美的空调T+3供应链模式再优化研究(硕士)

美的空调T+3供应链模式再优化研究(硕士)(论文52000字) [来源：http://www.doc163.com]
摘  要
有人预测，随着供应链管理的发展，在未来的生产和流通中，将看不到企业，而只看到供应链。
当前社会，生产力获得了极大发展，科学技术突飞猛进，尤其以信息技术巨大进步，市场已由卖方市场转为买方市场，消费者的认同和满意是企业赖以生存的根基。为了在市场竞争中获取有利的市场地位，企业在内部制造技术和内部管理制度方面，做了很多努力且也已经把生产效率提高到了很高的水平。例如：精益制造、精细化生产、制造资源计划（MRPII）、准时生产制（JIT）、企业资源计划（ERP）等。这些先进的生产方式和管理方法使企业内部的资源得到了最优的应用。但在供求关系转为买方市场下，消费者需求的不确定性和个性化日益增加，随着市场竞争的加剧，经济全球化的加速，这些变化对企业的竞争力提出了更高的要求，就是只从自身内部的资源优化还不够。供应链管理给企业提供了一个崭新的思路，通过对全供应链的零售商、分销商、制造商、供应商之间的物流、信息流、资金流进行计划、协调和控制，构建起全供应链企业之间的协作。使得企业在最短的时间里寻找到最好的合作伙伴，用最低的成本和最快的速度，以及最优的质量来获得市场认可，进而获得更大的竞争优势。
落脚到我国的家电行业，当前国内白色家电行业也已经进入到存量市场阶段，经过90年代家电业的兴起、21世纪初的国产家电品牌的崛起、到2008-2012年的国家“家电下乡”政策刺激，中国的家电行业已经成为国内竞争最为充分的行业，竞争发展中也普及提升了我国的人均家电拥有率。从空调行业来看，也经历了从兴起到洗牌，再到蓬勃发展的历史过程。当前国内空调行业已经形成自2010年以来稳定的双寡头竞争格局，格力空调占空调市场份额的31%，美的占27%，美的格力合计拥有国内60%左右的空调市场份额，这一双寡头格局近7年以来基本稳定。双方营销模式相同，运营管理模式相似，产品品质和创新各有千秋，因而双方市场地位一直都难有突破。然而竞争是不会停止的，美的集团已经以多元化经营赶超格力，但唯独单空调业态方面落后格力，于是在基本经营模式一致的情况下，如何实现赶超，美的空调16年开始就在供应链模式上做起了文章。

[来源：http://Doc163.com]

本文以美的空调为例，研究了在传统空调供应链模式之下，传统供应链的弊端不断暴露了出来，牛鞭效应对空调营销造成的高投入、高成本、高库存，生产效率低等问题。如何通过加强对空调生产、运输、政策设计等环节的管理，促进和实施CPFR在全供应链实现，减轻和控制牛鞭效应，实现供应链再造，最终降低空调的库存量，提升空调的个性化营销，从而有效地增强空调的营销效果，实现行业的份额夺取。正是在这样的前提之下，本文运用文献分析法、案例分析法、个案访谈法，以美的空调为例，对其“T+3”供应链模式再优化展开了全面的研究。通过本文的研究，主要得出了以下几个方面的结论：
（1）从STP理论的角度来看，空调业务是美的集团的一项核心业务，虽然自2012年以后，空调业务在美的集团营业总收入中的比重有所降低，但空调业务目前仍然占据着核心位置，2016年空调业务营业收入比重占整个美的集团营业收入的41.99%。因此，空调市场仍然是美的集团必须高度注重的市场。
（2）美的空调实施“T+3”供应链营销模式，有六个方面的动因：一是传统营销模式已失效；二是顺应供给侧改革的要求；三是“互联网+”的要求；四是智能制造的推动；五是智能物流体系的支撑；六是市场地位突破的选择。 [资料来源：https://www.doc163.com]
（3）目前美的空调实施“T+3”供应链模式取得了一定的成绩，主要体现在六个方面，即库存降低；仓储成本降低；SKU下降；盈利水平提升；渠道效能提升，轻资产化运作；消费者受益。
（4）美的空调在实施“T+3”供应链模式过程中，面临着一些新问题，主要包括经销商营销思维转变困难、全价值链磨合导致的组织管理困境、订单多样化与生产线弹性的矛盾、气候因素引发的供需矛盾、分销管理与总部管理之间存在矛盾。
（5）从4P理论的角度来看，美的空调“T+3”供应链模式的再优化应注重转变经销商营销思维，提升经销商参与“T+3”的积极性；从减弱和控制牛鞭效应的负面影响来看，需要引进自动化生产线，原材料渠道多元化，并做好科学预测，化解季候因素引发的产品供需矛盾；从供应链再造理论分析来看，美的空调“T+3”供应链模式再优化应变革组织管理模式，以客户为中心，培养新型供应链渠道体系，为客户提供个性化的营销服务。

关键词：美的空调；T+3；供应链模式；再优化
 

Abstract
It is predicted that with the development of the supply chain management, enterprises will disappear, leaving supply chain only in the future production and circulation. [资料来源：Doc163.com]
In current society, due to the great development of productivity and rapid progress of scientific technology, particularly the huge advancement of information technology, market has turned from seller’s market into buyer’s market; that is to say, consumers’ recognition and satisfaction are the foundation for enterprises’ survival. In order to acquire advantageous market position in the competition, enterprises have made lots of efforts in internal manufacturing technology and management system with enhancing production efficiency to a high level. E.g. lean manufacturing, refined production, manufacturing resource planning (MRPII), just-in-time (JIT), enterprise resource planning (ERP), etc.
These advanced production modes and management methods enabled enterprises’ internal resources to achieve optimal application. However, since the supply-demand relationship has been turned into buyer’s market, and considering the daily increasing uncertainty and personalization of consumers’ demands, the intensification of market competition and acceleration of economic globalization, they proposed higher requirement for corporate competitiveness, but it is insufficient to merely optimize enterprises’ internal resources. Supply chain management provided enterprises with a brand new idea because complete supply chain cooperation among enterprises is established through the planning, coordination and control of logistics, information flow as well as capital flow among retailers, distributors, manufacturers and suppliers. In this way, enterprises can find the best partners within shortest time and obtain market recognition with lowest costs, fastest speed and superior quality, so as to gain larger competitive advantage. [版权所有：http://DOC163.com]
From the perspective of Chinese household appliance industry, the domestic industry of white household appliances has stepped into the stage of stock market. As the rise of household appliance industry in the 1990s, upsurge of domestic household appliance brands at the beginning of the 21st century, and stimulation of national “household appliance going to rural” policy during 2008-2012, China’s household appliance industry has become the industry with most adequate competition. Meanwhile, the competition and development also generalized and promoted the per capita household appliance possess rate in China. On the other hand, air conditioner industry also experienced the process from rise and shuffling to prosperity. At present, the stable double oligarchs situation has formed in China’s domestic air conditioner industry since 2010, where Gree air conditioner occupies 31% of market share, Midea accounts for 27%, and Gree and Midea jointly possess about 60% of market share. Such a double oligarchs situation has been stable over the recent 7 years. Due to their same marketing mode, similar operation management model, respectively unique product quality as well as innovation, it is quite difficult to break through their market status. Nevertheless, competition will never stop, so Midea Group has surpassed Gree by virtue of diversified operations, except for the air conditioner section. For this reason, based on the same operating mode, Midea air conditioner has focused on the supply chain model since 2016 so as to catch up with and surpass Gree. [资料来源：http://www.doc163.com]
Taking air conditioner industry as an example, this paper researches the disadvantages of traditional supply and the problems chain faced by air conditioning marketing due to bullwhip effect, including high investment, high cost, overstock and low production efficiency. Therefore, how to promote and implement CPFR complete supply chain, alleviate and control bullwhip effect, realize supply chain reconstruction, lower overstock of air conditioner and enhance personalized marketing of air conditioner via strengthening the management of air conditioner production, transportation and policy design, so as to effectively reinforce the marketing effect of air conditioner and seize market share are very necessary. Under the circumstance, this paper employs document analysis method, case analysis method, case interview method, carries out a comprehensive study on the re-optimization of its "T+3" supply chain mode by taking Midea as an example. Through the research of this paper, the following conclusions are mainly drawn:
(1) In the viewpoint of STP theory, air conditioner business is a core business of Midea group. Although the proportion of air-conditioning business in the total operating income of Midea has decreased since 2012, the air conditioning business still occupies the core position. In 2016, air conditioning business income accounted for 41.99% of the total operating revenue. Thus, Midea group shall still pay close attention to air conditioning market.
(2) Midea air conditioner applies "T+3" supply chain model for six reasons: first, traditional air conditioning marketing model has lost effectiveness; second, to comply with the requirements of the national supply-side reform; third, to conform to the requirement of “internet+”; four, promotion of intelligent manufacturing; five, support of intelligent logistics system; six, selection of market status breakthrough.
(3) At present, the "T+3" supply chain model of Midea has achieved certain results, mainly shown in six aspects, namely, the inventory reduction; the reduction of warehouse cost; increase of profitability; enhancement of channel efficiency and capitalization operation; beneficiary to consumers. [资料来源：http://doc163.com]
(4) In the process of implementing the “T+3” mode of supply chain, Midea has confronted many new problems mainly including the difficulties for dealer to change the marketing mentalities, the difficulties in organization and management because of fitting in the whole supply chain, the imbalance between the diversified orders and elastic production line, the imbalance between supply and demand because of climate and the imbalance between distribution management and headquarters management.
(5) From the perspective of 4P theory, the re-optimization of Midea’s “T+3” supply chain model shall focus on transforming the marketing concepts of dealers, so as to promote their enthusiasm for participating in “T+3”; according to weakening and controlling the negative influence of bullwhip effect, it is necessary to introduce automatic production line, diversify raw material channel, make scientific prediction properly and solve the imbalance between product supply and demand caused by climate; based on the analysis of supply chain reconstruction theory, Midea’s “T+3” supply chain model shall reform organizational management mode, develop a new customer-centered supply chain channel system, and provide customers with personalized marketing service. [资料来源：http://doc163.com]
Keywords: Midea Air Conditioner; T+3; Supply Chain Mode; Re-optimization
 

目  录
第1章 绪论    1
1.1 研究背景    1
1.2 研究目的和意义    2
1.2.1 研究目的    2
1.2.2 研究意义    2
1.3 研究方法    3
1.4 研究创新    4
1.5 主要研究内容与论文结构设计    4
第2章 文献综述    6
2.1 文献综述    6
2.1.1 关于营销理论的研究    6
2.1.2 STP理论    8
2.1.3 4P理论    9
2.1.4 4C理论    9
2.2 供应链管理的基本理论    10
2.2.1 供应链管理的定义    10
2.2.2 供应链概念：牛鞭效应    11
2.2.3 供应链概念：CPFR    13
2.2.4 供应链概念：供应链再造    14
2.2.5 关于供应链模式的研究    15 [版权所有：http://DOC163.com]
2.3 文献评述    17
第3章 美的空调供应链模式变革背景    18
3.1 美的空调简介    18
3.1.1 美的集团简介    18
3.1.2 美的空调业务概况    20
3.2 空调行业宏观环境PEST分析    21
3.3 空调行业的波特五力竞争环境分析    23
3.4 空调行业品牌竞争格局    25
3.5 本章分析结论    26
第4章 美的空调供应链模式变革—“T+3”模式    27
4.1 传统供应链和营销模式给美的空调带来的困局    27
4.1.1 空调传统的供应链和营销模式介绍    27
4.1.2 传统模式给空调行业带来的利与弊    28
4.1.3 传统模式给美的空调带来的困境    32
4.2 “T+3”供应链模式的提出    34
4.3 美的空调实施“T+3”供应链模式的动因    37
4.3.1 传统模式已失效    38
4.3.2 顺应供给侧改革的要求    41 [资料来源：http://doc163.com]
4.3.3 互联网+的要求    42
4.3.4 智能制造的推动    44
4.3.5 智能物流体系的支撑    45
4.3.6 市场地位突破的选择    46
4.4 美的空调实施“T+3” 供应链模式取得的成绩    48
4.4.1 库存降低    48
4.4.2 仓储成本降低    49
4.4.3 SKU下降    50
4.4.4 盈利水平提升    50
4.4.5 渠道效能提升，轻资产化运作    51
4.4.6 消费者受益    51
第5章 美的空调“T+3”供应链模式再优化    52
5.1 美的空调实施“T+3”供应链模式面临的问题    52
5.1.1 经销商营销思维转变困难    53
5.1.2 全价值链磨合导致的组织管理困境    55
5.1.3 订单多样化与生产线柔性的矛盾    57
5.1.4 气候因素引发的供需矛盾    58
5.1.5 分销管理与总部管理之间存在矛盾    59

[资料来源：http://doc163.com]

5.2 “T+3”模式再优化策略-思维转变    59
5.2.1 转变营销思维，提升经销商参与“T+3”的积极性    60
5.2.2 加强与经销商的沟通与交流    61
5.2.3 加强“T+3”供应链模式激励    61
5.3 “T+3”模式再优化策略-供应链管理优化    62
5.3.1 “T+3”供应链模式管理组织的调整    63
5.3.2 优化CPFR营销流程管理    64
5.3.3 库存联合，物流共享    64
5.4 “T+3”模式再优化策略-产能供给优化    65
5.4.1 引进自动化生产线，提升生产线的灵活度    65
5.4.2 原材料渠道多元化，化解产能危机    65
5.4.3 做好科学预测，化解季候因素引发的供需矛盾    66
5.5 “T+3”模式再优化策略-以客户为中心    67
5.6 “T+3”模式再优化策略-打破经销商垄断建设新渠道    68
第6章 研究结论与展望    70
6.1 研究结论    70
6.2 研究展望    71
参考文献    73
致  谢    75
 
图表索引
图 1 1  论文的研究路线    6
图 2 1  供应链管理概念图    11
图 2 2  供应链中牛鞭效应的形成过程    11
图 2 3  牛鞭效应示意    12
图 4 1  “T+3”供应链模式流程    35


表 3 1  美的集团近五年的主要财务数据    20
表 3 2  美的空调在美的集团营业总收入中的比重状况    21
表 5 1  美的空调消费者空调需求调查表    67

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