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一家年销售收入在1亿元人民币左右的小规模公司,有员工18 0人左右,业务范围包括工业制冷产品的研发、制造、销售及工程服务。公司主打产品有三大系列,但每年生产的产品型号近200个,存在批次多,型号杂等问题,并且90%零部件系外协或者外购,三大系列产品之间的零部件往往不能通用。由于采购批次多、数量少,且很多零部件需要定制,给企业的供应链管理带来很大困难。企业虽然已经导入了ER P系统,但是日常物料管理效率和准确度仍有待提高。本文阐述企业结合自身特点,在供应链管理中引入条形码管理,以提升工作效率的实践。
A small-scale company with an annual sales income of about 100 million yuan, employs about 180 people and its business scope covers the research and development, manufacturing, sales and engineering services of industrial refrigeration products. The company’s flagship product has three major series, but the annual production of nearly 200 product models, the existence of more batches, model miscellaneous and other issues, and 90% of the parts outsourcing or outsourcing, parts between the three series often can not Universal. Due to the large number of procurement, a small number, and many parts need to be customized, to the enterprise supply chain management has brought great difficulties. Although enterprises have already imported the ER P system, the efficiency and accuracy of daily materials management needs to be improved. This article elaborates the practice of introducing the barcode management into the supply chain management in order to enhance the working efficiency.