The After-sales Parts Supply Chain System Optimization Scheme Of FAW-Volkswagen

Until2013, there are1000dealers,3central after-sales part warehouses, and7transitsafter–sales part warehouses of FAW-Volkswagen Company, Ltd.(referred to asFAW-Volkswagen in the dissertation) in mainland of P.R.China. Therefore, each after-salespart warehouse is responsible for nearly100dealers in after-sales parts logistics. However,each warehouse only has the ability to satisfy the logistics demand of92dealers inautomotive industry. Currently, the ability of after-sales part service nearly reaches thelimitation yet. In2016, there will be1500dealers of FAW-Volkswagen. Unless, improvingthe service capability of after-sales soon, it would be a major limitation for the developmentof FAW-Volkswagen in future.The dissertation based on the theory of supply chain management; used tools of datastatistical analysis, the enterprise management model, and supply chain management model;combined to the situation of after-sales part supply chain system, enterprise strategy andfuture plan of FAW-Volkswagen; referred to the successful cases in automotive industry.The dissertation focused on and analyzed the management of the service system planning,order distribution, compensation, purchasing, logistics suppliers, and performance of after–sales parts department of FAW-Volkswagen.Taking the market, competition, development situation, operational system situation,advantage, disadvantage, and problems into account, the dissertation made a series ofoptimization program. In the management of service system planning, based on the data ofthe parts demand, service distance and development of future, took the stabilization of theoperation measure scheme into account, the dissertation advised FAW-Volkswagen to buildthree transits after–sales part warehouses in Fuzhou, Kunming and Lanzhou. It would be thesolution for the limitation of part supply chain. In the management of order distribution, afteranalyzing the performance of order, transit capacity, the speed of warehouse operation, thedissertation advised the improvement of parts transit frequency from one time per week totwice per week. At the end, the parts should be transited per day. In the management ofcompensation, based on the analysis of existed compensation process, the dissertation build aset of appropriate quality management system, to improve the satisfaction of customer. Inthe management of purchasing, the dissertation advised to launch a new purchase planningsystem. The new planning system would enhance the ability of after-sales supply chainsignificantly. In the management of logistics suppliers, the FAW-Volkswagen should launchthe transit KPI measure program. In addition, it also should rebuild the logistics managementsystem by new logistics supplier measure standard of examining, introducing and replacing logistic supplier. In the management of performance after-sales part department ofFAW-Volkswagen, the rebuilding of KPI measure standard should be the appropriate way ofmonitoring, analysis and evolution the whole parts supply chain.It could be believed the FAW-Volkswagen would have the ability to achieve the targetof ‘to be the best in the automotive industry’ by launching the after-sales parts supply chainsystem optimization scheme in the dissertation.