Study On The Master Production Schedule Of J Company Considering The Development Of Its Own Brand

Looking back on the development of China’s manufacturing enterprises,many enterprises started through the OEM model.OEM is a kind of production mode,commonly known as "OEM production".The OEM model can effectively use cheap labor resources to develop the economy,but with the industrial upgrading and transformation,the industry competition is increasingly fierce,OEM enterprises are facing huge competition pressure,the contract production profit is being squeezed thinner and thinner.In the face of such fierce market competition,how to enhance the competitiveness of enterprises,to survive and develop is an urgent problem to be solved.It is very important for enterprises to choose the right enterprise strategy,formulate clear development goals and implementation paths.Therefore,OEM manufacturers have the need to improve the competitiveness of enterprises by developing their own brands,but an enterprise should consider both OEM production and the dual-line development of their own brands,which often leads to some production scheduling problems such as conflict of limited resources and waste.As a badminton OEM manufacturer,COMPANY J also encountered these problems during its development.After more than 20 years of OEM production,J company has accumulated rich production experience,excellent product quality and certain technical advantages,and has obtained the qualification of main supplier of Double Happiness Sport Company.In the past,the focus of J company was to make good use of existing resources to obtain OEM orders from brand owners,and then receive more orders.As China’s industrial upgrading continues,OEM enterprises gradually lose their advantages in low labor costs and raw material resources,and new industry competitors continue to join in,leading to increasingly fierce competition and thinner and thinner profits for OEM orders.Since 2015,order profit margin has been reduced from 30% to 21%;The profits of private brand orders can be guaranteed,but there are also problems such as low market share and overproduction.Therefore,company J believes that on the basis of not wasting existing production materials,how to gradually expand the scale of its own brand,"walk on two legs" between the growth of its own brand and OEM production,and do a good job in between.Therefore,the main work of this paper is as follows:（1）Firstly,the present situation of J Company is obtained by introducing the development history,organizational structure and product structure of the main company;In such a fierce badminton market environment,J company wants the strategic positioning of OEM production and dual-line development of its own brand;As well as the resource scheduling difficulties faced by COMPANY J in order to achieve its strategic goals.（2）The basic scheduling model considering the growth of private brand and OEM dual-line production is established.The model takes the maximum profit from badminton production as the objective function,considers equipment constraints,order performance constraints,raw material constraints,labor constraints and finished product inventory constraints,and takes product output and sales volume as the decision variables.（3）On the basis of the basic model,considering the price fluctuation of raw materials,quantity discount of raw materials and the impact of the quality of private brand products on demand,the master production planning model is expanded and an example is prepared to verify the feasibility of the model.When J company is faced with raw material price fluctuation,raw material quantity discount and product quality affect the demand and other scenarios,the research of this paper can directly solve these problems.The model and research ideas proposed in this paper provide some effective decision-making ideas for OEM enterprises like J company or companies in such a competitive environment,and can get some inspiration in the future decision-making and management.