Analysis of supply chain management in production enterprises

Analysis of supply chain management in production enterprises

Supply chain is a logistics network composed of suppliers, manufacturers, warehouses, distribution centers and distributors. The following is the analysis of supply chain management of production enterprises that I compiled for you. Welcome to read and browse.

Development and characteristics of supply chain management in production enterprises

(A) the concept of supply chain management

Supply chain is a logistics network composed of suppliers, manufacturers, warehouses, distribution centers and distributors. Around the core enterprises, through the control of information flow, logistics and capital flow, we purchase raw materials, make intermediate products and final products, and finally deliver the products to consumers through the sales network, connecting suppliers, manufacturers, distributors, retailers and end users into a whole network chain.

Supply chain management is to coordinate internal and external resources of enterprises to meet the needs of consumers. When we regard all enterprises in the supply chain as a virtual enterprise alliance and any enterprise in this virtual enterprise alliance as a department, the internal management of the alliance is supply chain management.

(B) the development status of the supply chain

After entering the 2 1 century, supply chain management is an effective way for enterprises to adapt to global competition, and it is an inevitable trend for enterprises to implement efficient and high-quality supply chain management. Although most of China's production enterprises only stay in the propaganda of the concept of supply chain, more and more enterprises have begun to use and manage the supply chain. As early as 200 1, Fortune magazine listed supply chain management as one of the four most important strategic resources in this century.

At the beginning of this century, large enterprises such as Huawei and Lenovo put forward the concept of supply chain management. After 10 years of development and exploration, the concept of supply chain management is gradually popularized in production enterprises, and more and more enterprises begin to attach importance to supply chain management, introduce supply chain management consulting, build a supply chain system, and enhance their core competitiveness.

(C) the characteristics of supply chain management

(1) Take all node enterprises as a whole and realize the strategic management of the whole process.

Supply chain management runs through the whole process of supply chain by managing logistics, information flow, capital flow, business flow and value flow. It covers the whole logistics from the procurement and supply of raw materials and spare parts, product manufacturing, transportation and warehousing to sales. It requires enterprises at all nodes to share information, take risks and save profits, so as to truly realize the overall effective management.

(2) Supply chain management is an integrated management mode.

The key of supply chain management is to adopt integrated ideas and methods. It is an integrated management model with all elements and the whole process from suppliers, manufacturers, distributors, retailers to final customers. It is a new management strategy, which improves the efficiency of the whole supply chain by integrating different enterprises, and pays attention to the cooperation between enterprises to achieve overall optimization.

(3) Supply chain management puts forward a brand-new concept of inventory.

The traditional inventory thought holds that inventory is a necessary measure to maintain production and sales and a necessary cost. Therefore, supply chain management enables enterprises and their upstream and downstream enterprises to realize inventory transfer in different market environments and reduce the inventory cost of enterprises. This also requires each enterprise member in the supply chain to establish a strategic cooperative relationship and reduce the total inventory cost through rapid response.

(4) Taking the end customer as the center is the management direction of supply chain management.

No matter how many enterprises constitute the nodes of the supply chain, the formation of the supply chain is oriented to the needs of customers and final consumers. It is precisely because of the needs of customers and end consumers that the supply chain exists. Moreover, only by meeting the needs of customers and final consumers can the supply chain develop further.

Supply chain links of production enterprises and their risks

The supply chain links of production enterprises include: product development, procurement, transportation, warehousing and production, including quality management. The risk of supply chain is mainly reflected in the breakage of supply chain caused by accidents that may occur in many links, and its harm is enormous.

(a) supplier capacity risk

To develop suppliers, it is necessary to establish a comprehensive supplier comprehensive evaluation index system to make a comprehensive, specific and objective evaluation of suppliers. If any of these indicators is evaluated incorrectly, it may bring unpredictable risks to the enterprise.

The supplier's capability risk mainly refers to the delivery risk of raw materials and parts of suppliers, and the supplier's delivery capability represents the enterprise's capability and delivery punctuality.

(1) Whether suppliers can meet the current production needs of enterprises and have the ability to expand reproduction. If suppliers cannot meet the needs of production enterprises or have the ability to expand reproduction, with the growth of production enterprises, suppliers will be in short supply, which will bring unpredictable risks to the production and development of enterprises.

(2) Whether the supplier can deliver the goods on time is also a risk that cannot be ignored. In the face of bad weather and natural disasters, the transportation and on-time delivery ability of suppliers is an unavoidable problem for production enterprises.

(B) the risk of ordering system

Order management system is an indispensable part of logistics management chain. Through the management and distribution of orders, warehousing management and transportation management are organically combined. Information-based order management has brought great convenience and efficiency to people, but there are also some hidden dangers, mainly in the following aspects:

(1) Information system failures, mainly manifested as network viruses and system failures.

(2) Insufficient market forecast and unbalanced inventory of multi-model products will lead to insufficient orders.

(3) risks in transportation links

Risks in transportation mainly exist in accidents, abnormal weather and natural disasters.

(1) Accidents, traffic jams, vehicle collisions, fires, etc. Or material loss or failure to arrive on time due to material damage and corrosion.

(2) Natural disasters, such as fog, rainstorm, ice and snow, fire, earthquake, typhoon, tsunami, flood, etc. , resulting in material loss or failure to arrive on time.

(4) Risks in storage and production.

Fire, natural disasters, shortage of raw materials, labor costs and equipment failures are the main risks in storage and production.

(1) Fire and natural disasters, earthquakes, typhoons, rainstorms, floods, etc. It has a great influence on the safety of warehouse management. Once the damage is light, it will cause material damage, and the serious one will cause shutdown.

(2) The principle of inventory management is to reduce inventory as much as possible, with the purpose of reducing the occupation of capital space, saving costs, and at the same time reducing the inventory risk loss caused by high inventory such as overdue and deterioration. Low inventory is also very risky. Low inventory is easy to cause the risk of shortage. The interruption of the supply of raw materials and spare parts will cause enterprises to stop working for materials, fail to complete production tasks on schedule, or delay the supply to customers, resulting in huge economic losses.

(5) Manufacturing quality risk

Manufacturing quality risks include supplier's raw materials and parts quality risks, transportation and storage process quality risks and manufacturing quality risks.

(1) The supplier's production technology level is the prerequisite for determining the quality of raw materials and parts. In the actual production process, the main factors that determine the product quality are: quality management system, technical level, managers' subjective decision-making, personal quality, employees' quality awareness and operational level.

(2) The quality risks during transportation and storage mainly include collision, pollution, deterioration and rust.

(3) The two most obvious factors of manufacturing quality risk are labor cost, that is, the labor cost caused by the aging of tooling and the limitation of the technical level of operators in the production and processing process. There is also a kind of equipment failure or abnormal parameters, which leads to production line shutdown or batch processing of waste products.

Thoughts on preventing supply chain risks in production enterprises

Supply chain is a huge chain system, involving thousands of information and processes, and any link failure will produce risks. In order to avoid risks, people must establish a set of processes and plans that can avoid or reduce risks. Here are some ideas to prevent the above supply chain risks:

(A) supplier capacity risk analysis and countermeasures

What are the basic principles of supplier development? Q.C.D.S？ Principle, that is, the principle of paying equal attention to quality, cost, delivery and service, in which the delivery ability represents the productivity and punctuality of the enterprise.

Through the supplier capability evaluation form, the supplier's? Delivery? Comprehensive evaluation of the ability to determine whether it can meet the current production needs of enterprises and whether it has the ability to expand reproduction. A better way to deal with the supplier's capacity risk is not to put eggs in one basket, but to take high-risk raw materials and parts? Two points for one product? Or? A little more? This method can effectively reduce risks, reduce potential economic losses, and improve the right to speak and competitiveness of enterprises. 20 1 1 The earthquake triggered a tsunami, and many automobile and electronic parts manufacturers in the affected areas stopped production. Japanese auto companies have been hit hard, while American and German auto companies with strong development and coping ability (they also use Japanese parts) have been hit much less.

(2) Analysis of abnormal risk of orders and countermeasures

The risk of ordering system is mainly due to the failure of information system, insufficient market forecast and unbalanced inventory of multi-model products, which leads to insufficient orders.

At present, the better way to deal with information system problems is the network firewall and the regular backup of information data, especially the regular backup of data, which can quickly recover data when the system is attacked and fails. This is a preventive measure taken by many major enterprises at present.

The containment method of multi-model product order imbalance is mainly to establish a regular review and verification process, find and master data anomalies and adjust orders in time.

(3) Risk analysis and countermeasures of transportation links

A better way to deal with the risks existing in transportation links such as traffic congestion, accidents, abnormal weather and natural disasters is to establish a scientific and efficient emergency plan, develop multiple transportation routes, and develop simultaneously by sea, road and air.

Establish an early warning mechanism for disaster weather, increase inventory before disasters may occur, and ensure normal production.

(D) warehousing and production risk analysis and countermeasures

(1) Fire is very harmful to warehouse management. Establishing scientific and standardized fire safety management is an effective way to prevent fires, and warehouse fire insurance can minimize fire losses.

The risk of inventory management exists objectively. It is necessary to reduce the site capital cost brought by high inventory, ensure the effective storage capacity of production, and minimize the risk of inventory management. How to make them reach a reasonable and balanced state? The basic idea of controlling the risk of inventory management is: on the basis of strengthening the daily management of inventory, using ABC analysis method, the inventory is divided into three categories: important inventory, general inventory and unimportant inventory, and then the important inventory is managed and controlled by economic order quantity model.

(V) Quality Risk Analysis and Countermeasures

Whether it is the quality risk of suppliers' raw materials and parts or the production quality risk of core enterprises, it will have a great impact on enterprises. Establish a quality risk management process to identify, evaluate and control quality risks, which can be used for anticipation and traceability. The quality risk management process includes the following four aspects:

(1) risk identification, which includes two links: one is to perceive risks, that is, to know the possible accidents of various risks that exist objectively; The second is to analyze risks, that is, to analyze various factors that lead to risk accidents.

(2) Risk measurement refers to risk analysis and risk assessment based on risk identification.

(3) Risk control, analyzing whether the risk is under control. The four basic methods of risk control are: risk avoidance, loss control, risk transfer and risk retention.

(4) After the risk control analysis, an important task is to review and evaluate the risk control. Observe whether the system exceeds the state of risk measurement at that time, and whether it is necessary to reduce risks through technical improvement or other measures.

(VI) Risk Early Warning-Five-level Early Warning Process

There are a series of risks in supplier's capacity, transportation, distribution and inventory management, so production enterprises need to have early warning mechanism and corresponding plans. The following is the risk early warning-five-level alarm process, which is used for this process analysis.

(1) Level 1 alarm productivity alarm

① The supplier evaluates the production plan of the core enterprise. Suppliers can't meet the production plan of core enterprises because of their production capacity. There are two situations: a, the supplier must evaluate the latest production plan released by the enterprise, and if it cannot meet the production capacity, it needs to report to the core enterprise within a period of time (such as two working days) from the date of release; B. When the short-term or long-term production capacity caused by various uncertain factors is insufficient to meet the current production plan issued by the enterprise, the supplier must give an alarm to the enterprise according to the agreed time (such as four weeks).

② The supplier issues an alarm. A. When the supplier finds that the production capacity cannot meet the current production plan of the enterprise, it must give an alarm to the logistics department of the production enterprise by telephone or in writing within the specified time; B the supplier shall inform the production enterprise of the latest trends of hot materials and capacity issues every day.

(3) the production enterprise processes the alarm information, a, registers the alarm information; B, track the alarm position or capacity problem until the alarm is lifted; C, report the latest developments to the superior; D. If there are substitute products for alarm components, coordinate procurement with suppliers as needed to make up the gap; E. If the supplier can't solve the capacity problem for a long time, relevant departments need to push the enterprise to solve the problem.

(2) secondary alarm transmission alarm

① The supplier evaluates the delivery status. When the supplier fails to meet the delivery time and quantity required by the production enterprise due to short-term production plan or unexpected events (such as supplier's production equipment failure, second-tier supplier's delivery delay, etc.). ), the expected completion of the delivery node should be fully evaluated.

② The supplier issues an alarm. The supplier shall give an alarm to the production enterprise within the specified time (such as two working days) before delivery, and speed up its own production and resume supply.

③ Emergency treatment. The production enterprise receives the alarm information and evaluates whether the emergency transportation can meet the production demand. If possible, the supplier arranges emergency transportation. If not, it will consider replacing parts or changing production plans.

(3) Three-level alarm carrier alarm.

When the carrier calls the police, it must meet one of the following two conditions: a, when the carrier picks up the goods from the supplier, it finds the delivery difference; B the carrier can foresee that it cannot deliver the goods within the specified window time. When the above situation occurs, the carrier needs to give an alarm to the material planner of the production enterprise at the first time.

After receiving the alarm message, the planner will check the inventory and the quantity in transit, confirm the shortage of the short materials, and confirm the handling method of the materials according to the shortage:

① Assess the inventory and the quantity in transit, determine the delayed delivery time, and ask the supplier to make up within this time.

(2) If the delayed delivery cannot meet the delayed delivery time, emergency transportation, such as air transportation, can be considered.

(3) If the production still cannot be met, consider replacing parts or changing the production plan.

(4) Four-level alarm warehouse alarm

Warehouse alarm must meet one of the following three conditions: a, the warehouse does not receive the goods within the receiving window time; B, the warehouse inventory is lower than the set minimum inventory standard; C. Parts stored in the warehouse have batch quality problems such as rust, bump or moisture.

Alarm problem handling:

① Determine the shortage of materials;

(2) Confirm the goods in transit of the carrier or supplier;

③ Evaluate the arrival risk, and close the problem if it meets the production requirements. If normal production cannot be guaranteed, consider emergency transportation; If it still can't meet the requirements, consider replacing parts or changing production plans.

(5) Five-level alarm field alarm

When the production site cannot pull materials from the warehouse or the materials on site are below the minimum storage standard, the site needs to give an alarm to the material planner.

Alarm problem handling:

(1) Evaluate the on-site inventory to maintain the production duration;

(2) Verify the status and estimated arrival time of materials in transit.

③ Judge whether it is necessary to take emergency pull. If the production requirements can be met, the problem will be closed. If it can't be met, it is necessary to replace the parts or change the production plan.

conclusion

Most modern production enterprises adopt the integrated management mode of supply chain to achieve mutual benefit and win-win results. However, the huge information flow, logistics, capital flow, natural environment, human factors and social environment make the supply chain have many uncertainties and bring many risks to the normal operation of the supply chain.

If enterprises can plan ahead, assess risks as early as possible and make plans, it will bring great benefits to prevent risks and reduce losses.

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