摘 要

在全球化的市场竞争中的过程中，对集成供应链的管理已经成为一项必备的能力。与商业伙伴协同合作能够避免重复性的工作并且使得公司能专注于其核心竞争力。所以，企业间的协同合作具有建立一个强大供应链的潜力。在个别的公司中，精益思想的实践者已经显现出了其生产力在生产设施方面显著提升。然而，当合作商被排除在精益化的整体价值流之外，实施精益的潜在好处有所限制。如果双方不同步，那么从精益供应商流向精益客户之后就不在形成精益化。因此，由于相关公司的合作同步化的缺乏，在精益企业内建立的供应链可能是精益化的。价值流从精益企业向它的合作商进行延伸，使得企业可以扩大对整个供应网络完善化的追求。此外，将精益思想应用到供应链中为供应链成员共同达到更高层次的竞争力提供了向的机会窗口。因此，供应链管理和精益思想的整合包含了局部以及整体的精益化，这也就形成了一个真正的精益供应链。

本文以精益思想在迪卡侬公司集成化供应链的应用作为案例，详细介绍了其供应链运作现状作，分析了其供应链中存在的主要问题：信息传递路径单一、季节性的供需配置欠合理。并且针对这些问题，本文通过应用了法则、延迟差异化等精益敏捷集成方法，从其供应链信息传递的改进、供需配置的优化两方面对精益思想在公司集成化供应链中的综合运用进行了深入地探讨。

关键词：精益思想；集成供应链；精益供应链；供应链管理

Abstract

Managing an integrated supply chain has become a necessary capability for competing in the global market. Cooperating with business partners prevents duplicating efforts and allows a company to focus on its core competencies.Hence, collaborating companies together have the potential to form a strong supply chain. At the individual company level, practitioners of lean concepts have demonstrated dramatic improvements in productivity within their manufacturing facilities. However, the potential benefits of lean implementation are limited to four walls of companies when business partners are excluded from integrating into a leaner overall value stream.The flow from a lean supplier to a lean customer may not be lean if the two parties are not synchronized. As a result, the supply chain formed within lean companies may not be lean after all, due to lack of cooperation and synchronization among participating companies. Extending the value stream from a lean company to its partners allows the company to widen the pursuit for perfection to the whole supply network. Furthermore, applying lean concepts to a supply chain opens new windows of opportunity for supply chain participants to collectively achieve higher levels of competitiveness.

The article choose the case of Decathlon in which lean thinking was applied in the integrated supply chain.There is a detailed description,analysis of its supply chain operations status and the problems of its supply chain .The tow problems are long path of transferring information in its supply chain and general capacity not matching with seasonal demand.Aimed at the problems ,the article used some methods through integrating lean-agile thinking，such as 80/20 rules，setting up the CODP in the supply chain.Besides it also tries to have deep discussion about the application of lean thinking in the integrated supply chain ，from two aspects-improving the information transmission of the supply chain and the optimization of the supply and demand configuration.

Key words:lean thinking; integrated supply chain; lean supply chain;supply chain management;

目 录

第1章 绪论 1

1.1研究背景 1

1.2研究范围、目的与意义 2

1.3研究内容及思路 3

第二章 供应链管理和精益敏捷理论的集成 4

2.1供应链和供应链管理 4

2.1.1供应链的发展历程 4

2.1.2供应链管理的理论 6

2.2精益思想 7

2.3精益敏捷理论集成方法 8

2.3.1帕累托定律（80/20法则） 8

2.3.2延迟策略定位需求切入点 9

第三章 迪卡侬公司集成供应链现状及存在的问题 12

3.1迪卡侬公司简介 12

3.2 公司内部供应链 12

3.2.1公司的内部供应链结构 12

3.2.2 公司对市场的需求预测 13

3.3公司外部供应链 14

3.4公司集成供应链中存在的问题 15

3.4.1信息传递途径单一 15

3.4.2季节性的供需配置不合理 16

第四章 精益敏捷理论在公司集成供应链中的应用 17

4.1基于精益敏捷理论的供应链信息传递改进 17

4.1.1调整信息传递途径 17

4.1.2创建内外部信息共享平台 18

4.2基于精益敏捷理论的供需优化 19

4.2.1产品分类管理（法则） 19

4.2.2规划需求切入点（延迟）方案 .21

4.2.3提供上游供应商交流实践的平台 23

4.2.4促进上游供应商之间的紧密合作 23

第五章 结论 .27

参考文献......................................................................................................................28

附录..............................................................................................................................29