G公司产销协同（S&OP）的研究分析和优化设计(硕士)

中文题目：G公司产销协同（S&OP）的研究分析和优化设计(硕士)(论文32000字)
英文题目：Analysis and Optimization on Sales & Operation Planning of G Manufacturing Enterprise
摘要
对于制造企业而言，供应链是企业运营管理中至关重要的内容，而在供应链业务环节中，尤其是产销协同计划（Sales and Operations Planning, S&OP）对销售和供应链业务起到承上启下的关键作用。白酒行业具有多品种、小批量、包装材料采购周期长的特点，其产销协同计划对整体供应链运营会产生着直接的影响。本文的研究对象是国内知名白酒企业G公司的产销协同业务，从实践的角度优化设计符合G公司产销协同业务特性以及未来发展需要的供应链组织架构、梳理职能职责、制定管理流程，以提升供应链运营效率和管理水平。通过对白酒行业供应链运营业务若干问题的研究，意在提出解决白酒企业供应链业务环节存在的主要问题、对策和措施，为企业经营者提供指导和参考。
首先，本文对G公司的供应链现状进行介绍和分析，在白酒行业现状分析和G公司供应链业务及供应链计划现状的基础上，通过与行业内标杆企业的现状和数据对比，指出G公司供应链管理中，在计划管理、采购、生产制造、仓储物流等方面亟需提升，并通过建立供应链管理和其价值链的分析框架模型，对G公司供应链管理问题和痛点进行深入的诊断和分析，指出需求和计划之间的矛盾是供应链管理中最大的根源所在。
其次，针对G公司需求和计划（产销协同）存在的问题进行全面分析，总结出产销协同业务最关键的六个要素：统一计划、跨部门会议、数据、组织职能、绩效考核和管理流程，并利用六要素建立产销协同设计模型，在此基础上，对产销协同模型中的六要素分别展开进行优化设计，优化设计的原则是满足灵动性和协同性，从而实现供应链的效率化、协同化和可视化。 另外，针对产销协同的这六要素，提出实施的路线图和实施建议，从而确保产销协同能够顺利实施和落地。
最后，对产销协同优化前后的模拟运行结果进行分析，对比优化前后的业务流程提升点。根据优化对比结果，产销协同的优化将显著提升企业以下关键绩效指标：销售订单满足率、包材齐套率、生产计划完成率和需求计划准确率；并最终带来企业运营和财务效率的提升：即缩短客户交货期、改善库存周转次数、降低库存水平、提高客户服务水平。

关键词：产销协同；S&OP；统一计划；跨部门会议；管理流程
 
ABSTRACT
Concerning manufacturing enterprises, supply chain is the most important part in enterprise operation and management. In the supply chain business, especially the Sales and Operations Planning (S&OP) plays a key role in connecting sales and supply chain businesses. The liquor industry has many characteristics, such as multiple varieties, small quantities, and long procurement period of packaging materials. S&OP has a direct impact on the whole supply chain operation. The research object of this paper is S&OP business of a domestic well-known liquor company named G company, from the perspective of practice optimization design of G company, collaborative business characteristics and future development needs of the supply chain organization structure, combing the responsibilities and establish management processes, to improve supply chain operational efficiency and management level. By studying the problems of supply chain operation in liquor industry, it is intended to propose the main problems and corresponding strategies and solutions, to provide guidance and reference for business operators of enterprises.
Firstly, this paper analyzes of the current situation of supply chain of G company, based on the analysis of the liquor industry status of supply chain business, comparison of the business situation with the industry benchmark enterprise, proposed that the supply chain management perspectives of G company need to be improved, especially in the planning management, procurement management, manufacturing, and logistics management and so on. Moreover, establishing the framework model of supply chain management and value chain, to diagnosis and analyze supply chain management problems and pain points of G company, points out the contradiction between demand and supply plan is the biggest cause of chain management.
Secondly, according to the demands and supply plan of G Company to conduct a comprehensive analysis of the existing problems, summed up the six key elements of S&OP: unified plan, cross departmental meetings, data, organizational functions, performance appraisal and management processes, then used the six elements to build a collaborative design model and carried out to optimize and design to meet efficiency, coordination and visualization. In addition, be aimed at the six elements of S&OP, just proposed the implementation road map and suggestions to ensure the smoothly implementation and landing of S&OP.
Finally, analyzed the two simulation results of S&OP to compare and prpose the improvement of the business process. According to the results of optimization contrast, the optimization of S&OP will significantly improve the following key performance indicators: sales order fulfillment rate, package material packing rate, production plan completion rate and demand plan accuracy. And ultimately bring about the improvement of business operation and financial efficiency: shorten customer delivery time, improve inventory turnover times, reduce inventory level and improve customer service level.

Key words: Demand and supply plan; S&OP; Unified plan; Inter-departmental meeting; Management processes.

目录
摘要    I
ABSTRACT    III
第1章 绪论    1
1.1 研究背景及意义    1
1.1.1 研究背景    1
1.1.2 研究意义    2
1.2 研究思路及方法    2
1.2.1 研究思路    2
1.2.2 研究方法    3
1.3 研究内容    4
1.4 预期创新点    5
第2章 相关理论及文献综述    6
2.1 供应链管理    6
2.1.1 供应链概念    6
2.1.2 供应链管理与发展    7
2.2 供应链计划管理    8
2.3.1 供应链计划概念    8
2.3.2 供应链计划管理与发展    9
2.3 产销协同（S&OP）    12
2.3.1 S&OP的定义    12
2.3.2 S&OP的作用    12
2.3.3 S&OP的因素    14
2.3.4 S&OP的流程    15
2.4 国内外研究现状    18
2.5 本章小结    21
第3章 G公司产销协同（S&OP）现状及问题分析    22
3.1 白酒行业现状分析    22
3.1.1 白酒行业特点和现状    22
3.1.2 白酒行业发展情况    23
3.1.3 白酒行业现存问题    24
3.2 G公司现状分析    25
3.2.1 G公司简介    25
3.2.2 G公司供应链现状    26
3.2.3 G公司供应链产销协同现状和问题    28
3.3 本章小结    31
第4章 G公司产销协同（S&OP）优化方案设计    32
4.1 S&OP优化设计原则    32
4.2 S&OP统一计划优化设计    33
4.3 S&OP产销协调会议优化设计    34
4.4 S&OP数据优化设计    36
4.5 S&OP组织职能优化设计    37
4.6 S&OP关键绩效指标（KPI）优化设计    37
4.7 S&OP管理流程优化设计    39
4.8 本章小结    49
第5章 G公司产销协同（S&OP）优化方案实施    50
5.1 S&OP优化方案实施路线图    50
5.2 S&OP优化方案实施建议    52
5.3 S&OP预期优化成果前后对比分析    54
5.4 本章小结    55
第6章 结论与展望    56
6.1 研究成果    56
6.2 研究展望    56
参考文献    58
致谢    60

 
CONTENTS
Abstract    I
English Abstract    III
Chapter 1 Introduction    1
1.1 Research Background and Significance    1
1.1.1 Background Information    1
1.1.2 Research Significance    2
1.2 Research Thought and Method    2
1.2.1 Research Thought    2
1.2.2 Research Method    3
1.3 Research Contents    4
1.4 Research Innovation    5
Chanpter 2 Relevance Theory and Literature Review    6
2.1 Supply Chain Management    6
2.1.1 Supply Chain Concepts    6
2.1.2 The Development of Supply Chain    7
2.2 Supply Chain Planning Management    8
2.3.1 Concepts of Supply Chain Planning    8
2.3.2 The Development of Supply Chain Planning    9
2.3 Sales and Operations Planning（S&OP）    12
2.3.1 The Definition of S&OP    12
2.3.2 The Significant of S&OP    12
2.3.3 The Factors of S&OP    14
2.3.4 The Processes of S&OP    15
2.4 Research Status in China and Abroad    18
2.5 Summary    21
Chapter 3 Current Situation Analysis and Exiting Problems of G Chinese Liquor Manufacturing Enterprise    22
3.1 Current Situation Analysis of Chinese Liquor Industry    22
3.1.1 Characteristics of Chinese Liquor Industry    22
3.1.2 The Developmentof Chinese Liquor Industry    23
3.1.3 The Existing Problemsof Chinese Liquor Industry    24
3.2 Current Situation Analysis of G Company    25
3.2.1 Introduction of G Company    25
3.2.2 Supply Chain Current Situation of G Company    26
3.2.3 Current Situation and Existing S&OP Problems of G Company    28
3.3 Summary    31
Chapter 4 S&OP Optimization and Solution Design of G Company    32
4.1 S&OP Optimization and Design Prinsiple    32
4.2 S&OP Unified Plan Design    33
4.3 S&OP Meetnig Design    34
4.4 S&OP Data Design    36
4.5 S&OP Organization Design    37
4.6 S&OP KPI Design    37
4.7 S&OP Process Design    39
4.8 Summary    49
Chapter 5 S&OP Optimization Result of G Company    50
5.1 S&OP Contrast Analysis of Optimization Results    50
5.2 S&OP Optimization and Implementation Roadmap    52
5.3 Contrast Analysis of the Simulation Results    54
5.4 Summary    55
Chapter 6 Conclustion and Future Work    56
6.1 Conclusion    56
6.2 Future Work    56
References    58
Acknowledgement    60