文档介绍：摘要迅速反应体系起源于美国成衣工业,并且获得良好的成效。包括客户导向与即时取得销售资讯,缩短产品生产与上柜销售的周期,库存与成本的降低,存货周期率的提升等等。而且,在中国也有持续的推行:在国外,则包括美国,欧盟国家,同本与东南亚各国也积极推广。另一方面,广泛的利用电脑与资讯科技, 并与新管理思维的应用,使得快速反应体系的建置,成为企业经营的趋势。快速反应系统应用的成功,除了硬体的工具与方法外,也需要企业全员的参与,包括正确观念的建立,高层主管的支持,执行的要素与正确的评审步骤等。以便即时监控与修正方案的执行,达成企业建置的目标。在现今供应链合作的环境中,传统制造商对于生产计划往往运用经验法则(HeuristicRules)来做产量预测及规划,造成实际生产量与原先预测量差异悬殊, 产生庞大的库存或是缺货成本,对于供应链上下游双方都是一种伤害。本研究的背景不同于以往针对成衣业的研究,而是以磁性材料制造业务为主要探讨对象, 探讨在快速反应管理模式下,对于快速供货补货的弹性生产型态作一个较完善的生产流程规划,期望能够让制造商达到总成本最小化,以提升企业竞争力。本研究的主要目的是了解快速反应体系在企业中竞争方面应用的情形,企业对快速反应体系的认识与看法,实施快速反应体系的要素,方法与工具,采购, 生产与销售流程的描述等等,以对企业实际应用的情形与发现,作为结论与建议, 日后供相关企业参考,希望以此消除企业实旌快速反应体系的疑虑与阻碍。关键词:磁性材料企业,供应链管理,快速反应,利害关系者 Abstract QuickResponse(es oftheAmerican apparel industry and gets satisfied ess,which includes customer oriented,getting the sales and market inforrnation on time,shorten theselling circleofproducts,lower stock and cost andhigher turn over ofstock and SO ,government andnon-anizations are keeping topromotion about this new management method overseas, many cotmtries,like America,European Union,Japan,Singapore and Thailand, spread actively the other hand,producers make large use not only ofnew development puter munication(C&C1 but also of new thought of ,quick response has adapted inthebusiness ess ofapplying quick response is not only hard work ofmethods,instruments and tools but alSO need ofparticipation of allstaf- includes establishment ofright concept,support ofhigh level management,principles of administration and steps of control and SO order tocontrol on time and keep moving toget the ESS and toreach thetarget ofapplicant and installation of business. In血e cooperative environments ofsupply traditionalmanufacturers make use tlleHeuristic Rules toforecast theirproduction volumes intotheirschedule totheinflexibleproduction plans,they gotlarge number ofinventory cause damage tobothmanufacturers and supplier