| Mobile phones,less than half a century after their appearance in 1973,have completely integrated and changed people’s lives.After many reshuffles in China’s mobile phone industry,five mobile phone brands now account for more than 90% of the market,and small brand enterprises are squeezed to survive.With the gradual saturation of the market,lack of demand and serious product homogeneity and other problems become prominent,major domestic brands are facing serious challenges.Inventory as a barometer of management,has been the operator’s concern.In particular,the current market demand continues to decline and inventory costs are high.In the face of internal and external problems in the industry,enterprises in the mobile phone industry have gradually realized that the past business model of risk transfer by inventory in each node of the supply chain is not sustainable,and the optimization of internal partial inventory management is difficult to solve the problem of strategic inventory decision-making.Therefore,it is necessary to further explore the multi-link and multi-level inventory control from the global perspective of the supply chain.In the context of digitalization,digital technologies and methods such as big data analysis and data interconnection provide effective means for enterprises to realize management optimization,and enterprises can use digitalization to realize upstream and downstream information coordination and inter-connectivity of various departments within enterprises.FT Mobile Phone Distribution Company is one of the five major brands in the mobile phone industry in East China regional distribution enterprises,after more than 20 years of development and growth,has a wide and deep marketing network.In recent years,the market demand is insufficient,sales continue to decline,corporate earnings decline,enterprise management cost problems highlighted,especially the inventory management cost is the most prominent,only inventory clearance losses of tens of millions of dollars a year,if not by looking for a good solution to the problem at the source of cleaning up,then until the problems accumulated when the enterprise will pay a huge price.In this thesis,supply chain inventory management of FT mobile phone distribution enterprises is taken as the research object.Through field visits,in-depth interviews and interviews with upstream manufacturer representatives,distribution company management,secondary distribution channel ministers and subordinate retailers,the relationship between supply chain,the current situation of supply chain inventory management and the existing problems in supply chain inventory management are understood and sorted out from the perspective of different groups.That is,the inventory turnover speed is slow,the inventory cost is high and the inventory information transfer is not timely and other problems.Through reviewing and sorting out a large number of relevant literature,focusing on the existing problems in the supply chain inventory of FT mobile phone distribution enterprises,the key reasons for the supply chain inventory problems of enterprises are dug out deeply by using various analysis methods such as fishbone chart analysis,data analysis and comparative analysis.The main reasons such as lack of cooperation and communication mechanism,lack of effective management mode and backward management technology among supply chain enterprises are diagnosed.In view of the above main reasons,it is proposed to build a supply chain alliance to strengthen cooperation and establish a communication mechanism,adopt the centralized multilevel joint inventory management mode integrating VMI,JMI and multilevel inventory theory and build a digital platform to realize inventory management strategies,from cooperation support to technical implementation,to realize the optimization of the existing supply chain inventory management mode.According to the actual situation,the three strategies are further refined to make the strategies more operational and practical reference significance.Finally,the effectiveness of the optimization strategy is evaluated and tested through the vertical comparison before and after the optimization of turnover efficiency,management cost,digital capability and overall supply chain performance improvement and the horizontal comparison data analysis of other enterprises in the industry that are not optimized. |
