本文選題：建筑工業(yè)化　切入點(diǎn)：預(yù)制構(gòu)件供應(yīng)商　出處：《西安建筑科技大學(xué)》2017年碩士論文

【摘要】：建筑業(yè)長(zhǎng)期以來(lái)面臨著勞動(dòng)生產(chǎn)效率低、質(zhì)量性能差、環(huán)境污染程度高、資源能源消耗嚴(yán)重等問(wèn)題。建筑工業(yè)化以其高效、節(jié)能、環(huán)保、可持續(xù)發(fā)展的特點(diǎn)得到了國(guó)家和企業(yè)的關(guān)注,已成為建筑業(yè)未來(lái)發(fā)展重要方向之一。裝配式建筑是建筑工業(yè)化的主要形式,在進(jìn)行裝配式施工中,預(yù)制構(gòu)件的選用成為裝配式建筑的基本組成部分,于是預(yù)制構(gòu)件的供應(yīng)商管理在裝配式施工中起著至關(guān)重要的作用。因此,在發(fā)展建筑工業(yè)化的背景下,預(yù)制構(gòu)件供應(yīng)商的管理已經(jīng)成為急需解決的問(wèn)題。本文在對(duì)建筑工業(yè)化、預(yù)制構(gòu)件、供應(yīng)商管理、粗糙集理論等進(jìn)行概述的基礎(chǔ)上,站在施工企業(yè)的立場(chǎng)上,從供應(yīng)商庫(kù)的構(gòu)建和供應(yīng)商庫(kù)的動(dòng)態(tài)管理兩個(gè)方面進(jìn)行了研究。在構(gòu)建供應(yīng)商庫(kù)的過(guò)程中,對(duì)不同情況的供應(yīng)商進(jìn)入供應(yīng)商庫(kù)的路徑進(jìn)行介紹,針對(duì)未合作的供應(yīng)商進(jìn)入供應(yīng)商庫(kù)進(jìn)行評(píng)價(jià),先初步構(gòu)建建筑預(yù)制構(gòu)件供應(yīng)商入庫(kù)評(píng)價(jià)指標(biāo)體系,再利用專(zhuān)家訪談對(duì)其進(jìn)行調(diào)整與修正,獲取最終評(píng)價(jià)指標(biāo)體系,即入庫(kù)評(píng)價(jià)的5個(gè)一級(jí)指標(biāo),20個(gè)二級(jí)指標(biāo),并運(yùn)用粗糙集方法確定預(yù)制構(gòu)件供應(yīng)商的入庫(kù)評(píng)價(jià)模型,從而選擇合適的預(yù)制構(gòu)件供應(yīng)商進(jìn)入供應(yīng)商庫(kù)。針對(duì)已合作的供應(yīng)商,根據(jù)績(jī)效考核結(jié)果來(lái)確定是否進(jìn)入供應(yīng)商庫(kù)。在供應(yīng)商庫(kù)的動(dòng)態(tài)管理方面,從預(yù)制構(gòu)件獲取難易度和資金占有度兩個(gè)維度對(duì)供應(yīng)商進(jìn)行分類(lèi),提出針對(duì)不同類(lèi)型供應(yīng)商的分類(lèi)管理策略。在供應(yīng)商分類(lèi)的基礎(chǔ)上,采用基本績(jī)效考核指標(biāo)集B1,長(zhǎng)期交易績(jī)效考核指標(biāo)集B2,戰(zhàn)略合作伙伴潛力績(jī)效考核指標(biāo)集B3來(lái)構(gòu)建分類(lèi)下的績(jī)效考核重點(diǎn),從而建立基于績(jī)效考核的供應(yīng)商動(dòng)態(tài)管理策略,將供應(yīng)商分為綠色、藍(lán)色、黃色、黑色供應(yīng)商,并進(jìn)行相應(yīng)的動(dòng)態(tài)調(diào)整,實(shí)現(xiàn)了供應(yīng)商庫(kù)的不斷發(fā)展與完善。最后,結(jié)合實(shí)例驗(yàn)證了預(yù)制構(gòu)件供應(yīng)商管理方法的可行性和有效性。
[Abstract]:For a long time, the construction industry has been faced with problems such as low labor efficiency, poor quality and performance, high environmental pollution, serious consumption of resources and energy, and so on.Because of its characteristics of high efficiency, energy saving, environmental protection and sustainable development, architectural industrialization has been paid attention to by the country and enterprises, and has become one of the important directions in the future development of construction industry.The prefabricated building is the main form of building industrialization. In the prefabricated construction, the selection of prefabricated components becomes the basic part of the prefabricated building.Therefore, the supplier management of prefabricated components plays an important role in assembly construction.Therefore, in the context of building industrialization, the management of prefabricated component suppliers has become an urgent problem.Based on the summary of construction industrialization, prefabricated component, supplier management and rough set theory, this paper studies the construction of supplier library and the dynamic management of supplier base from the standpoint of construction enterprise.In the process of constructing the supplier library, the path of the supplier entering the supplier library under different conditions is introduced, and the evaluation of the non-cooperative supplier entering the supplier library is carried out.The evaluation index system of pre-fabricated components supplier is constructed at first, then adjusted and revised by expert interview, and the final evaluation index system is obtained, that is, 5 first-class indexes and 20 second-class indexes of storage evaluation.The rough set method is used to determine the evaluation model of the preset component supplier, and the suitable supplier is selected to enter the supplier library.According to the results of the performance appraisal, determine whether to enter the supplier library for the suppliers who have cooperated.In the aspect of dynamic management of supplier library, the paper classifies suppliers from two dimensions: easy to obtain prefabricated components and the proportion of funds, and puts forward a classification management strategy for different types of suppliers.On the basis of the classification of suppliers, the basic performance appraisal index set B1, the long-term transaction performance appraisal index set B2, the strategic partner potential performance appraisal index set B3 are adopted to construct the performance appraisal focus under the classification.In order to establish the supplier dynamic management strategy based on performance appraisal, the suppliers are divided into green, blue, yellow and black suppliers, and the corresponding dynamic adjustment is carried out to achieve the continuous development and improvement of the supplier library.Finally, the feasibility and effectiveness of the prefabricated component supplier management method are verified by an example.
【學(xué)位授予單位】：西安建筑科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：F426.92;F274

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