本文關(guān)鍵詞： 電力 物資 供應(yīng)鏈 供應(yīng)商管理　出處：《西北大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著“十二五”期間國家對電網(wǎng)基礎(chǔ)性建設(shè)投入的不斷擴(kuò)大,我省對電網(wǎng)固定資產(chǎn)投資規(guī)模和質(zhì)量也將不斷提升。作為省屬電力行業(yè)的物資采購企業(yè),如何通過建立和完善供應(yīng)商管理策略,承擔(dān)起“采購、保管、配送、使用、保養(yǎng)、處置”價值大且總量多的固定資產(chǎn)的使命和職責(zé),是D公司面臨的重要任務(wù)和挑戰(zhàn)。本文正是源于以上背景因素,圍繞公司供應(yīng)商管理策略的制定和實(shí)施進(jìn)行研究,以期通過建立系統(tǒng)化的供應(yīng)商管理體系,維護(hù)與供應(yīng)商的戰(zhàn)略合作關(guān)系,引導(dǎo)供應(yīng)商為公司服務(wù),降低公司物資管理的總成本,提升公司綜合管理的能力和水平,從而促進(jìn)公司長期發(fā)展。 本文圍繞供應(yīng)商管理理論和供應(yīng)鏈管理理論,采用定量分析與定性分析相結(jié)合的方式,通過查閱文獻(xiàn)和訪談?wù){(diào)研對課題展開研究,力求做到研究結(jié)論的真實(shí)性和可行性。全文以D公司供應(yīng)商管理策略的設(shè)計和應(yīng)用為核心,通過用供應(yīng)商所供物資對企業(yè)價值及影響程度、采購風(fēng)險大小兩個維度,對供應(yīng)商進(jìn)行分類和排序,改變以往對入圍供應(yīng)商粗放式的管理；通過用波特五力模型分析企業(yè)相關(guān)方之間競爭關(guān)系,結(jié)合電力物資采購特點(diǎn),制定了D公司供應(yīng)商管理策略,改變原先對供應(yīng)商機(jī)械化的管理；對D公司供應(yīng)商建立了包括：選擇、考核、評價和激勵的全程管理,加強(qiáng)對物資管理工作的事前和事中控制,維護(hù)與供應(yīng)商的戰(zhàn)略合作關(guān)系,提升供應(yīng)商產(chǎn)品質(zhì)量和服務(wù)水平,引導(dǎo)供應(yīng)商為公司服務(wù),減少D公司電力物資采供成本,降低電力設(shè)備投運(yùn)后的安全隱患,進(jìn)一步增強(qiáng)D公司電力物資采供和供應(yīng)商管理的綜合能力。主要研究可分為以下幾個階段：首先,通過回顧和梳理供應(yīng)商和供應(yīng)鏈管理的相關(guān)理論,歸納出適合D公司參照借鑒的內(nèi)容；其次,對D公司當(dāng)前供應(yīng)商管理的現(xiàn)狀進(jìn)行綜合分析,找出存在的突出問題及其產(chǎn)生根源；再次,以物資采購分析為切入點(diǎn),劃分物資類型及其管理方式,制定出包含供應(yīng)商管理全過程的管理策略；最后,以D公司物資(流)信息系統(tǒng)的建立、公司組織機(jī)構(gòu)的優(yōu)化、供應(yīng)商管理制度的修訂和供應(yīng)商風(fēng)險管控的強(qiáng)化為保障措施。 本文將供應(yīng)商管理通過供應(yīng)鏈管理的視角與公司主營業(yè)務(wù)的重要環(huán)節(jié)緊密相連,突出對公司目前各供應(yīng)商的分類研究和評價排序。在實(shí)踐應(yīng)用環(huán)節(jié)將供應(yīng)商管理與信息化建設(shè)相結(jié)合,實(shí)現(xiàn)供應(yīng)鏈和供應(yīng)商管理與公司物流、信息流和資金流的相互統(tǒng)一,從決策層和業(yè)務(wù)層上建立了對供應(yīng)商管理策略的應(yīng)用。本文對供應(yīng)商管理策略的研究,尤其是對D公司物資采購管理和供應(yīng)商管理策略的改進(jìn)和補(bǔ)充,以及加強(qiáng)與供應(yīng)商的戰(zhàn)略合作關(guān)系,可供電力物資企業(yè)或相關(guān)行業(yè)物資企業(yè)采納借鑒。
[Abstract]:With the continuous expansion of the national investment in the basic construction of the power grid during the 12th Five-Year Plan period, the scale and quality of the fixed assets investment in the power grid in our province will continue to improve. How to establish and improve the supplier management strategy, take up the "purchase, custody, distribution, use, maintenance, disposal" of large and total fixed assets of the mission and responsibility. Company D is facing an important task and challenge. This paper is derived from the above background factors, focusing on the formulation and implementation of supplier management strategy, in order to establish a systematic supplier management system. Maintain strategic cooperation with suppliers, guide suppliers to serve the company, reduce the total cost of material management, improve the ability and level of integrated management, and promote the long-term development of the company. This paper focuses on the theory of supplier management and supply chain management, using the combination of quantitative analysis and qualitative analysis, through consulting the literature and interviews to carry out research. The thesis focuses on the design and application of supplier management strategy in company D, and through the use of the materials supplied by the supplier to the enterprise value and influence degree. Purchasing risk is classified and sorted in two dimensions, and the former extensive management of shortlisted suppliers is changed. Based on the analysis of competitive relationship among related parties by using Porter's five-force model and the characteristics of electric power material purchasing, the supplier management strategy of company D is formulated to change the original management of supplier mechanization. Establish the supplier of D company including: selection, assessment, evaluation and incentive of the whole process of management, strengthen the material management work prior and in-process control, maintain the strategic relationship with the supplier. Improve the product quality and service level of suppliers, guide the suppliers to serve the company, reduce the cost of collecting and supplying power materials in company D, and reduce the hidden danger of safety after the power equipment is put into operation. The main research can be divided into the following stages: first, by reviewing and combing the relevant theories of supplier and supply chain management. The contents suitable for reference of D company are summarized. Secondly, the status quo of D company's current supplier management is comprehensively analyzed to find out the outstanding problems and their causes. Thirdly, taking the material purchase analysis as the breakthrough point, divides the material type and its management method, formulates the management strategy which includes the whole process of supplier management; Finally, the establishment of D company material (flow) information system, the optimization of company organization, the revision of supplier management system and the strengthening of supplier risk control are taken as the safeguard measures. In this paper, supplier management through the perspective of supply chain management and the company's main business is closely linked to the important links. Focus on the classification of the company's current suppliers and evaluation and ranking. In the practical application link will combine supplier management with information construction to achieve supply chain and supplier management and company logistics. Based on the unification of information flow and capital flow, the application of supplier management strategy is established from the decision level and business level. This paper studies the supplier management strategy. Especially the improvement and supplement of D company's material purchasing management and supplier management strategy, as well as strengthening the strategic cooperative relationship with suppliers, which can be used for reference by electric power material enterprises or related material enterprises.
【學(xué)位授予單位】：西北大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F274;F426.61

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