在以上基础上，文章重点对存在的问题及 对应的改善方案进行了展开，如在战略采购管理上，目前侧重于原材料的成本管控，但 在对供应商选择和供应商的管理上存在缺失；在供应商质量管理方面，原材料质量仍由 各个事业部的质量部门直接进行管控，供应链并未参与任何管理；在项目采购管理方面，2 针对供应链只负责跟进新样品价格的确认，而对项目计划的监控、项目进度的跟进、物 料的认可和对潜在供应商的评估及选择上并未参与，在整个项目管理过程中没有完全发 挥供应链代表作用；在物流管理方面，针对生产物料的交付管理和客户端的产品交付管 理均由事业部各自的计划部门直接进行管理，供应链并未参与管理过程。这些问题的研 究思路遵循了发现问题、分析问题并解决问题的步骤，利用了文献分析、实证研究分析 和案例研究的方法，结合亿佰公司在供应链管理上的实际情况，阐述了优化的方案。 本文着眼于成熟供应链的管理思维，结合亿佰公司在供应链管理上的自身特点和电 池制造行业的实际情况，尝试提出了能有效优化亿佰公司供应链管理效率和水平的方 案，重新设计了更为专业和高效的组织架构、工作流程和工作方法，旨在为亿佰公司打 造一个更专业、更高效和更高管理水平的供应链，进而进一步提升亿佰公司的整体运营 能力，使其在电池市场上的竞争力进一步增强，实现企业业务规模的不断扩大和市场占 有率的持续提升。 关键词：汽车行业、供应链管理、流程设计、优化方案Abstract 3 Abstract Research on the Optimization of Supply Chain Management in Yi Bai Company In recent years, with the increasing attention to the development of new energy in our country, the battery industry has been a high speed development, especially the lithium battery, whether in technological innovation and application, or in the market promotion and popularization, has made great progress. Moreover, with the overall transformation of the automobile industry to the direction of new energy to carry out strategic layout and actively promote the landing of electric vehicles, the vehicle mounted power battery market has also become a blue ocean in the whole battery market, further promoting the overall development of the battery industry. In the next three years, Yi Bai Company will also invest more than 7 billion RMB in the field to expand production capacity. The rapid development of the company's business scale needs a strong supply chain as support. Therefore, the current supply chain level of Yi Bai Company will become a key constraint in the future. Different from foreign-funded enterprises in the research of supply chain management, which started early, in-depth research and rich application experience, Yi Bai Company started late and less investment. Before the establishment of the supply chain organization, more attention was paid to technology and production, not realized that the supply chain could play a huge role in raw material cost, quality, delivery and other aspects. In the past two years after the establishment of the supply chain, the original management mode has not been got rid of. Therefore, it is of great significance to study how to optimize the strategic procurement, project procurement, supplier quality management, logistics management and system management for the improvement of the supply chain and the production and operation capacity of the whole company. Based on the theoretical knowledge learned in supply chain management and the management practice in the past eight years, this paper finds that there are some outstanding problems in the actual operation of the current Yi Bai Company’s supply chain, and summarizes these problems in detail. At the same time, it analyzes the mature supply chain management mode systematically and put forward solutions and suggestions for these outstanding problems. After introducing the background of the optimization of supply chain management in YiAbstract 4 Bai Company, combining the industry and the current situation of the actual management of the company, this paper analyzes the internal and external environment and the supporting conditions of the optimization, and then focuses on the actual problems in the supply chain management of Yi Bai Company, and further puts forward the optimization scheme. From the perspective of mature supply chain management in the market to the actual operation of Yi Bai Company in the supply chain management, the combination of general and individual is reflected. On this basis, it focuses on the existing problems and improvement plans. For example, in the strategic procurement management, the current focus is on the cost control of raw materials, but there is a lack of supplier selection and management. In the supplier quality management, the quality of raw materials is still directly controlled by the Quality Department of each business unit, and the supply chain is not involved. In the aspect of project procurement management, the supply chain is only responsible for following up the confirmation of new price, but not for monitoring the project plan, following up the project progress, approving materials and evaluating and selecting potential suppliers, which does not play a role of supply chain representative in the whole project management process. In the aspect of logistics management, the delivery management of production materials and the product delivery management of manager and client is directly managed by the planning department, and the supply chain is not involved. This paper focuses on the management in mature supply chain, combined with the characteristics of Yi Bai Company and the actual situation of battery manufacturing industry, attempts to put forward a scheme which can effectively optimize the management efficiency and level of Yi Bai Company’s supply chain, redesigns a more professional and efficient organizational structure, workflow and working methods, aiming to create a more specialized for Yi Bai Company. The supply chain with industry, higher efficiency and higher management level will further improve the overall operation capacity of Yi Bai Company, further enhance its competitiveness in the battery market, and realize the continuous expansion of business scale and market share of the enterprise. Key words: Automobile Industry; supply chain management; process design; optimization scheme5 目 录 第 1 章 绪论 ........................................................................................................................................... 6 1.1 研究背景与意义.............................................................................................................................6 1.2 研发方法.............................................................................................................................................8 1.3 理论基础与文献综述 .................................................................................................................9 第 2 章 亿佰公司供应链管理现状及存在的问题 ......................................................... 12 2.1 亿佰公司概况及锂电池行业分析....................................................................................12 2.2 亿佰公司供应链管理现状....................................................................................................15 2.3 亿佰公司供应链管理存在的问题及原因...................................................................18 第 3 章 亿佰公司供应链管理优化方案 ............................................................................... 23 3.1 亿佰公司供应链管理优化的原则与目标...................................................................23 3.2 亿佰公司供应链管理优化环境条件分析...................................................................24 3.3 亿佰公司供应链的管理优化...............................................................................................28 第 4 章 亿佰公司供应链管理优化方案实施和保障措施 .......................................... 34 4.1 亿佰公司供应链管理优化方案实施..............................................................................34 4.2 亿佰公司供应链管理优化方案实施保障措施........................................................43 第 5 章 结论 ......................................................................................................................................... 47