随着企业之间的竞争持续，生产规模不断扩大，怎样维持生产和销售之间的合 理平衡，对企业的健康发展和经济效益有十分关键的作用。企业在提高产量和扩大 生产规模的同时，还需要定期分析其产品的市场销售情况，产品的流转速度快，可 以提高资金的周转，进而有效地增加企业的经济效益。与此同时，企业在进行产销 平衡分析时，也必须要分析对应产品的库存情况，产品库存的增减变动，亦是生产 与销售两者共同作用的结果。产销结合得好，企业库存会控制在一个合理水平，产 销脱节，会导致短缺或超储，同样影响企业的经济效益。因此，企业务必要重视内 部产销平衡的分析。 本文以 PH 公司深圳分公司为例，对公司在供应链产销平衡中存在的问题展开 分析和探讨。首先，有效结合供应链管理、产销平衡、精益生产等理论，分析企业 当前的产销问题及其原因，为 PH 深圳分公司的产销不平衡问题提出解决策略。其 次，本文主要从产品供应策略、原材料库存策略、销售策略三个方面对产销平衡问 题进行了探讨。产品供应策略，主要围绕客户需求预测、内部产能分析和主生产计 划展开，提前规划备货计划与产能，以应对客户需求的波动，提升客户的准时交付 率。原材料库存策略，阐述了运用标准差与变异系数进行库存数据分析，依据原材 料的活跃程度，选择合适的库存模式执行备料，满足需求的同时尽量降低库存水平。 销售策略，主要讲述了市场调研与分析及适时价格调整有助于企业销量的稳定或 提升。最后，以 PH 公司深圳分公司的实际案例，验证上述策略的有效性，为制定 产销平衡策略提供现实依据与支撑。 因为需求和供应充满了不确定性的因素，产销平衡是在供应链中的理想状态。 然而通过制定供需协调机制、储备有效的原材料库存及适时调整产品售价，能有效 防止产销严重脱节，让生产与销售趋于动态平衡。当产销趋于平衡时，企业方能低 成本、高效率运营。 关键词：产销平衡，供应链管理，供需协调，数据分析湖 北 工 业 大 学 硕 士 学 位 论 文 II Abstract With the continuous competition between enterprises and the continuous expansion of production scale, how to maintain a reasonable balance between production and marketing, for the healthy development of enterprises and economic benefits have a very critical role. While increasing the output and expanding the production scale, enterprises also need to regularly analyze the market sales of their products. The fast circulation of products can improve the turnover of funds, thus effectively increasing the economic benefits of enterprises. At the same time, enterprises must also analyze the inventory of corresponding products when carrying out the analysis of production and marketing balance. The increase or decrease of product inventoryis also the result of the joint action of production and sales. If the production and sales are well combined, the inventory of enterprises will be controlled at a reasonable level. If the production and sales are disjointed, it will lead to shortage or over-storage, which will also affect the economic benefits ofenterprises.Therefore,enterprisesmustpayattentiontothe analysisofinternal production and marketing balance. This paper takes the Shenzhen branch of PH company as an example to analyze and discuss the problems existing in the balance of production and marketing in the supply chain. First of all, effective combination of supply chain management, production and marketing balance, lean production and other theories, analysis of the enterprise's current production and sales problems and their causes, for PH Shenzhen branch of the production and sales imbalance problem put forward solutions. Secondly, this paper discusses the balance of production and sales from three aspects: product supply strategy, raw material inventory strategy and sales strategy. The product supply strategy mainly focuses on customer demand forecast, internal capacity analysis and master production plan, and plans the stocking plan and capacity in advance, so as to cope with the fluctuation of customer demand and improve the customer's on-time delivery rate. The strategy of raw material inventory is described in this paper, which uses standard deviation and coefficient of variation to analyze inventory data. According to the active degree of raw materials, appropriate inventory mode is selected to prepare materials, so as to meet the demand and reduce the inventory level as far as possible. Sales strategy, mainly describes the market research and analysis and timely price adjustment is conducive to the stability of enterprise sales or increase. Finally, the actual case of PH company's Shenzhen branch is used to verify the effectiveness of the above strategy, so as to provide practical basis and support for the formulation of the production and marketing balance strategy. Because demand and supply are full of uncertain factors, the production and sales balance is the ideal state in the supply chain. However, through the formulation of supply anddemandcoordinationmechanism, reserve effective raw material inventoryandtimely adjustment of product selling price, it can effectively prevent the serious disconnection between production and sales, so that production and marketing tend to dynamic balance.湖 北 工 业 大 学 硕 士 学 位 论 文 III When production and marketing tend to balance, enterprises can operate at low cost and high efficiency. Keywords: production and marketing balance, supply chain management, coordination of supply and demand, data analysis湖 北 工 业 大 学 硕 士 学 位 论 文 IV 目 录 摘要 ..................................................................I Abstract .................................................................II 目 录 .................................................................IV 第 1 章 绪论 ..............................................................1 1.1 研究背景、目的和意义................................................1 1.1.1 研究背景 .....................................................1 1.1.2 研究目的和意义................................................2 1.2 国内外研究现状......................................................3 1.3 研究内容与方法......................................................5 1.3.1 研究内容 .....................................................5 1.3.2 研究方法 .....................................................5 第 2 章 相关理论基础........................................................7 2.1 产销平衡概述........................................................7 2.2 供应链管理..........................................................9 2.2.1 供应链管理的发展..............................................9 2.2.2 供应链协调管理...............................................10 2.3 精益生产理论 .......................................................11 2.3.1 精益生产理论 .................................................11 2.3.2 精益库存管理 .................................................12 第 3 章 手机行业产销关系分析...............................................14 3.1 手机行业的产销关系分析 .............................................14 3.1.1 手机行业的发展趋势 ...........................................14 3.1.2 手机行业的产销问题...........................................14 3.2 手机零部件行业的产销关系分析 .......................................15 3.2.1 手机零部件行业的发展现状 .....................................15 3.2.2 手机零部件行业的竞争状况 .....................................16 第 4 章 PH 公司深圳分公司的产销关系分析 ....................................18湖 北 工 业 大 学 硕 士 学 位 论 文 V 4.1 PH 公司深圳分公司背景 ..............................................18 4.1.1 PH 公司概况 ..................................................18 4.1.2 PH 公司深圳分公司概况 ........................................19 4.2 PH 深圳分公司产销关系现状 ..........................................20 4.2.1 按预测生产模式的产销现状 .....................................20 4.2.2 按订单生产模式的产销现状 .....................................21 4.2.3 PH 深圳分公司的库存现状 ......................................22 4.3 产销不平衡的问题体现...............................................24 4.4 产销不平衡问题产生的原因...........................................25 第 5 章 PH 深圳分公司产销问题的解决策略 ....................................27 5.1 策略制定的原则与目标....................................