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论文级别：■硕士 □博士
学科专业：工商管理硕士
论文题目：一汽-大众供应链响应流程改进研究
作者签名：
指导教师签名：
2022年 5月 25日
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摘要
目前汽车行业竞争已经进入白热化的状态，各车企都在期望利用数字化改革
的方式来重塑竞争优势。自2017年来，我国的汽车市场的产销量均达到顶峰，
之后开始由增量向存量阶段转化。在这一背景下，只有牢牢抓住客户需求才能赢
得市场已经成为各车企的共识。经销商网络对于传统车企而言是一把双刃剑，既
助力销量的提升，又作为主机厂与消费者之间的缓冲，避免矛盾的直接冲突。但
ToC模式正在焕发强劲的生命力，大部分新势力车企主打直销模式。快速抓住客
户，直面客户需求，以高度定制化满足客户个性化需求。
因此传统车企的产销合作思路也被迫不得不做出转变，传统的推动式BTS
（build to storage）模式正在向C2M（Customer to Manufacture）和MTO
（Manufacture to Order）的拉动式响应转变。但这一转变过程中，为避免与自
身传统渠道的直接竞争，供应链不得不面对两种模式共生共存的局面。多种渠道
订单共存，对于内部订单做好优先级区分显得至关重要，对于新模式的客户订单
的交付周期的承诺和持续优化成了供应链响应流程的新命题。对供应链从需求端
信息处理到供应端实物流的柔性全链路进行潜力挖掘。
本文依据一汽-大众企业架构中“3.0从订单到交付”为主要研究对象，探究
其在数字化改革大背景下，供应链响应方面从“以企业为中心”到“以客户为中
心”的转变中发生的运营模式及战略的变化。为汽车企业面向大规模制造，在供
应链响应方面提供借鉴和参考。
在供应链研究部分主要从需求到订单、从订单到计划、从计划到供应、从供
应到生产、从储运到交付五大部分着手，探究一汽-大众在直面客户大规模定制
的模式下所做出的供应链流程改变以及所取得的效果。也分析其现有流程仍然存
在的不足和后续成长空间。一汽-大众以直面客户的电商商城作为C端触点，结
合后台预测系统实现对客户需求的预测以及分析。在零部件层级之上建立装备响
应柔性的动态管理体系，使得供应链能够对客户的个性化需求做出快速且准确的
响应。
关键词：客户直连工厂，供应链响应，个性化定制，订单到交付
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Abstract
At present, the competition in the auto industry has entered a state of white-hot,
and various auto companies are expecting to use digital reform to reshape their
competitive advantages. Since 2017, the production and sales volume of my country's
automobile market has reached its peak, and then began to transform from
incremental to stock. In this context, it has become the consensus of various car
companies to win the market only by firmly grasping the needs of customers. The
dealer network is a double-edged sword for traditional car companies, which not only
helps increase sales, but also acts as a buffer between OEMs and consumers to avoid
direct conflicts. However, the ToC model is showing strong vitality, and most of the
new power car companies mainly focus on the direct sales model. Quickly capture
customers, face customer needs directly, and meet customers' individual needs with a
high degree of customization.
Therefore, the production and sales cooperation ideas of traditional car companies
are also forced to change. The traditional push-type BTS (build to storage) model is
changing to the pull-type response of C2M (Customer to Manufacture) and MTO
(Manufacture to Order). However, in the process of this transformation, in order to
avoid direct competition with its own traditional channels, the supply chain has to
face the symbiosis of the two models. The coexistence of orders from multiple
channels requires prioritization of internal orders. Commitment and continuous
optimization of the delivery cycle of customer orders under the new model have
become a new proposition for the supply chain response process. The potential of the
supply chain from the information processing on the demand side to the actual
logistics on the supply side is explored.
This paper takes the supply chain response process of FAW-Volkswagen as the
research object, and explores its operation mode and strategy in the transition from
"enterprise-centric" to "customer-centric" in supply chain response in the context of
digital reform. The change. It provides reference and reference for automobile
enterprises to face large-scale manufacturing and supply chain response. This paper is
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