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新西兰留学生论文代写:改善供应链

改善供应链的生产可能是最重要和复杂的一步。乐高的挑战来自于其生产设施的组织方式和制造操作的复杂性。在某种程度上,混乱的生产操作导致了整体产能利用率的低70%。工厂里有数百个独立的生产单位,可以以任何方式下订单。这往往没有平衡供应能力、库存水平和需求需求。因此,这种碎片化的系统不支持长期规划,导致成本高、效率低。此外,这些生产基地位于丹麦、美国和瑞士等高成本国家,只有10%的生产外包给了中国。生产基地主要按照品牌战略运作,例如瑞士工厂只生产DUPLO和工艺产品。第一步是为机器设定清晰的生产周期,而不是让机器在任何时候生产任何元素。这种方法有助于减少持续的、昂贵的重新加工以及平衡生产操作。此外,在每月的会议上,以消除变更数量的方式制定订单。然而,关于生产操作的主要决定是将大部分生产外包给外部包装和制造服务提供商。其中一个原因是通过将生产从高成本国家转移来降低成本。另一个原因是为了减少分包商的数量,利用规模经济,考虑到乐高每年生产大约240亿块积木。

新西兰留学生论文代写:改善供应链

The improved production in the supply chain was probably the most important and complicated step. The challenges came from the way LEGO organized its production facilities and the complexity of manufacturing operations. In some way chaotic production operations resulted in low 70 percent of overall capacity utilization. There were hundreds of independent production units within the facilities that could place their orders in any manner. This was often without balancing supply capabilities, inventory levels and demand needs. Consequently, such fragmented system did not support long-term planning and resulted in high costs and low efficiency. Moreover, the production sites were located in high-cost countries as Denmark, United States and Switzerland, while just 10 percent of production was outsourced to China. Production sites mainly operated according the branding strategy, where, for example, Swiss factories only manufactured DUPLO and Technic products. One of the first steps was to set clear production cycles for machines instead of having them available to produce any element at any time. This approach helped to reduce constant and costly retooling as well as balance production operations. Furthermore, orders were set in the monthly meetings in that way eliminating the number of changeovers. However, the major decision concerning production operations was to outsource large part of the production to external packaging and manufacturing service providers. One of the reasons was to cut the costs by moving the production from high-cost countries. Another reason was to reduce the number of subcontractors and utilize the economies of scale, having in mind that LEGO was producing about 24 billion bricks per year.

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