一汽大众物流管理评价标准

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―大众供应链物流管理系统地问题及对策一汽―大众供应链物流管理的问题及对策摘要：随着汽车行业国内市场竞争日益激烈，汽车供应链物流的好坏就显得尤为重要，一个完美的供应链物流管理系统可以有效的协调生产和运输之间的关系，协调和分配资源的利用，加强企业整体的运作，降低企业供应的生产成本。

所以，本文针对一汽-大众公司的现状和问题进行探讨，并且对提高供应链物流管理提出一些有针对性的建议和措施，希望也能为我国的其他汽车制造企业提供有价值的借鉴。

关键词：一汽-大众；供应链物流；问题；对策供应链物流的有效管理是在要求公司员工之间彼此协调合作，共同努力的基础上完成的。

在供应链物流管理过程中，企业之间价值观和企业文化的不同是制约企业和行业发展的主要因素。

精准高效的生产模式要求企业要舍弃不必要的程序，使生产系统的运作模式不断满足消费者的需求，提供高质量的服务。

而在物流系统中精准高效的思想就是要尽量减少浪费，消除不能获得增值的工作流程，从而提高物流供应链系统的工作效率，获得高效的物流运作模式。

一、一汽-大众供应链物流管理现状1.一汽-大众简介一汽-大众汽车有限公司于1991年2月6日正式成立，总部设在吉林长春，2004年12月，二厂正式进行轿车的生产。

目前，我国共有四个一汽-大众的工厂，其中长春有一厂和二厂，三厂和四厂分别在四川成都和广东佛山。

截止到目前为止，公司员工已经达到近三万人，上游的供应商多达四百多家，下游的经销商也有六百多家，可以说规模非常巨大。

近几年，一汽-大众公司打破了国内多项汽车史上的记录，汽车销量遥遥领先，以其先进的技术和声誉享誉国内外，成为我国著名的汽车品牌之一。

2.库存管理现状制造业企业为了保证生产进度以及销售额，建立仓库存储是很必要的，这可以有效保证物资和生产原料的及时供应，协助企业有效的进行产品生产和组装。

而库存的多少会对企业生产成本和利润产生非常大的影响，尤其是汽车产业，对库存的有效控制和管理就是对资金的合理分配和管理控制。

大众公司供应商质量能力评定准则大众公司作为一家全球跨国汽车制造商，一直以来对供应商的质量能力要求非常高。

为了确保供应商能够满足公司的质量标准，大众公司制定了一系列供应商质量能力评定准则。

以下是该准则的主要内容：1.质量管理体系：供应商应建立并实施符合国际标准的质量管理体系，如ISO9001认证。

公司将对其质量管理体系进行审核，以确保其能满足大众公司的质量要求。

2.产品质量能力：供应商的产品必须符合大众公司的产品质量标准。

公司将评估供应商的产品质量能力，包括产品设计、制造工艺、原材料采购和产品测试等方面的能力。

3.供应链管理：供应商应具备良好的供应链管理能力，包括供应商评估、物料采购、物流和仓储管理等。

公司将评估供应商的供应链管理能力，以确保供应商能够按时提供符合要求的物料。

4.缺陷管理：供应商应建立良好的缺陷管理体系，包括缺陷检测、缺陷分析和纠正措施等。

公司将评估供应商的缺陷管理能力，以确保供应商能够及时发现和解决产品质量问题。

5.持续改进：供应商应积极主动地进行持续改进，以提高其产品质量能力。

公司将对供应商的持续改进能力进行评估，并与供应商合作，共同改进产品质量。

6.风险管理：供应商应具备良好的风险管理能力，包括风险识别、风险评估和风险应对等。

公司将评估供应商的风险管理能力，以确保供应商能够有效应对潜在风险。

7.合作关系：供应商应与大众公司建立良好的合作关系，包括积极沟通、互信互利和共同发展等。

公司将评估供应商的合作关系，以确保供应商能够与公司保持良好的合作和沟通。

以上是大众公司供应商质量能力评定准则的主要内容。

大众公司希望通过这些准则，确保供应商能够按时提供符合要求的产品，并不断提升其质量能力，以满足公司在全球市场的竞争需要。

物流一般标准上海大众汽车有限公司计划物流与控制部适用于上海大众汽车有限公司生产零件和材料的国内国外供应商Version: Nov. 2007目录1．上海大众物流一般标准2．定义及使用说明3．人员联系表4．物流报价单I．交货类型A: JIT供货B: 适时供货C: 按需供货具体解释见“定义”II. 交货地点1: 货交承运人（物流服务商）2: 货交指定地点（货交指定仓库）3: 工厂卸货点交货4: 货交模块/总成供应商模块供应商应设在上海大众周边的工业园区或厂区范围内III. 包装工艺a: 可重复使用的包装- 专用工位器具供应商按工位器具的周转时间计算投资供应商须根据上海大众工位器具规划要求规划、制作和采购工位器具；同时负责工位器具的维修、更新、清洗和标签整理b: 可重复使用的包装- 通用工位器具供应商按工位器具的周转时间计算投资；供应商须根据上海大众工位器具规划要求规划、制作和采购工位器具；同时负责工位器具的维修、更新、清洗和标签整理c: 一次性包装供应商须根据上海大众工位器具规划的要求规划、制作和采购一次性包装及标签IV. 运输要求车辆运输零件的运输车辆须为便于装卸的封闭式棚车，并在运输过程中应对料箱料架予以恰当地固定；对于化学物品、油料和危险品的运输必须使用专门车辆；装载易燃易爆化学物品时必须经公安部门批准，按规定的要求运输，并需悬挂明显的警视标志，同时具备必要的安全措施。

V. 数据交换基本要求：目前上海大众同国内供应商之间主要通过EDI-WEB发布交货计划和有关信息。

供应商必须保证其EDI-WEB终端始终有效：能够及时接收上海大众发布的所有信息并按要求给予确认和答复。

在保证EDI-WEB有效的前提下须有另一种数据交换方式(如:FAX)以保证数据信息在紧急情况下的接收，传送。

供货商在供货前必须按上海大众的要求填写标准格式的送货单(送货单的格式和内容由上海大众决定)，并按上海大众新的要求及时更新。

注：供应商的系统必须保证能够通过EDI获得信息并可加以处理，并有紧急情况下的应急方案，保证数据、信息的及时有效沟通。

大众公司物流开发标准一、供应链管理1.制定供应链战略，明确供应链目标，确保供应链的可靠性和灵活性。

2.建立供应链管理框架，包括供应商选择、采购、库存管理、物流配送等方面的政策和程序。

3.建立与供应商的长期合作关系，实施供应商评估和绩效考核，确保供应商的质量和交货期。

4.实施供应链风险管理，及时识别和应对潜在的供应链中断和风险。

二、仓储与配送1.制定仓储和配送策略，包括库存控制、库房布局、货物摆放、配送路线等方面的政策和程序。

2.建立高效的仓储管理系统，实现库存信息的实时更新和查询，确保库存的准确性和完整性。

3.实施配送优化，包括路线的规划、配送时间的安排、运输计划的制定等方面的优化。

4.建立配送质量评估体系，对配送时效、货物准确性、客户满意度等方面进行评估和改进。

三、运输管理1.制定运输策略，包括运输方式的选择、运输路线的规划、运输成本的管控等方面的政策和程序。

2.建立运输管理系统，实现运输信息的实时跟踪和查询，确保运输过程的透明度和可控性。

3.实施运输质量评估，对运输时效、货物安全、客户服务等方面进行评估和改进。

4.建立运输合作伙伴关系，与优秀的运输服务提供商建立长期合作关系，提高运输质量和效率。

四、包装与装卸1.制定包装策略，包括包装材料的选择、包装设计的优化、包装成本的管控等方面的政策和程序。

2.实施安全的装卸操作，确保货物的完整性和安全性。

3.建立包装质量评估体系，对包装的保护性、防震性、防水性等方面进行评估和改进。

4.优化装卸流程，提高装卸效率，降低装卸成本。

五、信息系统管理1.建立物流信息系统，实现物流信息的实时采集、传输和处理。

2.采用先进的物流信息技术，包括物联网技术、大数据分析技术等，提高物流信息化水平。

3.对信息系统进行安全防护，确保系统的稳定性和安全性。

4.对信息系统进行持续优化和升级，提高系统的性能和效率。

六、质量管理与安全1.制定严格的质量管理政策和程序，确保物流过程中商品的质量和安全。

一汽–大众汽车有限公司位于吉林省省会长春市，成立于1991年，该合资企业当时的投资方为长春第一汽车制造厂（60%股份）和大众汽车公司（40%股份）。

1995年，奥迪公司从大众汽车公司手中购买了一汽–大众汽车有限公司的10%股份一汽–大众汽车有限公司共有职工3800名，年生产能力达到15万辆轿车，27万台发动机和18万个变速箱。

一汽–大众汽车有限公司主要生产捷达和捷达王。

在1998年，一汽–大众汽车有限公司销售捷达就达到6万多辆，市场份额达11%。

从1997年到2000年年末，公司捷达车销售从43947辆一路跃升到94150辆，市场兑现率已高达95%至97%。

一汽–大众汽车有限公司日前仅捷达车就有七八十个品种、十七八种颜色，而每辆车都有2000多种零部件需要外购。

目前为止，共有近300家认证合格的汽车零部件配套厂为一汽-- 大众汽车有限公司批量供货，使捷达的国产化率远远超过了80%，同时，一汽–大众汽车有限公司的售后服务也是一流的。

迄今为止，已拥有148家维修站。

为了进一步提高对广大用户的服务，33家新的维修站正在建设之中。

一汽–大众汽车有限公司拥有亚洲最大的整车车库，占地9万多平方米，可同时生产三种不同品牌的轿车。

但是这样大规模的整车车库，却没有配套的仓库。

也就是说公司零部件居然基于处于―零库存‖状态。

在上千平方米的房间内只是零星地摆着几箱汽车玻璃和小零件，只有四五个工作人员在用电动叉车往整车车间送零件。

在车间入口处，当一车零部件运到时，马上有工作人员开着叉车卸货。

几分钟后，这车零部件就被运到车间相应地方。

同时还有一名工作人员在电脑前用扫描枪扫描着一张张纸单上的条形码–他正在把订货单发往供货厂。

一切都是这么有条不紊，没有一丝混乱和拥挤的感觉。

但是过去，整个车间不是这样的，而是有一个专门的车库。

当时库里堆放着大量的零部件，货架之间只有供叉车勉强往来的过道，大货车根本开不进来。

不仅每天上架、下架、维护、倒运需要消耗大量的人力、物力和财力，而且储运、运送过程中总要造成一定的货损货差。

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”。

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.。

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。