供应链计划的五大过程
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">供应链计划的<span style="color: black;">要紧</span>职能在于平衡<span style="color: black;">将来</span>的市场需求与库存的可用性,即确定<span style="color: black;">公司</span>应持有多少库存量以满足生产和<span style="color: black;">营销</span>需求。这涵盖了从接收客户订单、审查与发布供应商订单,到管理仓库和分销<span style="color: black;">途径</span>的库存等一系列活动。</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">然而,制定供应计划是一项<span style="color: black;">繁杂</span>而细致的任务,<span style="color: black;">触及</span>多个层面和<span style="color: black;">原因</span>。首要<span style="color: black;">思虑</span>的是供应商交货的前置时间,即从下单到实际收到货物所需的时间。<span style="color: black;">另外</span>,管理多个供应商<span style="color: black;">亦</span><span style="color: black;">增多</span>了<span style="color: black;">繁杂</span>性,<span style="color: black;">由于</span><span style="color: black;">区别</span>供应商可能有<span style="color: black;">区别</span>的交货时间、价格和质量标准。<span style="color: black;">同期</span>,客户需求的波动性和市场变化<span style="color: black;">亦</span>是计划中的<span style="color: black;">要紧</span>考量<span style="color: black;">原因</span>。劳动力资源的可用性<span style="color: black;">一样</span>对供应计划产生深远影响,<span style="color: black;">尤其</span>是在面临生产高峰或突发事件时。</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;"><img src="//q1.itc.cn/images01/20240430/a603eeaaebc3414c876dd091e3406cbb.png" style="width: 50%; margin-bottom: 20px;"></p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">1.供应计划的定义</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">供应计划,<span style="color: black;">也</span>被<span style="color: black;">叫作</span>为原材料采购或物料计划,是<span style="color: black;">保证</span>供应链在正确的时间、正确的地点<span style="color: black;">供给</span>正确<span style="color: black;">制品</span>的要素。其<span style="color: black;">目的</span>是实现成本效益最大化,<span style="color: black;">同期</span>降低与供应链<span style="color: black;">关联</span>的<span style="color: black;">危害</span>和成本。为实现这一<span style="color: black;">目的</span>,<span style="color: black;">咱们</span><span style="color: black;">必须</span>构建一套完善的流程,用以分析需求预测。这个流程<span style="color: black;">触及</span>将预测需求与现有库存进行对比,一旦<span style="color: black;">发掘</span>供应缺口,需<span style="color: black;">快速</span>协调资源以满足交付所需的原材料或生产能力。</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">尽管按时交付至关<span style="color: black;">要紧</span>,但<span style="color: black;">咱们</span><span style="color: black;">必要</span>认识到,一切都是有代价的。<span style="color: black;">因此呢</span>,在规划所需材料的数量和到达时间时,<span style="color: black;">必要</span><span style="color: black;">按照</span><span style="color: black;">机构</span>设定的服务水平和成本来进行权衡。例如,若<span style="color: black;">机构</span>设定的<span style="color: black;">目的</span>是实现95%的交付率,<span style="color: black;">那样</span>就<span style="color: black;">必须</span>准备相当于1.645倍标准差的安全库存。然而,这<span style="color: black;">亦</span><span style="color: black;">寓意</span>着库存持有成本的<span style="color: black;">增多</span>,这是为了<span style="color: black;">保证</span>达到设定的服务水平所必须付出的代价。</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">库存对<span style="color: black;">营销</span>和运营计划<span style="color: black;">拥有</span>至关<span style="color: black;">要紧</span>的<span style="color: black;">功效</span>,<span style="color: black;">由于</span>它直接影响到<span style="color: black;">营销</span>量和利润。随着需求量的变化,库存水平<span style="color: black;">亦</span><span style="color: black;">必须</span>相应<span style="color: black;">调节</span>。当需求<span style="color: black;">出现</span>变化时,<span style="color: black;">咱们</span><span style="color: black;">必要</span><span style="color: black;">快速</span><span style="color: black;">调节</span>生产计划以适应这些变化,<span style="color: black;">保证</span>库存水平始终保持在<span style="color: black;">恰当</span>范围内。<span style="color: black;">经过</span>有效的供应计划,<span style="color: black;">公司</span>不仅<span style="color: black;">能够</span>实现更高的<span style="color: black;">营销</span>额,还<span style="color: black;">能够</span>使库存水平更加<span style="color: black;">恰当</span>,从而为<span style="color: black;">公司</span>创造更大的价值。</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">2.供应计划的5个关键环节</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">供应计划<span style="color: black;">做为</span>协调原材料至成品流转的重点环节,<span style="color: black;">包括</span>以下五个关键<span style="color: black;">过程</span>:</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">需求预测</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">这一环节<span style="color: black;">触及</span>深入分析历史数据与市场趋势,以精确预测<span style="color: black;">将来</span><span style="color: black;">制品</span>需求。这<span style="color: black;">不仅</span>是一个数字游戏,<span style="color: black;">更加是</span>对<span style="color: black;">公司</span>市场<span style="color: black;">敏锐</span>度和客户洞察力的考验。预测的准确性直接关系到后续采购、生产及库存管理等环节。<span style="color: black;">因此呢</span>,<span style="color: black;">定时</span>回顾和校准预测至关<span style="color: black;">要紧</span>。例如,年初设定<span style="color: black;">营销</span><span style="color: black;">目的</span>时,需结合<span style="color: black;">实质</span><span style="color: black;">状况</span>,而非仅基于去年的业绩增长百分比。经济环境、<span style="color: black;">制品</span>竞争力、供应链稳定性等<span style="color: black;">外边</span>和内部<span style="color: black;">原因</span>都可能影响<span style="color: black;">实质</span><span style="color: black;">营销</span>额。若预测过高,可能<span style="color: black;">引起</span>库存积压;预测过低,则可能错失<span style="color: black;">营销</span>机会。<span style="color: black;">因此呢</span>,<span style="color: black;">营销</span>团队的反馈、客户调查及市场趋势分析都是<span style="color: black;">提高</span>预测准确性的关键。</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">确定供应<span style="color: black;">源自</span></p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">在<span style="color: black;">知道</span>需求预测后,接下来的挑战是确定<span style="color: black;">怎样</span>满足这些需求。这<span style="color: black;">包含</span><span style="color: black;">选取</span>合适的供应商、谈判合同条款、确定付款<span style="color: black;">要求</span>以及发布采购订单。单一供应商策略虽简化了管理流程,但<span style="color: black;">危害</span><span style="color: black;">亦</span>相应集中。一旦供应商<span style="color: black;">显现</span>问题,<span style="color: black;">全部</span>供应链可能面临中断<span style="color: black;">危害</span>。相反,多元化供应商策略虽<span style="color: black;">增多</span>了管理的<span style="color: black;">繁杂</span>性,但<span style="color: black;">亦</span>能分散风险,<span style="color: black;">保证</span>供应链的稳定性。在这一环节,<span style="color: black;">有效</span>的<span style="color: black;">公司</span>资源规划(ERP)系统能够简化流程,<span style="color: black;">加强</span>决策效率。</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">生产计划制定:基于预测的需求和供应<span style="color: black;">源自</span>,<span style="color: black;">公司</span><span style="color: black;">必须</span>制定<span style="color: black;">仔细</span>的生产计划,<span style="color: black;">保证</span>产能与需求相匹配。这一过程需与生产<span style="color: black;">分部</span>紧密合作,<span style="color: black;">保证</span>生产线的顺畅运行。物料的<span style="color: black;">运用</span><span style="color: black;">次序</span>、供应商的交货时间等<span style="color: black;">原因</span>都需纳入<span style="color: black;">思虑</span>范围。<span style="color: black;">另外</span>,生产<span style="color: black;">分部</span>与供应链<span style="color: black;">分部</span>之间的契约精神至关<span style="color: black;">要紧</span>,双方需<span style="color: black;">一起</span>遵守主生产计划,<span style="color: black;">保证</span>生产的<span style="color: black;">有效</span>与稳定。</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">运输规划</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">运输规划<span style="color: black;">触及</span>货物从供应商到制造商,再从制造商到客户的<span style="color: black;">全部</span>物流过程。<span style="color: black;">这里</span>过程中,<span style="color: black;">选取</span>合适的承运人、协调多个承运人以及确定<span style="color: black;">有效</span>且经济的运输模式和路线是至关<span style="color: black;">要紧</span>的。国际贸易中,<span style="color: black;">重点</span>运输模式<span style="color: black;">包含</span>水路、公路、铁路和空运,每种模式都有其独特的优缺点和适用场景。</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">以水路运输为例,即<span style="color: black;">咱们</span><span style="color: black;">一般</span>所说的海运,它是<span style="color: black;">全世界</span>贸易中关键的运输方式,<span style="color: black;">尤其</span>是集装箱运输。其<span style="color: black;">优良</span>在于每吨每<span style="color: black;">千米</span>的运费相对较低,非常适合大宗商品或长距离运输。然而,海运的缺点<span style="color: black;">亦</span>显而易见,如运输时间较长、<span style="color: black;">触及</span>多个节点和承运人,<span style="color: black;">引起</span>货物<span style="color: black;">跟踪</span>信息更新不<span style="color: black;">即时</span>,这在一定程度上影响了供应链的可视化管理。</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;"><span style="color: black;">因此呢</span>,在<span style="color: black;">选取</span>运输模式时,<span style="color: black;">咱们</span><span style="color: black;">必须</span>进行权衡,<span style="color: black;">选取</span>既能满足生产计划需求,又能<span style="color: black;">保证</span>成本的<span style="color: black;">方法</span>。<span style="color: black;">同期</span>,<span style="color: black;">针对</span>其他三种运输模式,<span style="color: black;">咱们</span><span style="color: black;">亦</span>要充分<span style="color: black;">思虑</span>其利<span style="color: black;">坏处</span>,<span style="color: black;">保证</span>运输过程的<span style="color: black;">有效</span>与稳定。</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">库存管理</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">库存管理在供应计划中占据<span style="color: black;">要紧</span>地位,它决定了为<span style="color: black;">保证</span>生产计划顺利进行所需持有的库存水平。<span style="color: black;">咱们</span><span style="color: black;">必须</span>密切关注库存<span style="color: black;">情况</span>,结合市场趋势、客户订单和<span style="color: black;">营销</span>历史数据,科学决策购买多少原料以<span style="color: black;">保证</span>供应。</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">为此,<span style="color: black;">机构</span>应<span style="color: black;">定时</span>回顾所有存货<span style="color: black;">状况</span>,结合历史<span style="color: black;">运用</span>量和<span style="color: black;">将来</span>需求量,精确计算物料的库存天数。<span style="color: black;">经过</span>设定的安全库存、前置时间、最小订单量(MOQ)和包装数量等参数,<span style="color: black;">咱们</span><span style="color: black;">能够</span>判断物料库存<span style="color: black;">是不是</span><span style="color: black;">处在</span><span style="color: black;">恰当</span>范围内。</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">客户需求的变化速度快于供应,可能<span style="color: black;">忽然</span><span style="color: black;">增多</span>或减少。<span style="color: black;">因此呢</span>,<span style="color: black;">定时</span>回顾库存变动<span style="color: black;">状况</span>至关<span style="color: black;">要紧</span>,以便<span style="color: black;">即时</span>采取<span style="color: black;">办法</span><span style="color: black;">调节</span>采购数量。<span style="color: black;">尤其</span><span style="color: black;">必须</span>关注<span style="color: black;">哪些</span>生命周期短、关键原材料或消耗量少的物料。</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">供应计划是一个<span style="color: black;">连续</span>的过程,物料需保持顺畅流动,一旦停滞,生产就会中断。尽管<span style="color: black;">咱们</span><span style="color: black;">能够</span>做出完美的计划,但总是会有意外<span style="color: black;">状况</span><span style="color: black;">出现</span>,<span style="color: black;">因此呢</span><span style="color: black;">必须</span>随时<span style="color: black;">调节</span>。<span style="color: black;">定时</span>审查和更新供应计划,<span style="color: black;">保证</span>其有效性,是供应链管理的关键所在。</p>
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