一汽大众备件物流

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一汽大众国际物流模式

一汽大众国际物流模式

一汽大众国际物流模式一、一汽大众与一汽轿车公司供应链结构示意简图及其简要说明:见下页注:1为专业的运输企业或供应商的自由车队将大批量的零部件送到中间仓库2为中间仓库调配货车将小批量零部件运送到备件库及生产线3为陆捷公司、长久集团等整车发运企业将备件及成品车送至全国各地的4S 店国内供应商:分布在全国各地,如长春、哈尔滨、浙江等地国外供应商:分布在世界各地如美国、日本、德国等中间仓库:由大众装配、国际物流等第三方物流企业提供并管理备件库:即将发往全国各地4S店的各种零部件集中存于此处,由陆捷等公司提供并管理生产线:为一汽大众或一汽轿车的焊装、涂装、分装及总装线每天一汽大众及一汽轿车的生产能顺利进行,就得益于这条供应链的顺畅流通,而要保证此供应链的顺利流通,就需要供应链上的伙伴能够共同分享他们所需要的各种信息,从而使它们能够协调运作。

更重要的是通过业务外包的资源整合,既节约了运营成本又提高了效率,实现了强强联合达到了共赢的目的。

二、运营模式简介由于本次实习活动只牵涉到大众装配的一汽轿车国产件的仓促与配送业务、国际物流的一汽大众的CKD和国产件的仓促与配送及一汽大众的生产物流,且两家物流单位在国产件业务上基本相同,因此以下将综合介绍而不再分开说明。

本报告主要围绕中间仓库进行展开说明。

(一)订货模式中间仓库的计划员根据生产线的月计划、周计划与日计划(由于备件量小,此处忽略不计),再结合仓库的实际情况及供应商的距离远近编制订货计划(举例见“仓储方式”中例子),然后以电子信息形式发送到各供应商。

其中CKD件由生产线直接向国外供应商订货,经大连港口将装有零部件的集装箱运到国际物流集装箱仓库中心,然后根据生产需要打开集装箱,将各种零部件送至指定的库房(DC或BC)等待配送。

(二)仓储方式接到订货信息后各供应商将零部件送到指定的仓库,由负责此件的保管员负责验收然后入库。

入库又包括实物入库和系统入库:实物入库即将验收合格的件送到指定的货位;系统入库是将该批次件的到货时间、数量等信息录入到电脑中的物料管理系统中去。

一汽大众物流分析

一汽大众物流分析

一汽大众物流分析目录一、绪论..........................................................11.1论文的研究背景和意义............................................21.本文观点及结构安排.............................................3二、汽车制造业供应链分析............................................42.1供应链管理相关理论..............................................5 2.2供应链管理的方法................................................6 2.2.1供应链管理的核心—现代物流管理...........................7 2.2.2供应链管理的技术支撑—电子商务................ (8)2.3汽车行业供应链管理模式及流程...................................92.4中国汽车行业供应链管理现状.....................................10三、一汽-大众公司供应链管理策略及现状..............................113.1一汽-大众公司简介..............................................12 3.2一汽-大众公司供应链管理现状....................................13 3.2.1 一汽-大众公司供应商管理现状...............................14 3.2.2 一汽-大众公司供应链库存模式...............................15 3.2.3 一汽-大众公司物流管理现状................................163.2.4 一汽-大众公司管理信息系统模式............................17四、一汽大众公司供应链管理问题分析.................................184.1库存管理问题分析...............................................194.2供应商管理问题分析.............................................20五、一汽-大众公司供应链管理优化设计................................ 215.1供应商战略管理.................................................22 5.2供应链库存优化分析.............................................23 5.3供应链信息系统优化.............................................24 结论..............................................................25 参考文献..........................................................26第一章绪论经济的全球化和需求的多样化与个性化,使我国汽车业面临着更加动态多变和激烈竞争的市场环境,越来越多的企业或自己构建或加入到其它供应链中参与合作竞争,寻求“共赢”。

一汽大众入厂物流模式

一汽大众入厂物流模式

一汽大众入厂物流模式第3章一汽-大众入厂物流现状分析一汽-大众零件供应主要通过两种途径:进口件(CKD件)和国产件。

从国外进口,在德国汉堡港装船,经海运抵达中国大连等地,再经国内公路或铁路运输到达长春,即CKD零件。

主要供应商在一汽-大众公司附近,一部分在东北地区,采用铁路运输、公路运输和水运,即国产化零件。

3.1总装车间物料供应模式一汽-大众汽车有限公司在长春建有两个总装生产厂,分别是一厂和二厂。

总装一厂于1997年8月投产;总装二厂于2004年12月建成并投产。

总装二厂在总装车间的物料供应模式及物流规划思路上都是对一厂的继承、发展和提高。

依据零件来源方式,总装车间物料主要来源于自制件、外协件及CKD件三种。

自制件是指本一汽自己加工、组装的零部件,如车身、发动机等。

外协件是指公司以外生产,通过采购使用的零件。

根据具体的物料看板、交接、结算不同,在一汽-大众又分为JIT供货和看板供货两种方式。

CKD件是主要指在德国生产,通过采购使用的零配件。

总装车间三种不同来源的物料,具体的实物运输方式有所不同。

3.2自制件物流过程如图3.1所示,本厂件运输可以利用悬挂运输和汽车短途运输。

一般来说,如果物料转移仅考虑成本中心,不考虑利润中心,自制件不必考虑企业内部的单据交接,简化了自制件实物流。

一汽-大众三种物料来源如图3.1所示。

(1)悬挂运输。

在一汽-大众,当喷漆车间完成车身喷涂工作,放置到悬挂上,由悬挂经过封闭通道运输到总装车间。

汽车零部件悬挂运输在运输设计上封闭通道能完全杜绝外界环境对于金属零部件的各种物理和化学影响,密闭通道保证了零部件不与外部接触,很大程度上减少了货物的缺失等现象。

但悬挂运输的成本较高、投资相对较大;需要规划出响应的空间,并且对于信息系统的依赖大。

(2)短距离运输。

在一汽-大众总装车间,本厂件的发动机和传动器主要采用短距离运输。

在动力总成工段,用户的订单决定工人选取的发动机和传动器型号。

一汽大众生产物流分析

一汽大众生产物流分析
一汽大众物流分析
一汽大众的概况 以速腾为例的生产过程
生产过程的优化 两种供货方式 JIT的优化
一汽大众的概况

一汽大众汽车有限公司是由中国第一汽 车集团公司和德国大众汽车股份公司、奥 迪汽车股份公司及大众汽车(中国)投资 有限公司合资经营的大型 轿车生产企业, 是我国第一个按经济规模起步建设的现代 化轿车工业基地。 • 一汽大众采用先进技术和设备制造当今 世界名牌产品—捷达、宝来、高尔夫、开 迪、速腾、迈腾、奥迪系列轿车。
速腾成品车下线后还要执行更加严格的质量检测,包括预电检测、 前束及转榖设备调整、道路试验和淋浴检测等多项检测项目。
一汽大众物流将速腾汽车成品送至长春一汽 实业众捷汽车销售有限公司(4S店)
车辆调度 抵达4S店-销售
按计划备货
送货
速腾汽车成品出库
装箱
售后服务——当有出现车辆问题时,可以预约 服务,或是直接到服务站进行检车维修
一汽大众生产物流优化
• 一汽大众目前在生产物流系统采用了MRP与SAP的完美结 合。通过MRP 系统公司实现目标:控制企业的库存水平, 确定产品的生产优先顺序,满足 交货期的要求,使生产 运行的效率达到最高。具体可归纳为以下几点: • 1、采购恰当数量和品种的零部件,选择恰当的时间订货, 尽可能维持最 低的库存水平。 • 2、及时取得生产所需的各种原材料及零部件,保证按时 供应销售所需产品。 • 3、保持计划系统负荷的均衡。 • 4、规则制造活动、采购活动以及产品的交货日期。
组长: 组员:
速腾汽车的生产流动过程
冲压车间 成品车
焊装车间
试车场地
涂装车间
总装车间
通过冲压机床将 型号、规格不一 的钢板冲压成形 状大小不一的多 种部件; 每一个冲压出来 的部件都要逐一 经过质量检验, 经过检验的部件 被整齐的摆放在 生产线两边,会 有专门的物流机 构将各个部件送 往下一环节。

一汽大众经销商备件库存管理

一汽大众经销商备件库存管理

一汽大众经销商备件库存管理摘要:经常说企业的库存就是成本,可见库存管理对于企业的成本有着直接影响,地位十分重要,良好的库存管理不仅能降低企业成本,提升企业除生产之外的效能,并且可以保证产品品质,提升企业形象。

以下我对一汽大众经销商的备件库的库存管理进行分析。

关键词:管理方法,库存控制前言由于我国物流业发展还处于起步到成熟的阶段,整体的物流规划能力的经验尚不足,并且物流信息化程度不高,许多物流管理还是以人工管理,直接导致了仓储和库存成本居高不下。

但从20世纪60年代以来企业信息化的趋势来看,物流企业的库存管理也需趋向于信息化、网络化和高度集成化,随着信息技术的高速发展和国外大型物流企业的纷纷涌入中国,作为现代企业的物流管理的核心部分——库存管理,也要适应时代的发展。

1 库存管理的概念及目的库存管理就是与库存物料计划与控制相关的所有业务,包括仓库管理和库存控制。

仓库管理活动包括仓库的规划、商品入库、出库管理、仓库质量管理等。

库存控制则主要是指库存量的控制。

库存管理的目的是在满足顾客服务要求的前提下通过对企业的库存水平进行控制,力求尽可能降低库存水平,提高快递系统的效率.以强化企业的竞争力。

2 储位管理方法良好的储存策略可以减少出入库移动的距离,缩短作业时间,甚至能够充分利用存储空间,所以在对此配送中心的进行储位管理作出决策之前,要对产品及储位对象进行详细的分析,才能确定其储位管理的方法。

1)对象:一汽大众经销商的备件管理我们可以根据订单进行EIQ分析并得出EIQ分析表订单量(EQ)分析:可以明确地了解客户的订贷量及比例,进而掌握货品配送的需求及客户订单ABC分析,以决定订单处理的原则、拣货系统的规划,影响出货方式及出货区的规划。

品项数量(IQ)分析:了解各类产品出货量的分布状况,分析产品的重要程度与运量规模。

针对众多商品作分类并予以重点管理,也就是观察多少百分比的出货商品,占多少百分比的出货量,是否出贷量集中在某屿商品?由此可以知道哪些品种为热销产品。

一汽大众经销商备件库存管理

一汽大众经销商备件库存管理

一汽大众经销商备件库存管理摘要:经常说企业的库存就是成本,可见库存管理对于企业的成本有着直接影响,地位十分重要,良好的库存管理不仅能降低企业成本,提升企业除生产之外的效能,并且可以保证产品品质,提升企业形象。

以下我对一汽大众经销商的备件库的库存管理进行分析。

关键词:管理方法,库存控制前言由于我国物流业发展还处于起步到成熟的阶段,整体的物流规划能力的经验尚不足,并且物流信息化程度不高,许多物流管理还是以人工管理,直接导致了仓储和库存成本居高不下。

但从20世纪60年代以来企业信息化的趋势来看,物流企业的库存管理也需趋向于信息化、网络化和高度集成化,随着信息技术的高速发展和国外大型物流企业的纷纷涌入中国,作为现代企业的物流管理的核心部分——库存管理,也要适应时代的发展。

1 库存管理的概念及目的库存管理就是与库存物料计划与控制相关的所有业务,包括仓库管理和库存控制。

仓库管理活动包括仓库的规划、商品入库、出库管理、仓库质量管理等。

库存控制则主要是指库存量的控制。

库存管理的目的是在满足顾客服务要求的前提下通过对企业的库存水平进行控制,力求尽可能降低库存水平,提高快递系统的效率.以强化企业的竞争力。

2 储位管理方法良好的储存策略可以减少出入库移动的距离,缩短作业时间,甚至能够充分利用存储空间,所以在对此配送中心的进行储位管理作出决策之前,要对产品及储位对象进行详细的分析,才能确定其储位管理的方法。

1)对象:一汽大众经销商的备件管理我们可以根据订单进行EIQ分析并得出EIQ分析表订单量(EQ)分析:可以明确地了解客户的订贷量及比例,进而掌握货品配送的需求及客户订单ABC分析,以决定订单处理的原则、拣货系统的规划,影响出货方式及出货区的规划。

品项数量(IQ)分析:了解各类产品出货量的分布状况,分析产品的重要程度与运量规模。

针对众多商品作分类并予以重点管理,也就是观察多少百分比的出货商品,占多少百分比的出货量,是否出贷量集中在某屿商品?由此可以知道哪些品种为热销产品。

一汽大众轿车二厂物流配送模式

一汽大众轿车二厂物流配送模式

持续改善看板
工具发放窗口
现场标示
账务流程
一汽大众所使用的系统为:一套为FIS系统
Hale Waihona Puke ❖ 一汽大众的看板系统 ❖ 一汽大众JIT供货出入库及配送
目前一汽大众的看板系统只适用于长春地区国 产化件供货厂家(中转库)的直送工位的零件。 具体的实施过程如下:
1、供货厂家(中转库)通过上公司网确认要 货信息,打印供货单,并依据此单,按照先入 先出原则进行备货,在发出要货信息2小时 内用封闭车将货送到一汽大众公司入口。
卸货方式
卸货口卸货
卸货区域
库房人员进出管理
进出门口登记,检查 通道的安全护栏
平面布局图
存储形式
KLT-小部件 GLT-高位货架存储区 SLT-地面堆垛区 封存区
拆散中心(DC)、分篮中心(BC )
组装车间不能无限制扩大,生产线不能无限拉长。最终的解决 方案就是将备货功能从组装车间转移到仓库中去,这正是一汽 物流中心的工作重点。
货筐车通过天桥两头的起 重机吊上吊下,然后由拖车 拖到生产流水线上,与被生 产的车一起移动。货筐车的 前部分零部件是为组装前一 辆车的车尾部分用的,后部 分的零部件是为后一辆车的 车头部分准备的,这些零部 件在分篮中心就已经被准好 了。
分 篮 中 心
空中输送链
各种看板
各种看板
班组看板
各种看板
一汽大众轿车二厂物流配送模式
一汽-大众汽车奥迪汽车(中国)轿车生产企业,是我国第一个按起步建 设的现代化轿车工业基地。
一汽大众轿车二厂是2003年开始建厂,采用国际前沿的大规模定制化生 产方式,而法布劳格设计的拆散中心、分篮中心物流解决方案打造了一个 全新的物流配送模式。
序言

汽车备件库存管理优化策略——以一汽大众为例

汽车备件库存管理优化策略——以一汽大众为例

平,因此具有一定的特殊性。

具体而言,汽车备件物流特点主要体现在以下几个方面:(1)需求随机性较强:汽车产品零部件种类繁多,在售后备件供应系统中,对不同的物流功能以及不同的流通环节,售后备件需求都具有小批量、多批次的随机性;(2)消耗偏向性:汽车售后备件种类较多,包括易损件、常用件等,零部件性质不同,正常消耗速率不同,因此对于备件的需求具有一定的偏向性。

统计表明,消耗速度快的备件种类占总备件比例约为15%,但其销售金额所占比重较大,造成汽车备件消耗具有偏向性,如图1所示。

当前,汽车企业间的竞争日益激烈,在价格竞争空间逐渐缩小以及人们对企业产品和服务要求提高的情况下,汽车企业开始将竞争焦点转移到了售后服务领域,尤其是作为售后服务重要支撑的售后备件管理领域。

售后服务质量和服务水平会直接影响到汽车售后服务市场的利润率和客户对于汽车品牌的信任度和忠诚度,高水平的售后服务和充足的备件供应是提高汽车品牌市场地位和竞争优势的关键因素。

汽车备件物流指的是为了维护汽车销售企业的售后服务活动,确保汽车备件能够准时被供应的综合性物流活动。

汽车备件物流因汽车维修养护活动而存在,备件物流组织水平直接关系到企业售后服务水1 汽车备件物流特点分析■葫芦岛市委党校 刘雅莉图1 汽车备件物流消耗偏向性物流技术(装备版) 2014年第3期30.企业物流INTERNAL LOGISTICS备件库存管理的效率。

一般情况下,企业会对种类繁多的汽车备件按照一定标准进行分类,常用的方法为ABC分类法。

一汽大众对备件库存采用的也是ABC分类法,其中,A类备件品种少但消耗金额大,重要性程度较高,包括常用件、定期保养件、易损件等;B类备件如发动机、变速箱等,其重要性程度次于A类备件,但高于C类备件;C类备件品种数目占总品种数比重大,但消耗小,如部分专用零部件、非易损件等。

一汽大众汽车备件库存ABC分类情况结果见表1。

(2)汽车备件订货策略。

汽车售后备件的补货策略是影响汽车备件库存控制的关键因素之一,在制定具体的订货策略时要综合考虑订货时间、品种、数量等因素,确定恰当的补货策略。

一汽大众国际物流模式

一汽大众国际物流模式

古一汽大众国际物流模式一、一汽大众与一汽轿车公司供应链结构示意简图及其简要说明: 见下页注: 1为专业的运输企业或供应商的自由车队将大批量的零部件送到中间仓库 2为中间仓库调配货车将小批量零部件运送到备件库及生产线3为陆捷公司、长久集团等整车发运企业将备件及成品车送至全国各地的 4S 店国内供应商:分布在全国各地,如长春、哈尔滨、浙江等地国外供应商:分布在世界各地如美国、日本、德国等中间仓库:由大众装配、国际物流等第三方物流企业提供并管理备 件 库:即将发往全国各地4S 店的各种零部件集中存于此处,由陆捷等公 司提供并管理生产 线:为一汽大众或一汽轿车的焊装、涂装、分装及总装线每天一汽大众及一汽轿车的生产能顺利进行,就得益于这条供应链的顺畅流通, 而要保证此供应链的顺利流通,就需要供应链上的伙伴能够共同分享他们所需要 的各种信息,从而使它们能够协调运作。

更重要的是通过业务外包的资源整合, 既节约了运营成本又提高了效率,实现了强强联合达到了共赢的目的。

二、运营模式简介由于本次实习活动只牵涉到大众装配的一汽轿车国产件的仓促与配送业务、 国际 物流的一汽大众的CKD 和国产件的仓促与配送及一汽大众的生产物流,且两家 物流单位在国产件业务上基本相同,因此以下将综合介绍而不再分开说明。

本报 告主要围绕中间仓库进行展开说明。

(一) 订货模式中间仓库的计划员根据生产线的月计划、 周计划与日计划(由于备件量小,此处 忽略不计),再结合仓库的实际情况及供应商的距离远近编制订货计划(举例见 “仓储方式”中例子),然后以电子信息形式发送到各供应商。

其中 CKD 件由生 产线直接向国外供应商订货,经大连港口将装有零部件的集装箱运到国际物流集 装箱仓库中心,然后根据生产需要打开集装箱,将各种零部件送至指定的库房 (DC 或BC )等待配送。

(二) 仓储方式接到订货信息后各供应商将零部件送到指定的仓库, 由负责此件的保管员负责验 收然后入库。

物流一般标准 一汽大众

物流一般标准 一汽大众

物流一般标准一汽-大众汽车有限公司物流一般标准一汽-大众汽车有限公司生产管理部适用于一汽-大众汽车有限公司供应生产零件和材料的一次配套国内供应商Version:Jan.2006 2006-01-05 1-13 LO-LP FAW-VW 物流一般标准一汽-大众汽车有限公司目录前言 (3)1.原则 (4)2.供货方式 (4)3.结算依据 (4)4.供应商的地理位置 (4)5.供货物流方案 (5)6.运输要求 (5)7.中转仓储要求 (5)8.包装要求 (6)9.零件需求计划 (7)10.要货信息系统 (8)11.处罚原则 (8)12.技术更改 (9)13.工作时间 (9)14.联系人 (9)15.应急预案 (9)16.安全管理 (9)17.物流费用报价 (10)附件1 供货信息系统投资及费用 (11)附件2 一汽-大众生产管理部组织机构及物流联系人员 (12)附件3 零件费用定义 (13)2006-01-05 2-13 LO-LP FAW-VW 物流一般标准一汽-大众汽车有限公司前言此《物流一般标准》是根据一汽-大众生产管理部的要求结合在日常工作中实际发生和存在的情况而制定,其目的是为了能够在新件定点前明确其物流要求,使预选供应商能够更准确的完成物流费用报价,为今后批量供货时实施物流要求提供基础和保证。

在新零件开始实施时,一汽-大众生产管理部将按照零件定点时所确定的物流标准进一步进行明确和调整。

在日常的供货和操作过程中,所有供应商必须遵照此《物流一般标准》和其它一汽-大众书面提出的具体物流要求,履行供应商与一汽-大众合同所规定的各项义务和责任,杜绝所有不符合现象,从而提高整个物流环节的操作效率和控制能力。

一汽-大众生产管理部拥有本《标准》的最终解释权。

随着一汽-大众的发展和有关法规新要求的提出,一汽-大众将予以更新并及时重新发布。

2006-01-05 3-13 LO-LP FAW-VW 物流一般标准1.原则一汽-大众汽车有限公司1.1.预选供应商必须按一汽-大众的物流要求组织、规划自己的物流过程,并按此完成报价,在一汽大众的报价单中明确各项物流费用。

一汽大众的物流外包

一汽大众的物流外包

一汽大众现行物流外包的不足
• 物流控制系统不够完善 • 有效激励与约束不足 • 因物流外包间接导致客户满意度降低
THE END
一汽大众的物流外包
小组成员:付牛 王志超 胡银亮
物流外包的原因
通过业务外包,可以卸下包袱,免除人力, 财力等多方面的消耗,将自身有限的资源 投入到核心业务,最大限度的增强自身的 核心竞争力
第三方物流企业作为专业的物流企业,有 专业的物流运作人才和经验、有广阔的物 流网络、设施及现代化的物流信息系统, 可以大大降低企业的物流成本、提高运作 效率
废弃物回收物流
回收物品 的分拣
第三方物 流商的处 理
第三方物 流商回收 物品的仓 库
回收物品 的分类运 售后服务质量提高 • 获得一定的费用效益和战略利益 一汽大众在选择了物流外包作为主要物流 模式后,在节省物流成本方面发生了显著 的变化。这是一汽大众选择物流外包后的 直接成果的体现。
一汽大众物流外包做法
• 整车物流外包 根据价值链理论和战略理论,一汽大众借 助一起集团资源整合的策略下,将整车物 流完全转移给了专业的第三方物流公司处 理,同时通过信息管理等手段对物流外包 给与一定的监督与支持。
• 零部件物流外包 对于进口零部件的物流外包,根据地点、时 间和生产计划选择更合适的外包的第三方物流 公司,以实现成本和效率的有机结合。 对于国内零部件入场物流,针对南方的供应 商的距离较远,主要采用沿途集货式。北京, 天津、河北等地区的供应商,因地理距离较近, 供应商数目多运量大,主要采用集货中心式

一汽-大众物流一般标准(英文版)

一汽-大众物流一般标准(英文版)

General Logistic StandardFAW-Volkswagen Co. Ltd.Logistics DepartmentApplies to all domestic first-tier suppliers supplying FAW-Volkswagen Co. Ltd. with manufacturing parts and materialsVersion: Jan. 2006ContentsForeword (3)1. General Principles (4)2. Goods Supply Methods (4)3. Settlements (5)4. Geographical Location of Suppliers (5)5. Logistic Solutions (5)6. Transport Requirements (6)7. Transit Warehouse Requirements (6)8. Packaging Requirements (7)9. Part Requirement Planning (9)10. Goods Demand Information Systems (10)11. Fines (11)12. Changes in Technology (11)13. Working Hours (12)14. Contacts (12)15. Emergency Planning (12)16. Safe Management (12)17. Logistic Cost Quotations (13)Appendix 1 Investment & Running Costs for Goods Supply Information Systems (13)Appendix 2 Organizational Structure & Logistic Contact Persons of FAW-Volkswagen’s Logistics Department (15)Appendix 3 Part Cost Definition (17)ForewordThis “General Logistic Standard” was compiled based on the requirements of FAW-Volkswagen’s Logistics Department and actual and existing circumstances arising from day-to-day work, with the aim of clarifying logistic requirements before a new part is designated, enabling pre-selected suppliers to produce more accurate logistic quotations, and providing a foundation and guarantee for the future implementation of logistic requirements during batch goods supply. When a new part is processed, the FAW-Volkswagen Logistics Department will carry out further confirmation and adjustments according to the logistic standard decided during part designation.During day-to-day goods supply and operations, all suppliers must abide by the specific logistic requirem ents of the “General Logistic Standard” and any other of FAW-Volkswagen's written suggestions, and perform all the duties and obligations stipulated in the contract between the supplier and FAW-Volkswagen, avoiding all non-compliant behavior, and thus improve the operation efficiency and control capabilities of the whole logistic cycle.FAW-Volkswagen reserves the right of final interpretation of the "Standard.” With the development of FAW-Volkswagen and the new requirements of relevant laws and regulations, the Company will update and promptly re-release this document.1. General Principles1.1. Pre-selected suppliers must organize and plan their logistic process based on FAW-Volkswagen's logistic requirements, and in turn complete the quotation according to this process, making sure that each logistic cost is made clear in FAW-Volkswagen’s quotation form. 1.2. During the goods supply process, the supplier must not only abide by the logistic requirements described in the “Standard”, but also abide by other logistic standards and requirements stipulated by FAW-Volkswagen not emphasized or mentioned by the “Standard.”1.3. If, during the goods supply process, there are changes to the quotation and/or mode of operation, the supplier must obtain the approval and agreement of the FAW-Volkswagen Logistics Department before these become effective, otherwise the supplier must take the responsibility for any consequences that arise from these changes.2. Goods Supply MethodsIn principle, parts supplied to FAW-Volkswagen's designated sites can reach their destination via three methods:2.1. Kanban Goods Supply: The supplier delivers goods to FAW-Volkswagen's logistic entranceaccording to the goods demand sent by FAW-Volkswagen via electronic Kanban (or telephone).2.2. Just In Time (JIT) Goods Supply: The supplier delivers goods to FAW-Volkswagen’s logistic entranceaccording to the car manufacturing sequence. Whenever necessary, internal JIT production must be carried out according to FAW-Volkswagen's requirements.2.3. Requirement Planning Goods Supply: The supplier (outside Changchun) supplies goods to a specified transit warehouse (the parts remain the property of the supplier) according to the goods arrival time and quantities required in the Part Requirement Plan, and are then sent from the transit warehouse to FAW-Volkswagen’s logistic entrancevia Kanban or JIT methods.Pre-selected suppliers can obtain relevant information from FAW-Volkswagen’s Contracting-Out New Parts document.3. Settlements3.1. Parts Supplied Via Kanban: FAW-Volkswagen will make settlements according to the number of parts registered in its logistic entry system as having entered the warehouse.3.2. Parts Supplied Via JIT: FAW-Volkswagen will make settlements according to the number of parts at point CP7 , after cars have come off the assembly line.4. Geographical Location of SuppliersIn order to ensure that a supplier can dispatch goods to FAW-Volkswagen upon receipt of its goods demand within the controlled time, suppliers should be located near the Company (suppliers located near the transit warehouse would also fulfill this requirement).4.1. Kanban Parts: After receiving FAW-Volkswagen’s goods demand notice, goods must be delivered to the Company’s logistic entrance within 2 hours.4.2. JIT Parts: Ideally, the supplier will be located within a 5 km radius of FAW-Volkswagen. The limit is 25 km.5. Logistic Solutions5.1. After pre-selected suppliers sign a Test Manufacture Agreement (TMA) with FAW-Volkswagen, they should immediately get in contact with the Logistic Planning Section of the Logistics Department and decide upon a “Part Supply Logistic Solution,” seeking final confirmation with the Logistic Planning Section.The “Part Supply Logistic Solution” includes transport, tra nsit warehouse, packaging, etc solutions required for parts to deliver from the supplier to FAW-Volkswagen’s entrance.5.2. Before the batch goods supply, the supplier must make preparations according to the “Part Supply Logistic Solution.” If for any reas on something cannot be completed according to plan, the supplier must contact the Logistic Planning Section in advance.5.3. The supplier must rigorously execute the logistic solution; if any changes are required, the supplier must contact the Logistic Planning Section in advance and, having obtained its approval, carry out the changes.6. Transport RequirementsWhen transporting parts, in addition to abiding by Chinese laws, regulations and industry standards, the supplier must also pay attention to the following:6.1. The vehicle used to transport the parts must be of a van-type with a sealed hold and convenient for loading and unloading. The vehicle must also be in good condition and all equipment (fastenings, fire prevention equipment, etc) must be in full working order. During transport, containers and racks should be appropriately fixed down.6.2. Vehicles that enter FAW-Volkswagen must fulfill the Company’s requirements.6.3. Drivers and delivery men must be well-trained, ensuring that suppliers are contacted swiftly during transportation.6.4. Chemicals, oils & lubricants and dangerous articles must be transported in special vehicles, while the transport of easily flammable and explosive chemicals must be approved by the Public Security Department, and transported according to the requirements of Chinese regulations, also taking the necessary safety measures (i.e. warning signs in clear view).6.5. In order to enhance core competitiveness by lowering part transport costs, FAW-Volkswagen may entrust the one carrier to transport the goods of more than one supplier:6.5.1. If the part transport cost of a supplier can be optimized, FAW-Volkswagen will organize joint transportation, pay the carrier, and deduct the relevant amount from the part cost it owes the suppliers. Moreover, in any subsequent quotations, the supplier will not have to include transport costs. FAW-Volkswagen will notify the implementation of this measure at a later date;6.5.2. If the part transport cost cannot be optimized, the supplier must make its own transport arrangements.7. Transit Warehouse Requirements7.1. Currently, FAW-Volkswagen has designated two localized transit warehouses in Changchun; for FAW-Volkswagen’s Car Plant 1 and Car Plant 2 respectively:A. Transit Warehouse of Factory 1: Volkswagen Logistics Changchun Co. Ltd., abbreviatedto LILA1B. Transit Warehouse of Factory 2: FAW International Logistics Center, abbreviated to LILA27.2. In principle, FAW-Volkswagen requires suppliers outside Changchun to store their parts at LILA1 or LILA2; depending on the supplier’s region, the following time appl ies for transit warehouse storage:7.3. The exact storage time for each part must be confirmed with the Material Disposition Section of the Logistics Department.7.4. If the usage time of the smallest capacity package of a part exceeds the above stipulated time, it should be used as the standard time for that particular part.7.5. Parts must be sent and stored in the corresponding transit warehouse depending on the car and machinery types produced respectively at the two factories. Parts required by both factories should be dealt with according to the Logistic Solution determined with the Logistic Planning Section.7.6. In order to facilitate unified management, FAW-Volkswagen does not encourage suppliers to set up their own transit warehouse in Changchun; moreover the supplier is fully responsible for any inconveniences or increased expense that such a move might entail.7.7. For parts stored at LILA1:7.7.1. Currently, it is the supplier that pays for storage costs at LILA1;7.7.2. In order to enhance core competitiveness by lowering part storage costs, FAW-Volkswagen plans to directly pay for LILA1 storage costs and then deduct the relevant amount from the part costs it owes the suppliers. Moreover, in any subsequent quotations, the supplier will not have to include part storage costs. FAW-Volkswagen will notify the implementation of this measure at a later date;7.8. For parts stored at LILA2: FAW-Volkswagen directly pays for LILA2 storage costs; quotations should not include part storage costs.8. Packaging Requirements8.1. In principle, when parts that are due to be sent directly from supplier to FAW-Volkswagen leave the factory, they are packaged in re-usable logistic equipment (plastic containers, metal containersand racks); when parts that are due to go through the transit warehouse leave the factory, they are packaged in disposable packaging (paper packaging). These parts are then re-packaged into re-usable logistic equipment at the transit warehouse, before being sent to FAW-Volkswagen's logistic entrance. All packaging must conform to quality, safety and environmental-friendly requirements, and the exact packaging solution of each part must be determined with the Logistic Planning Section, ensuring that all preparations are completed within its time requirements.8.2. Manufacture and maintenance:8.2.1. Re-usable logistic boxManufacturing standards and quantities are determined by the Logistic Planning Section, meaning that the supplier should only manufacture or purchase this equipment from the box-manufacturers designated by FAW-Volkswagen; however the price of this equipment should be negotiated independently. At the same time, the supplier must carry out maintenance, updating, cleaning and the processing of signs according to FAW-Volkswagen's requirements;8.2.1.1. Logistic equipment in common-use(1.1) From supplier directly to FAW-Volkswagen’s entrance: All equipment is to beprovided by the supplier;(1.2) From supplier to transit warehouse: All equipment is to be provided by the supplier;(1.3) From LILA1 to FAW-Volkswagen’s entrance: Equipment used during transport is tobe provided by the supplier;From LILA2 to FAW-Volkswagen’s entrance: E quipment used during transport is to be provided by FAW-Volkswagen;8.2.1.2. Special Logistic Equipment(2.1) From supplier directly to FAW-Volkswagen’s entrance: All equipment is to beprovided by the supplier;(2.2) From supplier to transit warehouse: All equipment is to be provided by the supplier;(2.3) From LILA1 to FAW-Volkswagen’s entrance: All equipment is to be provided by thesupplier;From LILA2 to FAW-Volkswagen’s entrance: Equipment used during transport is to be provided by FAW-Volkswagen;8.2.2. Disposable packaging: The supplier must manufacture or purchase this according to therequirements of FAW-Volkswagen's Logistic Planning Section.8.3. Equipment depreciation: Metal equipment depreciation is calculated on a 6 year basis, while plastic equipment depreciation is calculated on a 3 year basis.8.4. Equipment maintenance: In principle, equipment maintenance should be carried out at FAW-Volkswagen-designated logistic equipment suppliers; if the supplier carries out maintenance independently, this must still be done in accordance with FAW-Volkswagen’s equipment standards.8.4.1. From supplier directly to FAW-Volkswagen’s entrance: All equipment is to be maintained by the supplier;8.4.2. From supplier to transit warehouse: All equipment is to be maintained by the supplier;8.4.3. From LILA1 to FAW-Volkswagen’s entrance: Equipment used during transport is to be maintained by the supplier;8.4.4. From LILA2 to FAW-Volkswagen’s entrance: Equipment used during transport is to be maintained by FAW-Volkswagen;8.4.5. When responsibility for damaged equipment is indisputable, whoever is responsible will carry out the repair.8.5. Package signs: the supplier must place signs on packages according to the requirements of FAW-Volkswagen’s Logistic Pl anning Section, and ensure that signs are correct, in good condition, and in clear view; after empty equipment is returned, suppliers must promptly process old signs to ensure the traceability of parts.8.6. Return of empty equipment: the supplier and transit warehouse should promptly return empty equipment according to the requirements of FAW-Volkswagen’s Logistic Planning Section.9. Part Requirement Planning9.1. The supplier should organize and arrange its own production and material preparation work according to FAW-Volkswagen’s Part Requirement Plan.9.2. Outside suppliers must supply goods to a designated transit warehouse according to the goods arrival time and quantity stipulated in the Part Requirement Plan.9.3. The supplier must apply for a free email address from FAW-Volkswagen’s Supply Department; when batch goods supply status has been achieved, FAW-Volkswagen will send the PartRequirement Plan to this address.9.4. The supplier should ensure that the email account is checked regularly every FAW-Volkswagen working day and that messages and notices from the Company are acted upon; if a problem with the email account arises, the supplier should immediately contact FAW-Volkswagen; if the Company does not receive any feedback from the supplier, it will assume that everything is proceeding according to plan.9.5. FAW-Volkswagen’s Part Requirement Planning:9.5.1. Net Requirement Planning: the SAP System provides Rolling Requirement Plans for parts. The goods demand plan, sent weekly, includes 26 weeks of weekly part requirements. Whenever necessary, the detailed goods demand, sent daily, includes 4 weeks of daily requirements.9.5.2. Supplementary Planning: In the event of part shortage, wrong-delivery, damage, etc, additional plans (as agreed earlier) must be carried out via telephone, fax or email.9.6. The supplier must possess efficient planning capabilities, and have sufficient stock to satisfy requirements besides those of FAW-Volkswagen.10. Goods Demand Information Systems10.1. Kanban parts10.1.1. The supplier must establish an R/3 System connection with FAW-Volkswagen, which the Company’s logistic entry will use to send an Electronic Kanban containing goods demand information. The supplier will carry out the goods supply by connecting to the R/3 System and printing a bar-coded Goods Supply Form;10.1.2. Each year the supplier must pay an information service charge to FAW-Volkswagen, see appendix 1.10.2. JIT parts10.2.1. The supplier must purchase the FIS System provided by FAW-Volkswagen. JIT goods supply will be carried out according to the part requirement messages sent by the FIS System based on the CP5A manufacturing sequence;10.2.2. Via a computer system, the supplier receives, respectively, the assembly sequence plan guidelines sent by body shop point R100 (car bodies are online) or a later-stage information pointand the assembly sequence plan guidelines sent by point M100 (CP5A). JIT production or back-up preparations are carried out according to the assembly sequence plan guidelines;10.2.3. The supplier must pay FAW-Volkswagen for the equipment essential for JIT, and also pay an information service charge, see appendix 1.10.3. FAW-Volkswagen’s Company Management Services and Logistics Departments will be jointly responsible for the management of the Logistics Information System (hardware and software). Should a problem with the goods supply system arise, the supplier should promptly report to FAW-Volkswagen.11. Fines11.1. If, because of a problem with the supplier (late goods supply, batch production quality falls short of the mark, etc), FAW-Volkswagen has to halt production, the Production Control Section of the Logistics Department will notify the supplier of the need for improvement and give out a fine according to the standards stipulated by the relevant department. Currently the fine is set at: 150 RMB/min.11.2. If the supplier violates any of FAW-Volkswagen’s relevant regulations and causes the Company’s logistic operations to incur additional costs, the Company’s relevant de partment will calculate these and ask the supplier to provide compensation.12. Changes in Technology12.1. If the technology of a part changes, the supplier should determine the time for production preparations according to accurate drawings, and notify FAW-Volkswagen’s Procurement Department the production time of the new part, as well as completing production preparations within the stipulated time.12.2. Via the Procurement Department, the Pre-series Management Section of the Logistics Department will i ssue the supplier with a “Technology Change Timetable", the supplier must then provide the goods according to the technology change implementation time.13. Working HoursThe supplier must arrange its working hours (shift changes, rest days, holidays, meetings, production capacity fluctuations, etc) according to FAW-Volkswagen’s production calendar and specific circumstances, and complete goods delivery within the requirements of FAW-Volkswagen's goods delivery windows.14. Contacts14.1. In order to efficiently carry out goods delivery and other relevant business, the supplier must designate a contact person for each section of the Logistics Department, and ensure that these can be contacted at all time during FAW-Volkswagen's working hours.14.2. As soon as there is a contact person or contact details change, the relevant section of FAW-Volkswagen should be immediately notified and the relevant information passed on.14.3. For the contact person and contact details of each section of FAW-Volkswagen’s Logist ics Department, see appendix 2; after a part TMA has been signed between the supplier and FAW-Volkswagen, the relevant person in charge of the Logistic Planning Section must be immediately contacted in order to decide upon the logistic solutions and other relevant logistic matters.15. Emergency PlanningThe supplier must carefully consider all the factors that may affect the normal operation of all the cycles of the logistic process, and on the basis of this stipulate an effective emergency plan to safeguard FAW-Volkswagen’s production. Whenever necessary, the emergency plan must be approved by FAW-Volkswagen.16. Safe ManagementThe supplier must ensure its compliance with Chinese and local laws and regulations, safety regulations, Identificatio n Technology regulations, FAW-Volkswagen safety regulations, etc, and ensure that day-to-day operations conform to these.17. Logistic Cost QuotationsFAW-Volkswagen employs an A-B split-cost method to carry out new part cost enquiries; for the definition of part costs see appendix 3. Before making a logistic cost quotation, the supplier must first carefully read the present standard and all of its appendices; otherwise it will be responsible for any consequences arising from mismanagement.Appendix 1 Investment & Running Costs for Goods Supply Information SystemsI. Hardware for Electronic Kanban Goods Demand System1) One network password card (6 month waiting period, FAW-Volkswagen to order on behalfof supplier)2) One personal computer (20,000 RMB, to be paid by supplier to FAW-Volkswagen)3) One printer (Model no. HP2000 or above, to be purchased independently by supplier)4) Kanban printing paper (4 sheets per document, to be purchased independently bysupplier)5) Annual service charge (3,000 RMB, to be paid by supplier to FAW-Volkswagen)II. One-off investment & annual costs for JIT goods supply factoriesAppendix 2 Organizational Structure & Logistic Contact Persons of FAW-Volkswagen’s Logistics DepartmentI. Organizational structure of FAW-Volkswagen's Logistics DepartmentII. FAW-Volkswagen's logistic contact personsAppendix 3 Part Cost DefinitionI. A-B cost definitionTransport Costs - A, Direct delivery to FAW-Volkswagen’s entrance: Transport from supplier to FAW-Volkswagen’s entranceB, Via transit warehouse: Transport from supplier to transit warehouse(Including the return of empty equipment)Storage Costs - A, Direct delivery to FAW-Volkswagen's entrance: No storage costsB, Via transit warehouse: Storage in transit warehouse and delivery of parts toproduction line (transport, hand-over and return of empty containers) Equipment Costs - Including re-usable equipment depreciation and maintenanceSorting Costs: Costs specially incurred during part sorting. Including sorting equipment, information equipment, workers, dimensions, etcPlease Note:1. The logistic cost of JIT parts includes points 1-4, while the logistic cost of non-JITparts includes points 1-3;2. If a supplier builds or rents its own warehouse in Changchun, it must still pay forstorage costs.。

一汽_大众物流一般标准

一汽_大众物流一般标准

物流一般标准一汽-大众汽车生产管理部适用于一汽-大众汽车供应生产零件和材料的一次配套国供应商Version:Jan.2006目录前言 (3)1.原则 (4)2.供货方式 (4)3.结算依据 (4)4.供应商的地理位置 (4)5.供货物流方案 (5)6.运输要求 (5)7.中转仓储要求 (5)8.包装要求 (6)9.零件需求计划 (7)10.要货信息系统 (8)11.处罚原则 (8)12.技术更改 (9)13.工作时间 (9)14.联系人 (9)15.应急预案 (9)16.安全管理 (9)17.物流费用报价 (10)附件1 供货信息系统投资及费用 (11)附件2 一汽-大众生产管理部组织机构及物流联系人员 (12)附件3 零件费用定义 (13)前言此《物流一般标准》是根据一汽-大众生产管理部的要求结合在日常工作中实际发生和存在的情况而制定,其目的是为了能够在新件定点前明确其物流要求,使预选供应商能够更准确的完成物流费用报价,为今后批量供货时实施物流要求提供基础和保证。

在新零件开始实施时,一汽-大众生产管理部将按照零件定点时所确定的物流标准进一步进行明确和调整。

在日常的供货和操作过程中,所有供应商必须遵照此《物流一般标准》和其它一汽-大众书面提出的具体物流要求,履行供应商与一汽-大众合同所规定的各项义务和责任,杜绝所有不符合现象,从而提高整个物流环节的操作效率和控制能力。

一汽-大众生产管理部拥有本《标准》的最终解释权。

随着一汽-大众的发展和有关法规新要求的提出,一汽-大众将予以更新并及时重新发布。

1.原则1.1.预选供应商必须按一汽-大众的物流要求组织、规划自己的物流过程,并按此完成报价,在一汽-大众的报价单中明确各项物流费用。

1.2.供应商在供货过程中不仅须遵守本《标准》所述物流要求,亦须遵守在本《标准》未着重或未提及的一汽-大众规定的其它方面的物流标准和要求。

1.3.供应商在物流供货过程上对报价、操作方案有任何变化均须获得一汽-大众生产管理部的认可、同意后方可实施,否则将由供应商承担由此引起的后果。

一汽大众物流管理方式

一汽大众物流管理方式

一汽大众物流管理方式一汽大众轿车二厂瞄准的是国际前沿的大规模定制化生产,而法布劳格设计的拆散中心、分篮中心方案则是这个全新供应链上的关键一环。

2004年7月15日,是一汽大众公司轿车二厂奠基一周年纪念日,在此之前的7月1日,第一辆开迪试生产车(00001)刚在轿车二厂新建成的总装车间下线。

这辆外表看起来跟其它新车没两样的开迪车,其实是在轿车二厂个性化定制生产线上生产出来的第一辆车。

一、复杂的定制物流世界汽车生产经历了单件定制生产、福特大规模生产、精益生产等阶段,如今开始进入大规模定制时代,根据每一位顾客的需求提供独一无二的定制产品。

在大规模定制生产中,用户处于价值链的最前端,企业要按订单而不是按预测来生产,而且定制的速度越来越快。

目前从订单到交货,最快需要10天左右,国外企业已经提出5天交货的目标,有的更希望最终达到两天交货。

在大规模定制生产方式下,汽车被分解成10至20个大的模块,每个模块实际上是上千个零件的集成,由大的供应商组装供应,汽车厂只需要把这10至20个模块组装起来就成了,现在的汽车生产线长度在1000至1500米,将来只要50米就够了。

而位于长春被称为“未来工厂”的一汽大众轿车二厂,正是适应这种日渐兴起的大规模定制化需要而建立的。

以后顾客买车,可以像买戴尔电脑一样,根据自己的喜好或需要选择不同的款式和配置,比如是手动档还是自动档,甚至是汽车音响的品牌。

客户以后不是在车市上挑车,而是在纸上挑,然后给汽车工厂下订单。

当车还在生产线上时,客户就知道哪辆车是你的了。

一汽大众轿车二厂总投资10亿欧元,占地面积66万平方米。

新厂区内建有以冲压、焊装、油漆、总装为主的现代化生产车间及生产辅助车间,将用来生产一汽大众第5代A级车平台——35平台上的若干新产品。

目前,一汽大众生产的宝来、高尔夫是大众集团上一代的生产平台——34上的产品,即第4代A级车。

而在35上,可以生产新宝来、新高尔夫、新奥迪A3、新甲壳虫、途安和开迪等车型。

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