基于大规模定制下供应链的延迟制造研究
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摘要
在新的市场环境中企业迫切需要一种新的生产模式,大规模定制(Mass Customization,MC)由此产生。该种模式与传统的大规模生产模式在很多方面都存在显著的差异,因而其供应链管理策略也必然与大规模生产下的供应链管理策略有所不同。同时为了能在成本一定和风险降低的基础上快速满足最终消费者的多样化需求,企业往往会在整个生产与供应的流程中将相同程序的制作过程尽可能最大化,以获得规模经济,而将差异化的按定单生产的制作过程尽可能推迟,延迟策略于是应运而生,在供应链管理中发挥着重要作用。本文深度分析供应链、大规模定制、延迟制造等概念并对实际操作中大规模定制下延迟制造成本优势进行详细阐述,最后建立延迟制造决策模型及大规模定制成本函数。本文的脉络可以归结为以下几个方面。
首先,分析本文研究的背景,在国家扩大内需加强基础设施建设的环境下,汽车行业所面临的机遇与挑战,进而指出本文研究的现实意义。
其次,在分析供应链概念的基础上结合汽车产业近年来的发展情况,引出延迟策略在供应链管理中应用的可能性,并进一步探讨了在供应链管理中运用该策略的可行性。
再次,分析大规模定制概念,介绍在实践中如何实现大规模定制,为达到预期效果需要从生产线设计、配件的通用性、生产工具、生产过程等全方位进行统筹协调安排。
结合实践从理论上分析大规模定制带来成本上的优势,详实的分析来自作者相关行业长时间的一线实践。
最后,提出延迟制造的决策模型和大规模定制下的成本函数,论证采用大规模定制下延迟制造的应用条件及其可行性。
Enterprises urgently need a new mode of production in the new market environment, that is what mass customization (Mass Customization, MC) resulting from. While the supply chain management strategies are also different from its under mass production because of significant differences in many respects between this kind of model and the traditional mass production one. Meanwhile, in order to rapidly meet the diverse needs of end consumers on the base of reducing the cost and risk at a certain level, enterprises tend to process the whole production and supply to be the same procedure as much as possible to maximize the production process, to obtain economies of scale in the end. While the orders which are different from those according to the production of the production process will be deferred as far as possible to extend it, so the late strategy emerged in the supply chain management and also plays an important role. This paper deeply analyzes the conception of the supply chain, mass customization, and detention in manufacturing as well as the actual operation under the delay in mass customization manufacturing cost advantages of elaborate and finally the establishment of deferred decision-making model and cost function of mass customization. Context of this article can be attributed to the following aspects.
Firstly, this paper analyzes the study background, where the automotive industry faces opportunities and challenges in the country which expanding domestic demand and strengthening the infrastructure, further points out the practical significance of this study.
Secondly, it analyzes the supply chain concept based on the combination of the development of automobile industry in recent years, educes the delays in the supply chain management strategy for the application of the possibility and further explores the supply chain management in the application of the strategy is feasible or not.
Thirdly, it analyzes the concept of mass customization, introduces how to achieve mass customization in practice, and in order to achieve the desired results needed a full range of co-ordination arrangements for co-ordination from the production line design, parts commonality, production tools.
The theoretical analysis with the practice of mass customization to advantageous on cost, detailed analysis of related industries from the author’s a long line of practice.
Finally, the delay in manufacturing decision-making model and the cost of mass customization functions demonstrated usage of mass customization the application be deferred under the terms of its feasibility.
首先,分析本文研究的背景,在国家扩大内需加强基础设施建设的环境下,汽车行业所面临的机遇与挑战,进而指出本文研究的现实意义。
其次,在分析供应链概念的基础上结合汽车产业近年来的发展情况,引出延迟策略在供应链管理中应用的可能性,并进一步探讨了在供应链管理中运用该策略的可行性。
再次,分析大规模定制概念,介绍在实践中如何实现大规模定制,为达到预期效果需要从生产线设计、配件的通用性、生产工具、生产过程等全方位进行统筹协调安排。
结合实践从理论上分析大规模定制带来成本上的优势,详实的分析来自作者相关行业长时间的一线实践。
最后,提出延迟制造的决策模型和大规模定制下的成本函数,论证采用大规模定制下延迟制造的应用条件及其可行性。
Enterprises urgently need a new mode of production in the new market environment, that is what mass customization (Mass Customization, MC) resulting from. While the supply chain management strategies are also different from its under mass production because of significant differences in many respects between this kind of model and the traditional mass production one. Meanwhile, in order to rapidly meet the diverse needs of end consumers on the base of reducing the cost and risk at a certain level, enterprises tend to process the whole production and supply to be the same procedure as much as possible to maximize the production process, to obtain economies of scale in the end. While the orders which are different from those according to the production of the production process will be deferred as far as possible to extend it, so the late strategy emerged in the supply chain management and also plays an important role. This paper deeply analyzes the conception of the supply chain, mass customization, and detention in manufacturing as well as the actual operation under the delay in mass customization manufacturing cost advantages of elaborate and finally the establishment of deferred decision-making model and cost function of mass customization. Context of this article can be attributed to the following aspects.
Firstly, this paper analyzes the study background, where the automotive industry faces opportunities and challenges in the country which expanding domestic demand and strengthening the infrastructure, further points out the practical significance of this study.
Secondly, it analyzes the supply chain concept based on the combination of the development of automobile industry in recent years, educes the delays in the supply chain management strategy for the application of the possibility and further explores the supply chain management in the application of the strategy is feasible or not.
Thirdly, it analyzes the concept of mass customization, introduces how to achieve mass customization in practice, and in order to achieve the desired results needed a full range of co-ordination arrangements for co-ordination from the production line design, parts commonality, production tools.
The theoretical analysis with the practice of mass customization to advantageous on cost, detailed analysis of related industries from the author’s a long line of practice.
Finally, the delay in manufacturing decision-making model and the cost of mass customization functions demonstrated usage of mass customization the application be deferred under the terms of its feasibility.
引文
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[62]陈木华,基于MC的供应链下延迟策略选择模型研究,大连理工大学. 2005
[2]徐新胜,方水泉、顾新建.大规模定制与变化性研究[J].计算机集成制造系统,2007,13(7):1330-1335.
[3]Dave Alford,Peter Sackett,Geoff Nelder.Mass Customization-an automotive perspective[J].International Journal of Production Economics,2000,65:99-110.
[4]祁国宁,顾新建.大规模定制及其模型的研究[J].计算机集成制造系统,2000,6(2):41-45.
[5]Lau.Romlds M.Mass customization:the next industrial revolutionⅡ[J].Industrial Management,1995,37(5):18-19.
[6]韩睿,田志龙.延迟制造:供应链管理下的大规模定制技术[J].中国流通经济,2002(1):42-44.
[7]刘夫云,杨青海,祁国宁.基于复杂网络的产品族零部件通用性分析[J].机械工程学报,2005,41(11):75-79.
[8]刘夫云,祁国宁,杨青海.基于复杂网络的零部件用量预测方法[J].机械工程学报,2006,42(6):1-6.
[10]郑静.基于大规模定制的汽车物流管理系统的功能设计[J].价值工程,2005,(3).
[11]顾新建,陈子辰,等.我国汽车制造业大规模定制生产模式研究[J].中国工业经济,2000,(6).
[12]徐章一,马士华.应用供应链管理思想改造传统工业企业[J].工业工程与管理,2001,(5).
[13]李甫民.配送中心管理信息系统业务流程分析研究[J].物流技术,2002,(8).
[14]刘枚莲.基于供应链的延迟制造[J].桂林电子工业学院管理系
[15]夏欣跃.面向大规模定制的延迟制造策略[J].上海交通大学
[16]王耀球,施先亮.供应链管理[M].
[17](英)安德鲁·伯杰,(澳大利亚)约翰·加托纳著网络时代的供应链管理
[18]龚本刚,华中生.延迟区分战略的理论与方法田.企业管理,2001,(11):81一83
[19]马士华,林勇.供应链管理[M].北京:机械工业出版社,2005:269-278.
[20]鲍尔索克斯(美).供应链物流管理[M].李习文,王增东,译.北京:机械工业出社,2000.
[21]雷蒙德·叶,克瑞·皮尔逊,乔治·科兹梅特斯基.零时———及时响应客户需求的创新战略[M].北京:电子工业出版社,2000.
[22]Alderson W,R E Sessions.Marketing efficiency and the principle of postponement[J].Cost and Profit Outlook,1950(4):3-4.
[23]Blecker T,Friedrich G,Kaluza B,Abdelkafi N and Kreutler G.Information and Management Systems for Product Customization[M].Springer Publishing,New York,NY,2005.
[23]Kotha S.From mass production to mass customisation:The case of theNational Industrial Bicycle Company of Japan[J].European Manage-ment Journal,1996,(14):442-450.
[24]Pine B J.Mass customisation:The new frontier in business competi-tion[M].Harvard Business School Press,Boston,Massachusetts,1993.
[25]Tseng M M and Jiao J.Concurrent design for mass customization[J].Business Process Management Journal,1998,4(1):10-24.
[26]Vickery S,C Droge,R Germain.The relationship between productcustomisation and organizational structure[J].Journal of OperationsManagement,1999,(17):377-391.
[27]刘朝刚,马士华.实施大规模定制的策略模型[J].科技管理研究,2006,(11):111-112.
[28]苑明海,李东波,于敏建.面向大规模定制的可重构生产线及其关键技术[J].机床与液压,2007,(4):77-80.
[29]Remko van Hoek. Supply Chain Management.MCB University Press,1997
[30]Ricardo Ernst,Bardia Kamrad.Evaluation of sup-ply chain structures through modularization andpostponement. European Journal of OperationalResearch,124(2000)
[31] Ricardo Ernst, Bardia Kamrad. Evaluation of supply chain structuresthrough modularization and postponement [J].European Journal ofOperational Research,2000,124: 495-510.
[32]龚本刚,华中生.基于延迟技术的大规模定制生产模式[J].经济管理,2001,(8):46-50.
[33](英)安德鲁·伯杰,(澳大利亚)约翰·加托纳著.网络时代的供应链管理[M].马士华译.北京:电子工业出版社,2001.
[34] JonHughes, Mark Ralf , BillMichele.TransformYourSupply Chain: Re-leasing Value in Business [M]. International Thomson Business Press.1998.
[35]龚本刚,程幼明.推行延迟区分战略满足顾客多样化需求[J].世界标准化与质量管理,2001,(8):4-6.
[36]马士华,林勇,陈志祥.供应链管理[M].北京:机械工业出版社,2000.
[37](美)大卫·辛奇·利维著.供应链设计与管理:概念、战略与案例研究[M].季建华译.上海:上海远东出版社,2000.
[38]于瑞峰,王雨.汽车_几业供应链网络结构模式的比较研究工业工程,2001, [39」约瑟夫派恩二世大规模定制—企业竞争的新前沿.北京:中国人民大学出版社,2000.
[40]祁国宁,杨青海.大批量定制生产模式综述.中国机械工程,2004, 15 (14) .
[41]迈克尔波特.竞争战略.北京:华夏出版社,2003.
[42] Zeitham A Exploratory Study of Customer Value. Channels Journal of Marketing Research, 1994:
[43]庄晶,王宁生.面向大规模定制的供应链管理研究.现代管理,2003,
[44]马士华,林勇,陈志样.供应链管理.北京:机械工业出版社,2000:
[45]钱芝网.供应链管理中的不确定因素及应对策略.经营与管理,2005, [46」王爱民,肖田元.面向生命周期的人规模定制生产模式的研究.高技术通讯,2005,
[47]延迟策略在供应链重构中的应用.现代管理科学,2002, 11:59-60.
[48]王或.基于延迟策略的推一拉结合式供应链运作模式研究.财会月刊,2004, 6
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