本文選題：集中采購 + 供應(yīng)商管理��； 參考：《天津大學(xué)》2013年碩士論文

【摘要】：經(jīng)濟全球化以及國際市場不斷優(yōu)化與革新，競爭變得日益激烈，企業(yè)之間的競爭也轉(zhuǎn)向供應(yīng)鏈相互之間的競爭。供應(yīng)商管理是供應(yīng)鏈管理中重要上游環(huán)節(jié)，只有不斷提高供應(yīng)商管理能力才可以保證企業(yè)生存和發(fā)展的延續(xù)性。并通過將供應(yīng)商管理戰(zhàn)略納入公司整體發(fā)展戰(zhàn)略體系中，建立良好的系統(tǒng)化供應(yīng)商管理流程等途徑，并同供應(yīng)商建立長期伙伴關(guān)系，從而達(dá)到所采購產(chǎn)品總體成本最優(yōu)的最終目標(biāo)。 本文對IK家居公司在供應(yīng)商管理的模式及其問題進(jìn)行深入分析并提出優(yōu)化的對策。IK作為全球最大家居零售商的經(jīng)營理念是為大多數(shù)人創(chuàng)造更加美好的生活,供應(yīng)商管理的宗旨也是總體成本最低購買所需要的產(chǎn)品。它的經(jīng)營模式是緊緊控制著供應(yīng)的源頭到終端消費者，其中包含從產(chǎn)品設(shè)計，全球化采購來獲得最優(yōu)低價的產(chǎn)品并滿足消費者的需求。但近年公司急劇擴張也使公司的隱性問題逐漸凸顯，因此本人根據(jù)IK當(dāng)前的狀況并參考了前輩的研究基礎(chǔ)之上，提出相應(yīng)的優(yōu)化對策。首先從內(nèi)部因素-是IK公司管理層對IK的采購管理組織重構(gòu)來滿足不斷變化的環(huán)境需要，改善后供應(yīng)鏈的各個利益相關(guān)者責(zé)任更加明確，供應(yīng)商管理和采購效率得到提高。其次外部因素的供應(yīng)商選擇流程優(yōu)化，建立良性供應(yīng)商選擇體制和完善新供應(yīng)商選擇評價指標(biāo)，流程中涉及到相關(guān)的業(yè)務(wù)采購負(fù)責(zé)人，并根據(jù)質(zhì)量因素、成本因素、社會因素、服務(wù)因素建立了綜合評價體系，新供應(yīng)商開發(fā)效率得到大大提升并保持可追溯性；第三并在成本管理和質(zhì)量方面，深入并加大下游供應(yīng)商的控制力度和引入有效質(zhì)量控制體系到直接供應(yīng)商配合最佳質(zhì)量及最低成本的產(chǎn)品的優(yōu)化方案的要求。第四IK同供應(yīng)商建立合作伙伴的雙贏機制的途徑，，協(xié)同供應(yīng)商共同發(fā)展并提高供應(yīng)商自身能力是優(yōu)化供應(yīng)商管理的體系根源；最后提出一套供應(yīng)商績效考核機制來評價供應(yīng)商在運行過程的表現(xiàn)，同時促進(jìn)供應(yīng)商相互競爭和不斷提升全球競爭力。通過以上一系列供應(yīng)商管理組合方法的應(yīng)用，必然有利供應(yīng)商的良性發(fā)展并提升供應(yīng)商的能力。 本作者從公司組織架構(gòu)和具體供應(yīng)商實施等幾個角度對供應(yīng)商管理進(jìn)行分析，提出了相應(yīng)的供應(yīng)商管理優(yōu)化方案。對于IK公司和供應(yīng)商在激烈的市場競爭中贏得先機起到一定的指導(dǎo)作用，從而確保IK公司保持全球家居行業(yè)領(lǐng)先者地位。
[Abstract]:With the globalization of economy and the continuous optimization and innovation of the international market, the competition becomes more and more intense, and the competition among enterprises turns to the competition between supply chains. Supplier management is an important upstream link in supply chain management. Only by continuously improving supplier management ability can the continuity of enterprise survival and development be ensured. And through the integration of supplier management strategy into the company's overall development strategy system, establish a good systematic supplier management process, and establish a long-term partnership with suppliers. In order to achieve the final goal of overall cost optimization of the purchased products. This paper makes an in-depth analysis of the mode and problems of IK's supplier management and puts forward the optimized countermeasures. IK's business philosophy as the world's largest household retailer is to create a better life for most people. The purpose of supplier management is also to purchase the required products at the lowest overall cost. Its business model is to tightly control the source of supply to end consumers, including from product design, global procurement to obtain the best low-priced products and meet consumer demand. However, the rapid expansion of the company in recent years also makes the company's hidden problems gradually prominent. Therefore, according to the current situation of IK and referring to the previous research basis, I put forward the corresponding optimization countermeasures. First of all, from the internal factorsIK management reconstructs the IK procurement management organization to meet the changing environment needs. After the improvement, the responsibilities of all stakeholders in the supply chain are more clear, and the supplier management and procurement efficiency are improved. Secondly, the external factors of supplier selection process optimization, the establishment of a benign supplier selection system and the improvement of new supplier selection evaluation indicators, the process involves the relevant business procurement responsible, and according to quality factors, cost factors, social factors, A comprehensive evaluation system has been established for service factors, resulting in significant improvements in the efficiency and traceability of new supplier development. Third, in terms of cost management and quality, Further and increase the control of downstream suppliers and introduce effective quality control system to direct suppliers to cooperate with the best quality and the lowest cost of the product optimization program requirements. The fourth IK establishes the win-win mechanism of the partner with the supplier, cooperates with the supplier to develop together and improves the supplier's own ability is the system root of optimizing the supplier management; Finally, a set of supplier performance evaluation mechanism is proposed to evaluate the performance of suppliers in the process of operation, and to promote competition among suppliers and enhance the global competitiveness. Through the application of the above series of supplier management combination methods, it will benefit the good development of suppliers and enhance the ability of suppliers. In this paper, the author analyzes the supplier management from the aspects of the organization structure and the implementation of the supplier, and puts forward the corresponding optimization scheme of the supplier management. IK and suppliers in the fierce market competition to win the opportunity to play a guiding role in order to ensure that IK company to maintain the global home industry leader.
【學(xué)位授予單位】：天津大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F713.32;F274

【參考文獻(xiàn)】

相關(guān)期刊論文 前2條

1 胡建波;;合理設(shè)置緩沖存貨點[J];企業(yè)管理;2011年06期

2 朱青;;A公司供應(yīng)商管理戰(zhàn)略的探討[J];商業(yè)文化(學(xué)術(shù)版);2008年01期

本文編號：1927624