【摘要】：2011年財(cái)政部下發(fā)《關(guān)于加強(qiáng)國有金融企業(yè)集中采購管理的若干規(guī)定》,各家金融機(jī)構(gòu)都逐漸采用集中采購作為采購方式,某大型外資銀行的全資子公司---Z公司也不例外,本文以該公司的實(shí)例研究為引子,以集中采購理論為依據(jù),以集中采購管理各要素為索引,對其集中采購管理存在的問題進(jìn)行探討并提出相應(yīng)的優(yōu)化措施,為金融機(jī)構(gòu)集中采購管理改革的研究提供一定的借鑒和參考作用。 Z公司脫胎于國有金融機(jī)構(gòu),實(shí)行集中采購時(shí)間有限,在采購管理上存在著很多問題,如集中采購制度不科學(xué)不完善,采購程序不規(guī)范,采購信息缺乏有效溝通與共享,審批流程復(fù)雜,財(cái)務(wù)制度僵化,采購周期冗長,供應(yīng)商管理不完善,采購管理觀念滯后等等。本文對以上現(xiàn)狀進(jìn)行剖析,同時(shí)運(yùn)用分析比較、案例講述等論證方法對存在的問題提出了相應(yīng)的優(yōu)化措施,即加強(qiáng)集中采購管理制度的建設(shè),梳理采購流程,建立公共的信息平臺共享采購信息,各類流程電子化,建立一整套的供應(yīng)商管理辦法,通過制度完善和能力培訓(xùn)以及建立采購人員合規(guī)合法的行為準(zhǔn)則。通過對這些優(yōu)化措施的詳細(xì)闡述,提出筆者觀點(diǎn),企業(yè)內(nèi)部各個(gè)組織部門彼此理解和相互協(xié)調(diào)配合是采購管理順暢實(shí)施的先決條件,對于各種類型的供應(yīng)商,無論是物料供應(yīng)商,還是服務(wù)供應(yīng)商,亦或裝修維修供應(yīng)商,采購部門必須多方聽取意見,協(xié)調(diào)各部門之間的利益和權(quán)利,真正實(shí)現(xiàn)企業(yè)成本控制的目標(biāo)。而對于企業(yè)的管理層來說,提高自身的集中采購管理能力,減少審批層級,捋順采購審批流程,抓大放小,給予采購中層管理人員基本的權(quán)限將毫無疑問地提高企業(yè)采購管理的水平。 總之,筆者希望優(yōu)化后的采購管理模式可以更好的適應(yīng)Z公司的發(fā)展,降低該公司日常經(jīng)營的成本,提高該公司集中采購活動的效率,從而更好地做好后勤保障的工作。同時(shí),筆者也希望該文對Z公司乃至國有金融機(jī)構(gòu)的集中采購管理改革有一定的現(xiàn)實(shí)意義和借鑒之處。
[Abstract]:In 2011, the Ministry of Finance issued some provisions on strengthening the centralized Procurement Management of State-owned Financial Enterprises. All financial institutions have gradually adopted centralized procurement as the mode of procurement, and Z Company, a wholly owned subsidiary of a large foreign bank, is no exception. This paper takes the case study of the company as the introduction, the theory of centralized procurement as the basis, and the various elements of centralized procurement management as the index. This paper probes into the problems existing in the centralized procurement management and puts forward the corresponding optimization measures, which can be used as a reference for the research of the centralized procurement management reform of the financial institutions. Z company was born out of state-owned financial institutions, the implementation of centralized procurement time is limited, there are many problems in procurement management, such as centralized procurement system is not scientific and imperfect, procurement procedures are not standardized, procurement information is lack of effective communication and sharing, examination and approval process is complex, financial system is rigid, procurement cycle is long, supplier management is not perfect, procurement management concept lags behind and so on. This paper analyzes the above situation, and puts forward the corresponding optimization measures for the existing problems by using the methods of analysis and comparison, case description and so on, that is, strengthening the construction of centralized procurement management system, combing the procurement process, establishing a public information platform to share procurement information, electronic all kinds of processes, and establishing a complete set of supplier management methods. Through system improvement and capacity training and the establishment of procurement personnel compliance legitimate code of conduct. Through the detailed exposition of these optimization measures, the author puts forward the author's point of view that each organization and department within the enterprise understands and coordinates with each other is a prerequisite for the smooth implementation of procurement management. For various types of suppliers, whether material suppliers, service suppliers, or decoration and maintenance suppliers, the procurement department must listen to the opinions and coordinate the interests and rights among the various departments. Truly achieve the goal of enterprise cost control. For the management of the enterprise, improving their own centralized procurement management ability, reducing the examination and approval level, straightening out the procurement examination and approval process, grasping the big and letting the small, giving the purchasing middle management the basic authority will undoubtedly improve the level of the enterprise procurement management. In a word, the author hopes that the optimized procurement management mode can better adapt to the development of Z company, reduce the cost of daily operation of the company, improve the efficiency of centralized procurement activities of the company, so as to do a better job of logistics support. At the same time, the author also hopes that this paper will have certain practical significance and reference for the centralized procurement management reform of Z company and even state-owned financial institutions.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F832.39;F274

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