制造企业一直是实体经济的主体，关系一个地区或者国家的经济命脉。随着社会经 济体制的完善和信息技术的发展，传统的管理方式也在与时俱进, 新兴的管理方式在现 代化的制造企业运营中越来越扮演重要的角色。精益管理是衍生于丰田生产方式的一种 管理哲学，源自于精益生产。精益生产已经被业界广为接受和实施，也被很多生产厂家 运用于生产管理之中。供应链管理在制造业所占的比重越来越大，尤其是随着社会发展、 科技水平的提升、大数据的运用、互联网+的普及，供应链越来越需要先进理论的参与 并不断优化和改进，精益管理理论的参与可以杜绝供应链中的浪费和不合理，可以增加 企业利润，减少企业成本的浪费和支出，因此精益供应链管理越来越成为行业的指向标 和需要纵深研究的管理课题。 本文通过对F司供应链管理现状的调查和分析，归纳总结出F公司供应链管理中存 在的问题，然后再对所存在的问题进行原因分析并对F公司供应链进行重组。F公司的 问题可以归纳为四类：一是F公司供应链外部运营管理过程中信息传递时效性无法保 证；二是公司供应链内部运营管理过程中目标统一性管理无法达成；三是F公司现行供 应链运营管理过程中精益管理无法实现；四是F公司传统物流模式与智能物流系统相冲 突。接下来对这些问题逐一进行分析并找出导致这些问题的原因，其对应的原因分别是 信息传输方式落后、目标管理不完善、库存呆滞累积成本过高、物流模式落后且单一。 接着，在以上问题和原因的基础上，本文给出了以下的解决对策：第一，通过改善对客 户和供应商的信息传递方式建立敏捷反应供应链；第二，通过加强目标管理达成实现精 益供应链管理的统一目标；第三，通过创建智能仓储运作模式实现精益供应链最优化库 存水平；第四，依托信息技术打造精益物流。 最后，本文探讨了F公司精益供应链模式的保障措施，首先是构建精益供应链导向 的企业运营体系，并从战略方向的设置方面和精益化流程与运营方式的匹配方面给出保 障。然后是优化精益供应链模式的成长环境以确保新的模式能够不断成长和发展完善。 笔者对这一模式的推广构想是先在F公司内部各部门推广，然后在其母公司H集团进行 实施，并希望通过此研究给有需要的同类企业提供借鉴和参考，以帮助同类型的制造企 业建立起一套完整的精益供应链模式，并通过精益供应链模式的建立取得更好发展。 II 关键词：精益管理理论，制造企业，供应链管理，供应链重组 III ABSTRACT Manufacturing industry has always been the main body of the entity economy, which is related to the economic lifeline of a region or country. With the perfection of social economic and the development of information technology, traditional management methods are also advancing with the times and playing an increasingly important role in the modern manufacturing industry. Lean management is a management philosophy derived from Toyota's mode of production, which originates from lean production. Lean production has been widely accepted and implemented by the industry, and also used by many manufacturers in production management. The supply chain management is becoming more and more important in the manufacturing industry. Especially with the development of society, the improvement of science and technology, the application of big data and the popularity of Internet, the supply chain needs more and more advanced theories to participate and constantly optimize and improve. The participation of lean management theory can eliminate waste and irrationality in the supply chain, increase the profits of enterprises, and can reduce waste, expenditure, and cost of enterprises. By investigating and analyzing the current situation of supply chain management of company F, this paper summarizes the problems existing in supply chain management of company F, and then analyzes the causes of the problems and reorganizes the supply chain of company F. The problems of F company can be classified into four categories: first, the timeliness of information transmission in the external operation and management of F company's supply chain cannot be guaranteed; Second, the goal of unity management within the process of F company’s internal operations management can not be achieved; Third, lean management cannot be realized in the current supply chain operation management process of F company; Fourth, the traditional logistics mode of F company conflicts with the intelligent logistics system. Next, analyze these problems one by one and find out the reasons leading to these problems. The corresponding reasons are respectively backward information transmission mode, imperfect target management, sluggish inventory accumulation cost, and the backward and single logistics mode. Then, on the basis of the above problems and reasons, this paper proposes the following solutions: first, establish an agile response supply chain by improving the information transmission mode to customers and suppliers; Second, achieve a IV unified goal of lean supply chain management by strengthening goal management; Third, through the creation of intelligent warehousing operation mode to achieve lean supply chain optimization inventory level; Fourth, rely on information technology to build lean logistics. Finally, this paper discusses the safeguard measures of F company’s lean supply chain model. The first is to build a lean supply chain oriented enterprise operation system, and from the strategic direction of the establishment and the lean process and operation mode of matching to give a guarantee. The next step is to optimize the growth environment of the lean supply chain model to ensure that the new model can continue to grow and develop. The author's idea for the promotion of this model is to promote it in various departments of F company firstly, and then implement it in its parent company H group. Hope that through this research provide experience and reference to the similar enterprises in need, so as to help manufacturing enterprises of the same type establish a complete set of lean supply chain model and achieve better development through the establishment of it. KEY WORDS: Lean Management Theory, Manufacturing Enterprises, Supply Chain Management, Supply Chain Reorganization V 目 录 摘要.......I ABSTRACT........................III 1 绪论....1 1.1 研究背景....................1 1.2 研究意义....................2 1.2.1 理论意义.............2 1.2.2 实践意义.............3 1.3 文献综述....................3 1.3.1 国外文献综述.....3 1.3.2 国内文献综述.....4 1.4 研究内容及方法........6 1.4.1 研究内容.............6 1.4.2 研究方法.............8 1.5 创新之处....................9 2 相关理论基础.................11 2.1 精益管理理论..........11 2.2 供应链管理理论......12 2.3 精益供应链管理理论.............................14 2.4 供应链重组..............15 3 F公司供应链管理现状及问题分析..............17 3.1 F公司供应链管理概述...........................17 3.1.1 F公司简介及供应链管理现状........17 3.1.2 F公司供应链管理现状调查及分析20 3.2 F公司供应链管理中存在的问题...........25 VI 3.2.1 外部运营过程中信息传递时效性无法保证.................25 3.2.2 内部运营过程中目标统一性无法达成.........................29 3.2.3 现行供应链运营过程中精益管理无法实现.................31 3.2.4 传统物流模式运行过程中智能物流系统无法运作.....34 3.3 F公司供应链管理中存在问题的原因分析..........................34 3.3.1 信息传输方式落后..........................34 3.3.2 目标管理不完善..............................35 3.3.3 库存呆滞累积成本过高..................36 3.3.4物流模式单一落后...........................39 3.4 F公司供应链重组的必要性...................40 4 基于精益管理理论的F公司供应链重组策略...........................43 4.1 改善信息传递方式建立敏捷反应供应链............................43 4.1.1 建立原物料数据库..........................43 4.1.2 运用电子数据交互系统传输信息..44 4.1.3 实现信息同步传递..........................44 4.1.4 实现物料进口报关协同作业模式..45 4.2 加强目标管理..........46 4.2.1 调整资源配置并优化资源组合......46 4.2.2 现有流程的优化..............................48 4.3 创建智能仓储..........49 4.3.1 库存周转及安全库存的管控..........49 4.3.2 生产计划及在线库存的概况..........50 4.3.3 创建智能仓储体系..........................51 4.4 依托信息技术打造精益物流.................53 4.4.1 大物流概念的实践与导入..............53 4.4.2 公司报关业务的个性化改善..........54 4.4.3 依托信息技术平台开创无纸化进出口流程.................54 4.4.4 打造精益流.......55 4.5 F公司供应链重组前后对