中国石油上海销售公司成品油物流二次配送优化方案研究
发布时间：2018-12-23 13:09
【摘要】：随着经济的发展和能源日益紧缺，许多发达国家的石油石化企业为提高市场反应速率、体现竞争优势、降低物流成本，在成品油物流管理方面基本上采用了先进的信息技术。然而，中国的石油销售企业受传统管理理念束缚和信息化建设水平落后等因素的影响，成品油物流管理中普遍存在管理水平低、配送效率低、信息化水平低、库存成本高、油品损耗高等问题。 过去，大多数中国的成品油销售公司在成品油配送中都存在“要货制”的问题，油品配送大多凭借主观经验，缺少科学依据，，导致每年各个销售分公司成品油二次配送费用居高不下。 虽然目前中国许多成品油销售企业已经开始将“要货制”改为“送货制”，在配送过程中不断探索优化方案，致力于提高成品油配送水平，然而由于对客户的需求掌握上仍然存在很大的偏差，使得优化方案不够理想，更无法进行全国推广。 鉴于此，在参考了大量文献和理论知识基础上，本文分析了中国石油上海销售公司成品油（下文简称中油上海公司）二次配送优化案例。中油上海公司二次配送优化案例完善管理水平、提高配送效率、降低库存成本、提升信息化水平、降低油品损耗，借此扩大利润空间，提高竞争能力。本文不仅归纳了中油上海公司当时面临的问题以及优化后的解决方案，也总结了优化方案为公司带来的收益，并提出了当前尚要面临的问题。同类成品油销售公司可以以此为鉴。
[Abstract]:With the development of economy and the increasing shortage of energy, in order to improve the market reaction rate, reflect the competitive advantage and reduce the logistics cost, many petroleum and petrochemical enterprises in developed countries have basically adopted advanced information technology in product oil logistics management. However, under the influence of the traditional management idea and the backward level of information construction, the petroleum sales enterprises in China have low management level, low distribution efficiency, low information level and high inventory cost. High oil loss and other problems. In the past, most of China's oil products sales companies had the problem of "asking for goods" in the distribution of refined oil products, and most of the distribution of oil products depended on subjective experience and lacked scientific basis. As a result of each sales branch of the secondary distribution of oil products high cost. Although many oil sales enterprises in China have started to change the "delivery system" from "delivery system" to "delivery system", they continue to explore optimization schemes during the distribution process and devote themselves to improving the level of oil product distribution. However, there is still a big deviation in the demand of customers, which makes the optimization scheme not ideal and can not be popularized throughout the country. In view of this, based on a large number of references and theoretical knowledge, this paper analyzes the case of secondary distribution optimization of finished oil products of CNPC Shanghai sales Company (hereinafter referred to as PetroChina Shanghai Company). In order to expand the profit space and improve the competitive ability, CNPC Shanghai secondary distribution optimization case improves the management level, improves the distribution efficiency, reduces the inventory cost, promotes the informationization level, reduces the oil product loss. This paper not only sums up the problems that CNPC Shanghai faced at that time and the solution after optimization, but also sums up the profit brought by the optimization scheme, and puts forward the problems that need to be faced at present. Similar refined oil sales companies can learn from this.
【学位授予单位】：上海外国语大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F252;F426.22
本文编号：2390024
[Abstract]:With the development of economy and the increasing shortage of energy, in order to improve the market reaction rate, reflect the competitive advantage and reduce the logistics cost, many petroleum and petrochemical enterprises in developed countries have basically adopted advanced information technology in product oil logistics management. However, under the influence of the traditional management idea and the backward level of information construction, the petroleum sales enterprises in China have low management level, low distribution efficiency, low information level and high inventory cost. High oil loss and other problems. In the past, most of China's oil products sales companies had the problem of "asking for goods" in the distribution of refined oil products, and most of the distribution of oil products depended on subjective experience and lacked scientific basis. As a result of each sales branch of the secondary distribution of oil products high cost. Although many oil sales enterprises in China have started to change the "delivery system" from "delivery system" to "delivery system", they continue to explore optimization schemes during the distribution process and devote themselves to improving the level of oil product distribution. However, there is still a big deviation in the demand of customers, which makes the optimization scheme not ideal and can not be popularized throughout the country. In view of this, based on a large number of references and theoretical knowledge, this paper analyzes the case of secondary distribution optimization of finished oil products of CNPC Shanghai sales Company (hereinafter referred to as PetroChina Shanghai Company). In order to expand the profit space and improve the competitive ability, CNPC Shanghai secondary distribution optimization case improves the management level, improves the distribution efficiency, reduces the inventory cost, promotes the informationization level, reduces the oil product loss. This paper not only sums up the problems that CNPC Shanghai faced at that time and the solution after optimization, but also sums up the profit brought by the optimization scheme, and puts forward the problems that need to be faced at present. Similar refined oil sales companies can learn from this.
【学位授予单位】：上海外国语大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F252;F426.22
【引证文献】
相关硕士学位论文 前1条
1 杨路燕;基于风险分析的成品油二次配送路径优化研究[D];大连海事大学;2014年
本文编号：2390024
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