近年来，由于外部环境不确定性增加，光伏行业发生巨大变化，竞争程度 加剧。为了适应快速变化的市场环境，保持竞争优势，光伏企业需要持续关 注 关键绩效指标的变化，提高检讨和调整公司竞争战略的频率，才能保证公司竞 争战略适应新的竞争环境。供应链作为公司价值链的重要组成部分，是实现竞 争战略目标的有力 保障。供应链管理如何快速适应公司竞争战略的调整，如何 按竞争战略规划实施供应链管理，是很多行业内管理者关心的问题。 成功的供应链管理离不开供应链战略的正确规划 和供应链各管理环节的合 理组织。供应链战略决定了供应链如何在效率和响应性上来满足公司竞争战略 要求，这也是供应链战略与公司竞争战略一致性的来源。供应链各管理环 节可 用设施、库存、运输、信息、采购和定价这六个驱动因素来归纳，这六个因素 组成了供应链结构，供应链结构内各因素按供应链战略进行配置。【19】有了符 合公司竞争战 略的供应链战略，并按供应链战略规划进行供应链结构配置和供 应链运作，才有可能提升供应链绩效，实现公司竞争战略目标。供应链管理对 于公司成败至关重要，依靠供应链 取得竞争优势的公司比比皆是，如戴尔公 司、7—11、宜家等。 成功的供应链管理同样需要人员组织、信息系统和管理方法的支持保障。 首先任何活动都离不开人的参与，所以 人员组织架构、职责分配和对应的绩效 考核决定着业务质量。而先进的信息系统和管理方法能提高系统运行速度和流 程效率，能用更低的成本实现更高水平的响应。精益管理是 一种先进的管理思 想和管理方法，它最早从生产领域发展起来。精益管理以及它的一系列工具不 仅在生产领域有广泛的使用，在供应链管理领域也有其运用的价值。将精益管 理 与供应链日常管理工作结合，会帮助供应链持续改善，提升管理效率，从而 提高供应链绩效。 本文结合J公司的实际运营状况，根据供应链管理过程的设计、计划和运 作三个阶 段，运用战略匹配、供应链决策框架、精益管理等方法和工具，进行 问题诊断、方案设计和评估，从而实现公司战略与供应链战略的匹配，供应链 战略与供应链结构的匹配，以 此达成全面化的供应链转型。这个过程提供了一 种框架，即将供应链管理过程和方案设计过程结合起来，对供应链管理进行全 II 面的规划。这种结构化方法可让公司的供应链管 理工作适应快速变化的外部环 境，帮助构建公司的竞争优势。 面对政策调整、全球化布局、环境变化、技术变革等不确定因素带来的风 险，光伏企业需要运用先进的管理思想和 方法论，积极整合上下游企业，快速 构建适合企业实际情况的供应链管理体系，以此打造企业核心竞争力，提升抵 御风险的能力。作为中国制造业的组成部分，光伏企业有需要 也有义务在实践 中提升供应链管理水平，为实现中国制造强国梦贡献自己的一份力量。 关键词：战略匹配 供应链战略 供应链结构 供应链转型 III Abstract As the uncertainty of external circumstance rose sharply, many dramatic changes happened in photovoltaic industry over the years, competitions between corporations intensified. Paying more attention to key performance indicator and reviewing the competitive strategy more frequently is necessary for photovoltaic corporations . In this way Corporations could ensure their own competitive strategy to fit the new competitive environment and retain their competitive advantage. As an important part of corporation value chain, supply chain can play a significant role and provide very important contribution to the competitive strategy goal. How supply chain management adapt to the changes of company competitive strategy rapidly, how supply chain operation follow the company competitive strategy’s planning, these problems became hot topics that many managers and executives concern in this industry. The success of supply chain management depends on the proper design of supply chain strategy and the rational organization of supply chain management process. Supply chain strategies decide the way in which supply chain meet the requirement of company competitive strategy, which is the source of strategy consistency between supply chain level and company level. We sum supply chain process up in six driving factors: facility, inventory, transportation, information, procurement and pricing. These factors constitute the supply chain structure, and the configuration of these factors in the supply chain structure follows the supply chain strategy. [19] With supply chain strategy that accords with the competitive strategy, with supply chain management that follows the supply chain strategy planning, supply chain could promote its performance and help to achieve the competitive strategy target of company. Supply chain management is crucial to the success of companies. There are many corporations that depend on supply chain’s success to gain competitive advantage, for instance, DELL, Seven-eleven, IKEA etc. The success of supply chain management depends on organization structure, information systems and management methods as well. Every activity can not develop without participation of people, so these businesses about people, such as organization IV structure, responsibility assignment and performance valuation, can decide the quality of work. Advanced information systems can promote speed of system, and better management methods can improve process efficiency. Information systems and management methods make it possible for supply chain to realize faster response with lower cost. Lean management is an advanced management theory and management method, it originates from manufacture fields. Lean management and its tools are not only widely used in manufacture fields, but also useful in supply chain management. Combined lean management with supply chain operation, it will help supply chain to achieve continuous improvement, higher management efficiency and better supply chain performance. Combined with the actual situation of J company, we diagnose problems, design transformation solution and appraisal system in three phases of supply chain management process: designing, planning and operation. In this process, we use some methods and tools, such as strategy matching, supply chain decision framework and lean management, to diagnose and design. In this solution, supply chain strategy matches company strategy, supply chain structure matches supply chain strategy. Supply chain can achieve comprehensive transformation in this way. The design method provides a framework, which combines supply chain management process with solution design process. This structural approach can help supply chain management to adapt external circumstances rapidly and help company to form its competitive advantage. Faced with kinds of risks which are brought by policy regulation, globalization, environmental change and technical revolution, photovoltaic corporations need to adopt advanced theory and approach to integrate suppliers and customers and build supply chain management system suitable for enterprise. That could help corporations to strengthen the capacity to resist risks. As a part of Chinese manufacturing, photovoltaic enterprises are obliged to upgrade the supply chain management level and make contribute to the dream of Chinese manufacturing power. Key Words: Strategy matching Supply chain strategy Supply chain structure Supply chain transformation V 目 录 第一章 绪论 ....................................................... 1 第一节 选题背景 ................................................... 1 第二节 理论概述和研究现状 ......................................... 4 第三节 研究目的和意义 ............................................. 6 第四节 研究思路和主要内容 ......................................... 8 第二章 J公司概况 ................................................. 10 第一节 J公司基本情况 ............................................ 10 第二节 J公司管理模式及运营状况 .................................. 11 第三节 J公司供应链介绍 .......................................... 14 第三章 J公司供应链主要问题及原因分析 ............................. 19 第一节 设计和计划阶段问题诊断过程和结论 .......................... 19 第二节 运作阶段问题诊断过程和结论 ................................ 29 第三节 问题总结与改善方向确定 .................................... 36 第四章 供应链转型方案的设计 ...................................... 43 第一节 供应链设计、计划阶段的转型方案 ........................