论文总字数：27332字

摘 要

随着全球化的快速发展，时尚领域的奢侈品市场竞争日趋激烈。这一领域的供应链也发生了变化。在此之前，时尚奢侈品市场的内外竞争主要集中在品牌和销售领域。随着工业供应链模式的优化，这一竞争已逐渐演变为企业之间供应链的比拼。寻找更便宜，响应更快的生产加工厂已成为众多行业参与者的共识。考虑到材料成本，劳动力成本和市场规模，在中国开设相应的企业或工厂已成为首选。值得注意的是，时尚界的产品模式与许多消费品公司不同。其供应链方面的区别在于，对于前者最要紧的不是如何减少成本，而是如何保证完美的服务。换句话说，安全和及时地向消费者交付货物是首要的。

本文基于一家专门从事服装和配饰的法国时装公司，该公司开始在上海开设直销店。本文通过它为例将展开介绍供应链模式在时尚产品领域的特点。同时，针对公司实际运营过程中出现的新产品类型快速更新，需求急剧变化，运输成本高，物资安全库存建设还有采购订单流程的复杂性等问题进行了具体分析研究。在研究中，发现该公司的问题也同样是大多其他公司所面对的问题，甚至是整个时尚奢侈品行业所面临的问题。在研究之后所得总结，出现问题的原因主要是由于该行业需求变化太快，潮流风向很大程度影响了产品的生产需求，同时与之匹配的供应链反应速度不足以为其提供支持。

在这样的契机之下，笔者对A公司的供应链模式采用了SWOT模型进行分析，围绕品牌发展为该企业改进供应链模式。随后采用SCOR模型分析奢侈品领域供应链的特点并结合企业现状，寻求适应于A公司的供应链管理优化的具体策略并给予建议。帮助企业获得新的竞争优势。

关键词： 时尚奢侈品; 买手制; 供应链模式；标准操作流程；关键效益指标；

Abstract

With the rapid development of globalization, the competition in the luxury goods market in the fashion field has become increasingly fierce. The supply chain in this area has also changed. Prior to this, competition in the luxury fashion market mainly focused on brands and sales. With the optimization of the industrial supply chain model, this competition has gradually evolved into a competition between companies' supply chains. Finding cheaper, faster-responding production plants has become the consensus of many industry players. Taking into account material costs, labor costs and market size, opening a corresponding company or factory in China has become the first choice. It is worth noting that the fashion industry's product model is different from many consumer product companies. The difference in its supply chain is that the most important thing for the former is not how to reduce costs, but how to ensure perfect service. In other words, the safe and timely delivery of goods to consumers is of primary importance.

This article is based on a French fashion company that specializes in clothing and accessories. The company began opening outlet stores in Shanghai. This article will use it as an example to introduce the characteristics of the supply chain model in the field of fashion products. At the same time, specific analysis and research were conducted on issues such as the rapid update of new product types in the actual operations of the company, the rapid changes in demand, high transportation costs, the construction of material security inventory, and the complexity of the purchase order process. In the study, it was found that the company's problems were also the same as most other companies faced, and even the entire fashion luxury industry. After the conclusion of the study, the reasons for the problems were mainly due to the rapid changes in demand in the industry, the impact of the trend to a large extent on the product's production needs, and the matching supply chain reaction speed is not enough to provide support for it.

In this opportunity, the author used SWOT to analyze the supply chain model of Company A, and improved the supply chain model for the company's development. In response to the problems and bottlenecks in the production, procurement, warehousing, distribution, and sales of the branded product supply chain, the company uses standard operating procedure management (SOP), key benefit indicators (KPI) and other tools to evaluate and improve Its benefits, analyze the characteristics of the luxury goods supply chain and combine the company's strategy to seek specific strategies to adapt to company A's supply chain management and give advice. Helping companies gain new competitive advantages.

Keywords: buying system; supply chain model; fashion and luxury goods；SOP；KPI

目录

摘要 I

Abstract II

第一章 绪论 1

1.1.选题背景 1

1.2 现状分析 1

1.3 研究内容 4

第二章 相关理论 6

2.1 时尚奢侈品 6

2.2 供应链管理 7

2.3 时尚奢侈品管理的特点 8

第三章 A（上海）有限公司的发展现状分析 10

3.1公司简介 10

3.2 A公司的经营环境分析 12

3.3 A公司供应链管理模式分析 14

3.4 A公司的供应链管理优化的必要性分析 18

第四章 A（上海）有限公司供应链管理策略优化分析 21

4.1 A公司组织架构的改进 21

4.2 SCOR模型优化分析 21

4.3 A公司供应链优化策略的实施 25

第五章 结论与借鉴 29

5.1 结论 29

5.2 借鉴 29

参考文献 30

第一章 绪论

1.1.选题背景

改革开放实施以来，中国经济发展迅速，在最近的十年，随着越来越多的中国人进入中产阶级行列，再加上年青一代的前卫消费观念的推动，人们的消费水平日益增长，奢侈品逐渐成为人们展示身份和交换礼物的最佳选择。在中国市场，近些年奢侈品行业保持了两位数的增长速度。许多奢侈品公司都积极地在中国一线甚至二三线城市建立分支机构，从而更好地支持中国公司的销售增长并且更快地响应中国消费者的需求，由此形成依靠外国总部指挥遥控，中国区域分机构负责执行的国内外区域合作模式。这种模式的优势在于，外国总部可以通过亚太地区负责人的报告和反馈，及时有效地调整整个地区的生产，从而调节市场和销售状况，制定协调企业的发展战略。至于缺点，毫无疑问这种国内外的区域合作运营模式拉长了整个公司的供应链布局，导致供应链成本上升和市场反应滞后，而且由于文化差异，行业的管理政策在不同国家之间存在差异，总部制定的战略经常不适合国内市场。

目前，大多数奢侈品公司在中国主要城市设有分支机构。大多数都是为了扩大市场和提高销售额，而供应链连接的主要是外包物流公司和非核心业务。公司内部物流部门仅作为物流使用。经济环境尚可时，该部门能够顺利支持销售流程，此时供应链管理问题被公司销售数字所掩盖，但一旦经济环境下滑，缺乏供应链管理的问题将立即显露无疑，从而进一步推迟公司的销售，如果一个企业不能很好地掌握整个供应链流程，那么它的发展必将受到抑制，甚至会在高强度的竞争下提前退场。

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