伴随着互联网经济的腾飞，电商线上购物便利不断升级，日化快消品的线上消费占 比快速攀升，电商平台成为日化快消品销售的主要渠道之一。但由于线上渠道活动形式 多变、产品品种多样以及活动提前期短，这为B公司的库存管理带来了一系列的问题： 大促备货期间，热销品持续性缺货，盲目备货导致库存增加，SKU剧增库存管理复杂度 加大。最终的恶果导致客户需求没有得到及时满足，满足度下降，公司的品牌形象受损， 危及市场份额下降。 本文通过整理分析B公司供应链关键绩效指标缺货率、库存周转率、订单满足率、 需求数据等信息，量化评估B公司的电商库存管理突出问题点。通过需求分类，应用库 存管理经典的经济订货批量和安全库存的数学模型，建立日常库存管控机制。针对电商 大促，重视瓶颈原材料的识别，增加项目制管理实现需求与库存有效协同，以促进B公 司的电商库存管理优化，在优化库存周转的同时提升电商客户服务水平。 本文对于电商库存管控优化方案的设计从三个要点入手：一、从需求数据分析分类 提升需求信息质量；二、应用库存模型改善粗放的库存管理方法；三、通过瓶颈资源的 识别管理措施加强对物料的管理重视。这些措施的实施有利于改善日化快消品B公司电 商库存管理的主要问题，同时为其他快消品制造企业的库存管理优化提供借鉴。 关键词：库存管理、 经济订货批量、 电商库存管理、订单满足率 II ABSTRACT With the growth of Internet economy, Online-Shopping is continuously upgrading its convenience, FMCG (fast moving consumer goods) is ascending its ratio in online consumption, and online platform become a main way in FMCG sales. But with the challenge of varied online channel activities, product diversification and short lead time, the company B has a series of problems in the inventory management which goods slaes online. For examble, the bestseller is frequently out of stock in period of promotion times, the wrong forecast increased inventory and the SKU (stock keeping unit) is booming fast that improves the complexity of management. Finally, the need of customer is not being met and the satisfaction decline, as well as the brand image of company is damaged and the market share decreased. This article mainly focuses on the quantitative evaluation of the company B in storage management and its problems, which is in a way of analyzing the key performance values in supply-chain of the company B like shortage rate, inventory turnover, fill rate and requirement data. In according to using the classical and mathematical models such as economic order quantity and safety stock, building inventory control mechanics in distinguishing the original material, and importing PM (project management) in realizing requirement and storage available cooperation, the company B is promoting in optimizing inventory management, proving the level of online customer service under a reasonable storage inventory turnover. This article is about three important components of the e-commerce inventory management measures: First, improve the quality of demand information from the analysis of demand data; Second, apply the inventory model to improve the extensive inventory management method; Third, strengthen the management of materials through the management of bottleneck resources . The implementation of these measures is conducive to improving the main problems of e-commerce inventory management of FMCG Company B. It also provides a reference for other FMCG manufacturers' inventory management optimization. Key words：Inventory management/EOQ (Economic Order Quantity)/ E-commerce inventory management / Order fulfillment rate III 目录 摘要 ...................................................................... I ABSTRACT ................................................................. II 目录 .................................................................... III 图目录 .................................................................... V 表目录 .................................................................. VII 第一章 绪论 ............................................................. 1 1.1 研究背景 ...................................................................................................................... 1 1.2 研究意义 ...................................................................................................................... 2 1.3 国内外研究综述 .......................................................................................................... 3 1.4 研究内容、研究方法及研究路线 .............................................................................. 8 1.4.1 研究内容 .................................................................................................................. 8 1.4.2 研究方法 .................................................................................................................. 9 1.4.3 研究路线 .................................................................................................................. 9 第二章 B公司库存管理现状 .............................................. 11 2.1 B公司的简介 ............................................................................................................ 11 2.1.1 公司组织结构 ........................................................................................................ 11 2.1.2 B公司供应链运营情况 ......................................................................................... 13 2.1.3 B公司销售渠道分布 ............................................................................................. 14 2.2 B公司的库存管理现状 ............................................................................................ 16 2.2.1 B公司库存周转情况 ............................................................................................. 16 2.2.2 B公司库存服务水平 ............................................................................................. 19 2.3 本章小结 .................................................................................................................... 22 第三章 B公司电商库存管理问题及成因分析 ................................ 23 3.1 电商品库存管理问题 ................................................................................................ 23 3.2 电商品库存管理问题的根因分析 ............................................................................ 26 3.2.1 电商库存管理的需求端问题分析 ........................................................................ 27 3.2.2 电商库存管理的流程问题分析 ............................................................................ 29 IV 3.2.3 电商库存管理的方法分析 .................................................................................... 30 3.2.4 电商库存管理的物料问题分析 ............................................................................ 30 3.2.5 聚焦重点 ................................................................................................................ 31 3.3 本章小结 .................................................................................................................... 32 第四章 B公司电商库存管控优化的方案 .................................... 33 4.1 电商需求分析及归类 ................................................................................................ 33 4.1.1 电商历史需求分析 ................................................................................................ 33 4.1.2 电商需求归类 ........................................................................................................ 37 4.2 日常电商库存管控机制 ............................................................................................ 41 4.2.1 计算经济生产批量 ................................................................................................ 41 4.2.2 核算产品安全库存 ................................................................................................ 43 4.2.3 确定补货点 ............................................................................................................ 50 4.2.4 构建库存管控模型 ................................................................................................ 51 4.3 大促期间电商库存管控机制 .................................................