Supply Chain Improvement on the After-service Parts for Automobile Industry

• Main Authors: En-Tzu Yeh, 葉恩賜
• Other Authors: Lawrence W. Lan
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/16136440243430540917

碩士 === 國立交通大學 === 管理學院碩士在職專班運輸物流組 === 93 === Abstract The supply chain of after-service parts for automobile industry is characterized with various vehicle models, long supply periods and unexpected demand variations hard to predict. To provide adequate quantity of parts at right time and right place, normally it requires stocking to meet the demand variations. Without good supply chain management, however, it is easy to create insufficient stock or over-stocking problem. The former will cause customer unsatisfied and hurt business image; the later will raise inventory and lead business to spend more but earn less. Either of which will ultimately lower the business competition. Hence, effective inventory control plays a key role in the supply chain management of automobile after-service parts. The main purpose of this thesis is to identify the characteristics of supply chain of after-service parts for automobile industry. The study takes Y Company’s after-service parts as the case and investigates the potential problems associated with its supply chain management from top suppliers, manufacturers’ part centers, dealers’ part centers, to workshops. Through reengineering process in warehousing, distribution and inventory control, some supply chain improvement strategies are proposed with consideration of total cost reduction and customers’ satisfaction enhancement via quick response serviceability and high service quality. For instance, a frequent order strategy is to shorten the order interval and lead time, which can lower the stock and inventory cost. When adopting daily order strategy, the order quantity would become stable with less fluctuation; consequently, the suppliers would avoid out-of-stock problem. The smooth delivery would also lead the dealers to be more confident in cutting their inventory but still be capable of committing the serviceability. After implementing the proposed improvement strategies in Y Company for one year, it is found that the total supply chain cost has been reduced and the customer satisfaction has been raised. Although paying more for the door-to-door service of vehicle-off-road (VOR) for the imported parts, it shortens the lead time in urgent cases, which are worth from customers’ satisfaction perspective.