近些年来，随着云计算，物联网，大数据和人工智能的快速发展，带动了服 务器欧亿·体育（中国）有限公司的快速发展，服务器作为这些技术的基础硬件设备，其销量不断攀升， 产品也不断的升级换代，欧亿·体育（中国）有限公司内竞争日益激烈。面对快速发展的服务器市场，传 统的供应链管理方式即：单一企业或集团的供应链管理，已经不适合市场的变化， 当前的市场竞争已经演变为整个供应链的竞争，链条中的每个环节都影响着供应 链的整体绩效。为了提高企业的运行效率，降低成本，实现更多的利润，服务器 欧亿·体育（中国）有限公司的供应链管理变得更加的迫切和需要。 供应链是产品从零件开始，到中间半成品，再到成品，最后到消费者手中所 涉及到的所有相关环节。本文仅以产成品为参照点，将整条供应链分为两个部分， 前置供应链和后端供应链，前置供应链包含了研发，采购与供应商管理，库存管 理，生产制造等环节，后端供应链包含了销售物流，售后等环节。本文基于供应 链管理相关理论，结合服务器欧亿·体育（中国）有限公司自身特点，对L公司服务器前置供应链现状进 行分析，从研发管理，采购，供应商管理和生产管理几个方面来展开并着重论述。 尽管L公司在供应链管理方面有着多年的经验积累，但其服务器前置供应链的管 理并不完善，还存在一些问题，本文通过文献研究，调查研究等方法，对供应链 中存在的问题深入探讨，并尝试找出问题症结，最后从优化服务器前置供应链管 理的角度给予L公司一些建议。希望这些优化措施能够帮助L公司解决实际问题， 促进企业发展。L公司是服务器欧亿·体育（中国）有限公司的领导企业，具有欧亿·体育（中国）有限公司的代表性，供应链管理 中存在的不足也是普遍性的问题，因此优化解决方法对相关企业也有着借鉴作用。 关键词：供应链管理；服务器；优化； II Abstract In recent years, with the rapid development of cloud computing, Internet of Things, big data and artificial intelligence, the rapid development of the server industry has been driven, as the basic hardware equipment of these technologies, the server's sales volume continues to rise, and the products are constantly upgraded, and the competition in the industry is increasingly fierce. In the face of the fast-growing server market, the traditional supply chain management method is that the supply chain management of a single enterprise or group is no longer suitable for market changes. The current market competition has evolved into competition in the entire supply chain, each section in the chain will affects the overall performance of the supply chain. In order to improve the operational efficiency of enterprises, reduce costs, and achieve more profits, the supply chain management of the server industry has become more urgent. The supply chain is all the relevant links involved in the product from the beginning of the part, to the middle semi-finished product, to the finished product, and finally to the consumer. Taking the finished product as a reference point, the entire supply chain can be divided into two parts, the front supply chain and the back-end supply chain. The front supply chain includes R&D, procurement and supplier management, inventory management, manufacturing, etc. The back-end supply chain includes sales logistics, after-sales and other links. Based on the theory of supply chain management and the characteristics of the server industry, this paper analyzes the current situation of the front supply chain of L company server, and focuses on R&D management,procurement, supplier management and production management. Although L company has many years of experience in supply chain management, its server the front supply chain management is not perfect, and there are still some problems. This paper explores the problems in the supply chain through literature research and investigation and research. And try to find out the crux of the problem, and finally give L company some advice from the perspective of optimizing server the front supply chain management. It is hoped that these optimization measures will help L Company solve practical problems. L company is a leading enterprise in the server industry, and the shortcomings in supply chain management are also universal problems. Therefore, optimization solutions can also be used as reference for related companies. Keywords：Supply Chain Management; Server; Optimization; III 目录 第一章 绪论 ................................................ 1 1.1 研究背景 .................................................... 1 1.2 选题目的与意义 .............................................. 2 1.2.1 选题目的......................................................... 2 1.2.2 研究的意义 ....................................................... 2 1.3 研究内容与框架 .............................................. 3 1.3.1研究内容 ......................................................... 3 1.3.2论文框架 ......................................................... 3 1.4 研究方法 .................................................... 4 第二章 文献综述与供应链管理理论 ............................ 5 2.1 国内外文献综述 .............................................. 5 2.1.1 国外研究现状 ..................................................... 5 2.1.2 国内研究现状 ..................................................... 5 2.1.3 文献评述......................................................... 7 2.2 供应链概念及管理理论 ........................................ 7 2.2.1 供应链的概念 ..................................................... 7 2.2.2 供应链管理理论 ................................................... 8 2.2.3 供应链管理目的 .................................................. 10 第三章 L公司服务器前置供应链管理的现状 ................... 11 3.1 服务器欧亿·体育（中国）有限公司特点 ............................................. 11 3.1.1 服务器零组件复杂 ................................................ 11 3.1.2 需求推动客制化发展和商业模式的转变 .............................. 12 3.2 L公司的历史与服务器业务的发展 .............................. 14 3.2.1 L公司的发展历程 ................................................ 15 3.2.2 L公司服务器业务的发展 .......................................... 15 3.3 L公司服务器部门组织架构 .................................... 16 3.4 L公司服务器前置供应链管理现状分析 .......................... 17 IV 3.4.1 供应链现状 ...................................................... 17 3.4.2 L公司服务器前置供应链管理的挑战 ................................ 18 第四章 L公司服务器前置供应链管理问题分析 ................. 20 4.1 L公司服务器前置供应链管理情况访谈 .......................... 20 4.1.1 访谈方案的设计 .................................................. 20 4.1.2 员工访谈........................................................ 20 4.1.3 访谈样本描述 .................................................... 21 4.1.4 访谈主题内容数据分析 ............................................ 22 4.2 L公司服务器前置供应链管理情况实地调查 ...................... 24 4.2.1 研发部门实地调查 ................................................ 24 4.2.2 采购部门实地调查 ................................................ 25 4.2.3 生产制造部门实地调查 ............................................ 26 4.3 前置供应链管理问题汇总 ..................................... 28 第五章 L公司服务器前置供应链管理优化措施 ................. 30 5.1 研发优化管理 ............................................... 30 5.1.1 研发组织优化充分利用资源 ........................................ 30 5.1.2 提高项目管理能力 ................................................ 31 5.1.3 项目检讨和复盘 .................................................. 33 5.2 采购与供应商优化管理 ....................................... 34 5.2.1 加强采购预测 .................................................... 34 5.2.2 采购订单层面存在的问题解析 ...................................... 36 5.2.3 供应商早期参与 .................................................. 36 5.2.4 供应商的绩效管理 ................................................ 37 5.2.5 供应商的战略合作 ................................................ 39 5.3 生产制造优化管理 ........................................... 39 5.3.1 提高生产预测准确性 .............................................. 40 5.3.2 提高生产工艺 .................................................... 40 5.3.3 作业流程标准化 .................................................. 41 5.3.4 研发和工厂的沟通改善 ............................................ 41 5.4 前置供应链管理优化的