本文關(guān)鍵詞： 供應(yīng)商績效 供應(yīng)商管理 供應(yīng)商優(yōu)化　出處：《東華大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：當(dāng)今全球市場競爭愈發(fā)激烈,新產(chǎn)品的生命周期越來越短,顧客期望值不斷地提高,企業(yè)必須開始投資并關(guān)注供應(yīng)鏈;同時(shí)隨著全球經(jīng)濟(jì)一體化的快速發(fā)展,各大公司紛紛開始施行全球研發(fā)、全球采購、全球生產(chǎn)、全球銷售的全球發(fā)展戰(zhàn)略,市場競爭也正在轉(zhuǎn)向企業(yè)所在全球供應(yīng)鏈之間的競爭。企業(yè)必須為了使顧客價(jià)值最大化及實(shí)現(xiàn)和保持可持續(xù)的競爭優(yōu)勢而主動打造出色的供應(yīng)鏈。供應(yīng)商是供應(yīng)鏈的源頭,也是企業(yè)提高競爭力的一種戰(zhàn)略籌碼。傳統(tǒng)的交易過程中企業(yè)對供應(yīng)商的價(jià)值認(rèn)識不足,單單從自身利益最大化角度出發(fā)將供應(yīng)商定位在企業(yè)外部供應(yīng)者;在新的戰(zhàn)略采購環(huán)境下從供應(yīng)鏈的角度考慮,企業(yè)和供應(yīng)商是同一條供應(yīng)鏈中息息相關(guān)的合作伙伴,優(yōu)質(zhì)的供應(yīng)商在提供有品質(zhì)保證的產(chǎn)品的同時(shí)還能有效降低采購成本、運(yùn)輸成本、客戶信譽(yù)損失成本等。企業(yè)要想實(shí)現(xiàn)自身的發(fā)展就必須將供應(yīng)商納入到產(chǎn)品的開發(fā)設(shè)計(jì)中來,與供應(yīng)商建立長期的戰(zhàn)略合作伙伴關(guān)系并與供應(yīng)商共同發(fā)展。供應(yīng)商績效評價(jià)是整個(gè)供應(yīng)鏈管理的重要環(huán)節(jié),是對本次供應(yīng)商戰(zhàn)略實(shí)施的衡量也是下一次供應(yīng)商關(guān)系調(diào)整的基礎(chǔ)。供應(yīng)商績效與企業(yè)整條供應(yīng)鏈的績效都有關(guān)聯(lián)。通過構(gòu)建合理、科學(xué)的供應(yīng)商績效管理體系,可以促使供應(yīng)商持續(xù)進(jìn)步,也可以使企業(yè)不斷保持和提升核心競爭力。如何通過建立合理的供應(yīng)商績效評價(jià)體系對供應(yīng)商的績效進(jìn)行評價(jià)并不斷地對供應(yīng)商群體進(jìn)行優(yōu)化來適應(yīng)競爭日益激烈的市場需求是許多公司正面臨的一大挑戰(zhàn)。因此,建立科學(xué)合理的供應(yīng)商績效評價(jià)體系已成為企業(yè)在供應(yīng)鏈管理中的重中之重。本文首先介紹供應(yīng)鏈管理、供應(yīng)商管理及供應(yīng)商績效評價(jià)的相關(guān)理論知識;通過介紹st公司的概況、分析st公司供應(yīng)商概況及供應(yīng)商管理的現(xiàn)狀,對st公司的供應(yīng)商管理現(xiàn)狀進(jìn)行定性分析;然后運(yùn)用AHP層次分析法結(jié)合ST公司的實(shí)際優(yōu)化目標(biāo)企業(yè)的供應(yīng)商績效評價(jià)體系并計(jì)算各評價(jià)指標(biāo)的權(quán)重,同時(shí)結(jié)合模糊綜合評價(jià)法科學(xué)地計(jì)算出ST公司各供應(yīng)商的績效表現(xiàn);最后根據(jù)供應(yīng)商績效評分的結(jié)果分析ST公司供應(yīng)商管理中存在的問題并提出從類別及結(jié)構(gòu)上優(yōu)化ST公司供應(yīng)商及供應(yīng)商分類管理策略等。
[Abstract]:In today's global market competition is increasingly intense, new product life cycle is becoming shorter, customer expectations continue to improve, the enterprise must start investment and pay attention to the supply chain; at the same time, with the rapid development of global economic integration, companies began to implement the global development, global procurement, global production, global sales of the global development strategy the market competition is also turning to the global supply chain competition. Enterprises must make in order to maximize the customer value and achieve and maintain sustainable competitive advantage and initiative to create outstanding supply chain. The supplier is the source of the supply chain, a strategic stake is to enhance the enterprise's competitiveness. Lack of value for supplier business transactions the process of traditional knowledge, only from the perspective of maximizing their own interests in the enterprise external supplier supplier positioning; in the new strategic procurement environment Considering from the perspective of supply chain, enterprises and suppliers is closely related with the partners in a supply chain, high-quality suppliers in providing quality products at the same time can effectively reduce the purchase cost, transportation cost, customer credit loss cost. Design and development of enterprises to realize their development must be included in the supplier to the products, and suppliers to establish long-term strategic partnership and common development with suppliers. The supplier performance evaluation is an important part of the supply chain management, a measure of the implementation of the strategy is based on the supplier a supplier relationship adjustment. Supplier performance and business performance of the entire supply chain has association. By constructing a reasonable, scientific supplier performance management system, can promote the supplier continuous improvement, can also enable enterprises to maintain and promote the core of Xin Jing Competitive power. How to evaluate and continually optimize the supplier groups to adapt to the increasingly fierce competition in the market is a big challenge faced by many companies through the establishment of reasonable supplier performance evaluation system of supplier performance. Therefore, establishing a scientific and reasonable supplier performance evaluation system has become a priority among priorities in the supply enterprises chain management. This paper firstly introduces the relevant theoretical knowledge of supply chain management, supplier management and supplier performance evaluation; through the introduction of the general situation of ST company, ST Company Overview and analysis of the current situation of supplier supplier management, qualitative analysis of the current status of supplier management of ST company; then using the weighted AHP analytic hierarchy process combined with the actual optimization goal of an enterprise ST company's supplier performance evaluation system and calculate the evaluation index, combined with fuzzy comprehensive evaluation method to calculate the ST of Science The performance of each supplier is analyzed. Finally, according to the result of supplier performance rating, the problems in supplier management of ST company are analyzed, and the classification and structure optimization of ST supplier and supplier classification management strategy is put forward.

【學(xué)位授予單位】：東華大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F274;F717

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 雷星暉;尤筱s，

本文編號：1492675