摘要
戴尔公司是全球500强企业,创立之初就以打破传统销售的“直销模式”获
得了巨大的成功,而卓越高效的供应链管理是戴尔执行按单生产BTO(Build to
Order)并实行直销的有力保障。在戴尔整个供应链管理中,供应商库存管理
(Vendor Managed Inventory,即VMI)即是其成功的关键,它使戴尔的零部件库
存水平降到了 10天以内,大大低于同业竞争者,有效地降低了公司的运营成本
以及单位产品成本。为了应对日益变化的市场环境,原有VMI模式也需要进行
不断优化和创新。通常大家认为实行VMI低库存战略面临最大的挑战是缺料风
险,而没有注意减少供应链库存成本同样是重要任务,因为VMI HUB中呆滞的
物料只要是供应商为企业需求所备的也是该企业的库存成本。本文将以全球釆购
的视角着重针对VMI库存呆滞方面的问题进行讨论,对戴尔VMI管理的流程,
以及相关的需求预测、釆购管理、工程变更等等进行深入分析,建议通过企业内
部信息集成来提高需求预测的准确性,分享产品生命周期以及工程变更信息,简
化产品线,开发可切换物料拉货系统等等来减少戴尔的VMI库存的呆滞物料,
为公司减少库存成本,提高资金利用率,增加现金流做出一些贡献。
关键词:VMI;供应链;牛鞭效应
Abstract
DELL is one of the top 500 global companies, it achieved great success by
“Direct Model” since it was founded in 1984, the excellent supply chain management
is the foundation for the BTO (Build to Order) direct model. VMI is the key factor in
the whole supply chain management, which helps DELL to reduce raw materials
stock by 10days but its competitors have higher inventory, which help DELL to
reduce operation & product cost dramatically. To adapt to the changes of market,
previous VMI model must be more creative and improved. In General, most of people
consider the shortage risk is the biggest challenge for VMI due to its lowest stock
level,but in fact, reducing stock is still very important for supply chain, as even there
is low inventory in DELL factory, but if the HUB inventory is prepared by DELL's
instruction, they are also DELL's liability and cost The paper will deep dive the VMI
management process, MRP,procurement management and engineer change and so
on by the view of global buyer, and suggest to integrated data for the cross functions,
improve MRP accuracy, share product life cycle and engineer change information,
simplify products, set up interchangeable part pulling system and so on to reduce VMI
aging inventory. By this way, DELL will have lower inventory cost,efficient capital
management and higher cash flow.
Keywords: VMI; Supply Chain; Bullwhip Effect