一、公司信息
珠(zhu)(zhu)江富(fu)(fu)士(shi)電(dian)(dian)(dian)(dian)梯(ti)(ti)(ti)(ti)(ti)(ti)(ti)(中(zhong)(zhong)國)有(you)限公司(si)的前(qian)身“南(nan)海(hai)市(shi)珠(zhu)(zhu)江電(dian)(dian)(dian)(dian)梯(ti)(ti)(ti)(ti)(ti)(ti)(ti)廠”是華南(nan)珠(zhu)(zhu)三角地區(qu)專業(ye)電(dian)(dian)(dian)(dian)梯(ti)(ti)(ti)(ti)(ti)(ti)(ti)制(zhi)造企業(ye),自(zi)1986年(nian)成立至(zhi)今,專注(zhu)電(dian)(dian)(dian)(dian)梯(ti)(ti)(ti)(ti)(ti)(ti)(ti)制(zhi)造33年(nian)。2010年(nian),打造了“珠(zhu)(zhu)江富(fu)(fu)士(shi)電(dian)(dian)(dian)(dian)梯(ti)(ti)(ti)(ti)(ti)(ti)(ti)”和(he)“珠(zhu)(zhu)江中(zhong)(zhong)富(fu)(fu)電(dian)(dian)(dian)(dian)梯(ti)(ti)(ti)(ti)(ti)(ti)(ti)”兩(liang)大品牌,并(bing)分別以珠(zhu)(zhu)江富(fu)(fu)士(shi)電(dian)(dian)(dian)(dian)梯(ti)(ti)(ti)(ti)(ti)(ti)(ti)(中(zhong)(zhong)國)有(you)限公司(si)和(he)廣東珠(zhu)(zhu)江中(zhong)(zhong)富(fu)(fu)電(dian)(dian)(dian)(dian)梯(ti)(ti)(ti)(ti)(ti)(ti)(ti)有(you)限公司(si)戰略性運營開拓市(shi)場。產品涵蓋五大類(lei)電(dian)(dian)(dian)(dian)梯(ti)(ti)(ti)(ti)(ti)(ti)(ti):乘客電(dian)(dian)(dian)(dian)梯(ti)(ti)(ti)(ti)(ti)(ti)(ti)、載貨(huo)電(dian)(dian)(dian)(dian)梯(ti)(ti)(ti)(ti)(ti)(ti)(ti)、自(zi)動扶梯(ti)(ti)(ti)(ti)(ti)(ti)(ti)和(he)自(zi)動人行(xing)道、家用電(dian)(dian)(dian)(dian)梯(ti)(ti)(ti)(ti)(ti)(ti)(ti)、醫用電(dian)(dian)(dian)(dian)梯(ti)(ti)(ti)(ti)(ti)(ti)(ti),滿足日常(chang)生活(huo)中(zhong)(zhong)所有(you)電(dian)(dian)(dian)(dian)梯(ti)(ti)(ti)(ti)(ti)(ti)(ti)類(lei)別的人流和(he)貨(huo)物運輸(shu)需(xu)求。
二、項目背景
1、客(ke)戶范(fan)圍廣,產品種類多,全部(bu)為定制,運(yun)營管理難度大;
2、產品數量少,采購頻繁,供應商配合(he)意愿(yuan)度差;
3、訂單延期情況嚴(yan)重(zhong),客戶投訴多;
4、各部門相互協同性半差,管理干部救(jiu)火應急多;
5、采購員壓力大,流(liu)失率高;
6、生產效(xiao)率(lv)低(di),人均產值(zhi)低(di)。
7、供應商數量多,能(neng)力參(can)差不齊,管理難度大(da);
8、沒有對(dui)供(gong)應商進(jin)行(xing)考核(he)與評(ping)審
三、項目實施過程
1、構建結構件、電子(zi)料(liao)標準物料(liao)庫;
2、構建以物(wu)料分(fen)類(lei)導向的(de)供(gong)應商選擇、評估、考核機制(zhi);
3、調整和優化供(gong)應鏈組(zu)織架(jia)構(gou)、職能、職責;
4、構建關鍵瓶頸供(gong)應(ying)商輔導機制,培養核心供(gong)應(ying)商;
5、構建以產品分類為核心的計(ji)劃模式(shi)和物料控制模式(shi);
6、以業務中遇到的問題為導向(xiang),定期對供(gong)應鏈人(ren)員進(jin)行業務能力培(pei)訓(xun)
7、優(you)化采購與供應商(shang)管理,調整公司采購策略,對(dui)供應商(shang)進行分類管理和輔導提(ti)升;
8、導(dao)入集成(cheng)(cheng)供(gong)應鏈運營分析決策機制(zhi),形成(cheng)(cheng)閉環;
9、優(you)化(hua)和梳理從(cong)銷售端(duan)-產(chan)品(pin)端(duan)-計劃端(duan)-供應端(duan)的信息流;
10、優(you)化供應鏈組織KPI指標體系;
四、項目實施成效
1、營業額提升29.3%
2、訂單準交(jiao)率(lv)提升 43%
3、人均產(chan)值(zhi)提升32%;
4、物(wu)料(liao)齊套率提升29%;
5、公司整體利潤率提升1.6%
6、培(pei)養(yang)供應鏈管理團(tuan)隊9人(ren)
7、沉淀了一(yi)套供應(ying)鏈人員的培養機制
8、沉(chen)淀了一套適合公司運作的集成(cheng)供應鏈運作模式;