Abstract摘要
本项目试图将企业资源规划与供应链相结合，研究中国石化目前的成本管理问题。通过引入关系维度，分析了政府和总部对中国石化供应链成本的影响。此外，它还规定了直接成本、间接成本和交易成本的变化。
企业资源计划（ERP）是一种实用而强大的管理软件，也是一种管理理论，最初由Gartner Group于1990年提出，专门为供应链设计和应用。ERP系统采用基于信息技术的系统思想，提供了一个管理平台。决策者和员工将其作为决策操作手段。
中国石油化工股份有限公司是1998年7月成立的国有大型石油能源和石化企业。由于中国石化是国家独资企业，国家控股，是国家授权的投资机构。
针对国有企业和大型企业普遍存在的问题，本项目描述了三个主要的对应问题。首先，由于文化背景和政治形势的特殊性，沟通与合作需要纵向和横向的加强。其次，当前成本在各个方面的问题比较复杂，在一定程度上需要对成本管理进行分析。最后，早期建立了原有的ERP信息管理系统，但随着系统的逐步发展，各子系统之间的衔接难度大、成本高。因此，企业资源规划系统的应用有待探讨。
本工程重点解决了一些重大问题，需要进一步验证，并进行了调测和验证。然后工作继续分析从调查中收集的数据。一旦分析结果与预期结果一致，本项目将提出一个更有效的ERP系统，以改善供应链绩效和成本管理。
This project tries to combine Enterprise Resource Planning with the supply chain and studies current cost management problems in Sinopec. Through introducing the relationship dimension, the analyses of the influences over the cost in the Sinopec’s supply chain from the government and headquarters are conducted. Furthermore, it specifies how direct costs, indirect costs and transaction costs change.
Enterprise Resource Planning (ERP) is a useful and powerful management software and also a management theory, originally proposed by Gartner Group in 1990, designed and applied exclusively for the supply chain. The ERP system, using systematic thoughts based on information technology, provides a management platform. Decision makers and staff use it as decision-making operation means.
China Petroleum & Chemical Corporate or Sinopec Limited (Sinopec)is a state-owned and large petroleum energy and petrochemical enterprise established in July 1998. Because Sinopec is invested solely by the State, the State holds the controlling share, functioning as a state-authorized investment organization.
With the common problems of state-owned and giant companies, there are three main corresponding problems described in this project. Firstly, because of the specific characteristics of cultural background and political situations, communication and cooperation need enhancement vertically and horizontally. Secondly, problems of current costs in various aspects are quite complex and require analyses about cost management to some extent. At last, the original ERP information management system was set up at an early age, but with the gradual development, cohesion was very difficult and costly between each subsystem. Therefore, the utilization of the ERP system needs discussing.
In this project, some major problems have been focused and need further verifying, so a survey is carried out for allocation and verification. Then the work moves on to the analyses of collected data from the survey. Once the analysis results give consent to the expected ones, this project will suggest a more efficient ERP system improving performance of the supply chain and cost management.
List of Contents
Abstract i
List of Contents iii
List of Figures v
List of Tables v
Acknowledgements vi
Declaration vii
Chapter 1 Introduction 1
1.1 Background 1
1.2 Problem Statement 1
1.3 Project Objectives 3
1.4 Project Scope 4
Chapter 2 Literature Review 5
2.1 Supply chain 5
2.1.1 Viewpoints of supply chain concept 5
2.1.2 Viewpoints of supply chain content 6
2.1.3 Analysis of supply chain connotation in this project 7
2.2 Cost management 9
2.2.1 Viewpoints of cost concept 9
2.2.2 Viewpoints of cost management concept 9
2.2.3 The method of cost management 10
2.2.3.1 Activity-based Cost Management 10
2.2.3.2 Strategic cost management 10
2.2.3.3 Target cost management 11
2.3 Theory of ERP system 11
2.3.1 Development and concept formation of management information system 11
2.3.1.1 Order Point Method 11
2.3.1.2 MRP 11
2.3.1.3 Closed loop MRP 12
2.3.1.4 MRP-II 12
2.3.1.5 ERP 12
2.3.2 Design and implementation of ERP system 15
2.3.3 Influences of implementation of ERP 15
2.3.3.1 the research about the influence of ERP implementation on enterprise performance 15
2.3.3.2 the research about influential factors of implementation of ERP 16
2.3.3.3 Assessment standards of implementation effects of ERP 18
Chapter 3 Methodology 19
3.1 Introduction 19
3.2 Methods selection 19
3.2.1 Modelling 19
3.2.2 Process of obtaining relevant data 20
3.2.2.1 Experiences on field trips (perceptual knowledge) 20
3.2.3 Related theory and methods 20
3.2.4 Questionnaire 22
4 Chapter 4 Model analysis 25
4.1 Oil supply chain cost features and model construction method selection 25
4.1.1 Cost classification and features 25
4.1.2 Game theory and its implementation in supply china management 26
4.1.2.1 Competition and cooperation game 27
4.1.2.2 Supply Chain cooperation game 27
4.1.3 Oil supply chain game model construction method selection 27
4.1.3.1 Risk-sharing and direct cost management 28
4.1.3.2 Information integration and operation cost management 28
4.1.3.3 Relation oriented and risk management 29
4.2 Oil supply chain direct cost model construction and analysis based on risk-sharing ERP 29
4.2.1 Risk-sharing direct cost game model 30
4.2.2 Risk-sharing direct cost game model deduction results 30
4.3 Oil supply chain operation cost model construction and analysis based on information integrated ERP 31
4.3.1 Information integrated operation cost game model 31
4.3.2 Information integrated operation cost game model deduction results 32
4.4 Oil supply chain transaction cost model construction and analysis based on relation oriented ERP 32
4.4.1 Relation oriented transaction cost game model 33
4.4.2 Information integrated operation cost game model deduction results 33
4.5 Summery 33
4.6 Questionnaire 34
Chapter 5 Case Study 41
5.1 Company background 41
5.2 Oil industry in China 44
5.2.1 Composition and characteristics of oil supply chain 44
5.2.2 Operation mechanism and process flow of oil supply chain 45
5.3 Cost structure model of China’s petroleum supply chain based on ERP system 47
5.3.1 Brief introduction of modelling 47
5.3.2 Composition and management of China’s petroleum supply chain 48
5.3.2.1 Direct costs of node enterprises within a petroleum supply chain 48
5.3.2.2 Activity-based costs of node enterprises within a petroleum supply chain 49
5.3.2.3 Transaction costs of node enterprises within a petroleum supply chain 49
5.3.2.4 Summary 49
5.3.3 Establishment of three-dimensional cost structure model of China’s petroleum supply chain 50
5.3.3.1 Cost dimension 51
5.3.3.2 Production dimension 53
5.3.3.3 Relationship dimension 54
5.3.4 Information Integration of ERP System in Cost Management of Petroleum Supply Chain 55
5.3.4.1 Application of ERP System 56
5.3.4.2 Representation of ERP System in the Three-dimensional Cost Model of China’s Supply Chain 57
5.4 Summary 58
Chapter 6 Conclusion and Further Work 60
6.1 Conclusion 60
References 61
Appendix 65
Acknowledgements
I would like to express sincere appreciation to all who have offered me help to complete this project. I wish to thank my supervisor Professor H. C. Man. Without his guidance and help, this project would not have been possible. Furthermore, I would like to thank Mr Yuan and Miss Dou. They provided me with materials which were of great importance for me to understand YJ Company so that I could carry on my research. In addition, I would like to thank my parents who kept on encouraging me throughout the process. I will be grateful for your love forever.
Chapter 1 Introduction
1.1 Background
Current competition among enterprises has evolved into another level, being a type of competition among supply chains. Owing to the particularity of petroleum resources, the outcome is that supply chain competitiveness imposes great significance on national development capacity. Furthermore, the development of ERP system has new opportunities for cost management and supply chain cost management of enterprises.
The chemical industry in China has always had many problems, like too many manufacturers, low production efficiency, fierce domestic competition and feeble overseas competition. To solve these problems, the government of China implemented a comprehensive restructuring of the petrochemical industry in China. Based on the upstream and downstream production and regional relations, the original loose-type China Petrochemical Corporation was restructured into two large groups, that is, China National Petroleum Corporation (CNPC) and Sinopec Group, the Sinopec Ltd’s parent.
Sinopec is a Chinese giant energy and chemicals company, fifth largest one by revenue and second largest chemical producer. It is listed in Hong Kong as well as London, New York and Shanghai separately. It has an intact set of processes: oil exploration, exploitation, refining, transportation, marketing and production of chemical products, covering all upstream and downstream processes.
The conditions of cost management of petroleum supply chain and the focus of cost management have attracted a great deal of attention from the government, the entire petroleum industry and enterprises. This project conducts a research under this background with special theoretical significance and practical value.
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Chapter 6Conclusion and Further Work
6.1 Conclusion
In this paper, ERP system and supply chain combined cost of China's petroleum industry research management issues; and further build the game model, specifically examine the direct cost of the enterprise; by introducing the relational dimension, analyze the impact of the Chinese government and the group headquarters oil supply chain costs , changes of operating costs and transaction costs.
This paper introduces relational dimension, breaking the traditional supply chain costs based on the "production of a cost" two dimensions, constructed based on the "cost of production of a relationship between a" degree of three-dimensional analytical framework, China's oil supply chain cost analysis allows a more comprehensive, in-depth so that the oil supply chain more closely link smoothly, thereby enhancing the operational efficiency of the oil supply chain.
Based on the characteristics of China's oil supply chain, select Stachelberg model, Shapley model and the game tree model was constructed direct cost management game model of risk sharing, information sharing operating cost management game model and relationship-oriented transaction cost management game model. Construction and deduction found in relational dimension, investment risk-sharing mechanism between China's oil supply chain in the business formation, production information sharing mechanism and transaction security mechanisms can improve the efficiency of China's oil supply chain, thus effectively reducing the three by model class costs.
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