本文關(guān)鍵詞： 間接物料采購 供應(yīng)商管理 采購流程　出處：《華東理工大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：采購管理是整個供應(yīng)鏈管理中非常重要的一部分,而供應(yīng)商管理又是采購管理中非常重要的一個環(huán)節(jié)。因而,一個公司的供應(yīng)商運作的是否順暢、是否高效與供應(yīng)商管理的好壞有著密不可分的聯(lián)系。但是對于供應(yīng)商的管理,大多數(shù)公司都只會把中心放置于直接物料供應(yīng)商的管理上,而往往忽視間接物料供應(yīng)商的管理。要知道,間接物料的成本、間接物料的質(zhì)量,不論是有形產(chǎn)品的還是無形服務(wù)的,供應(yīng)商的水平都會體現(xiàn)在公司最終產(chǎn)品的成本、交貨期、服務(wù)質(zhì)量等等因素上。間接物料供應(yīng)商的管理對提高企業(yè)的核心競爭力也起到了不亞于直接物料供應(yīng)商管理的作用。因此,通過高效的間接物料供應(yīng)商管理才能降低成本、降低公司人力的投入、縮短供貨時間,從而提高公司在同行業(yè)中的競爭優(yōu)勢。坐落在上海金橋開發(fā)區(qū)的派克公司是一家在美國擁有百年歷史的生產(chǎn)液壓產(chǎn)品的企業(yè),金橋這邊是其在中國區(qū)的總部,負(fù)責(zé)整個中國區(qū)的的全部銷售。由于只有極少量的生產(chǎn),公司的花費主要來自于兩方面。一方面是,從全世界派克不同內(nèi)部工廠買回來的成品,另一方面即是大量的間接物料的采購。 派克公司采購的間接物料的范圍十分廣泛。除了一些有形的產(chǎn)品,例如：設(shè)備、包裝材料、辦公用品、電腦等,還有一大部分是無形的服務(wù),例如：員工培訓(xùn)、廠房搭建、倉儲物流運輸、國際貨運等等。范圍之廣、花銷之大、和最終產(chǎn)品關(guān)系之密切無一都不難看出對間接物料供應(yīng)商進(jìn)行管理的重要性。因此如何更好的對這一類物料的供應(yīng)商進(jìn)行管理是一個非常值得研究的課題。 本文從實際出發(fā),對派克公司間接物料供應(yīng)商管理的現(xiàn)狀和問題進(jìn)行分析,并聯(lián)系相關(guān)理論,結(jié)合公司間接物料采購的特點提出了一系列的優(yōu)化方案,從過程管理和戰(zhàn)略管理兩個角度出發(fā),優(yōu)化采購模式,優(yōu)化公司采購流程,確立管理方案,構(gòu)建起一個有效的間接物料供應(yīng)商管理體系,從而使公司最終獲利。希望本文的分析、研究能給這一類企業(yè)的管理者們帶來一些啟發(fā)和新的思路。
[Abstract]:Procurement management is a very important part of the whole supply chain management, and supplier management is a very important part of procurement management. Efficiency is closely related to the quality of supplier management. However, for supplier management, most companies will only focus on the management of direct suppliers. The cost of indirect materials, the quality of indirect materials, whether tangible products or intangible services, the level of suppliers will be reflected in the company's final product cost, delivery time, In terms of service quality and other factors, the management of indirect material suppliers plays no less important role than direct material supplier management in improving the core competitiveness of enterprises. Therefore, the cost can be reduced only through efficient indirect material supplier management. Reduce the company's manpower investment, shorten the supply time, thus enhance the company's competitive advantage in the same industry. Located in Shanghai Jinqiao Development Zone, Pike is a 100-year-old hydraulic production company in the United States. On this side of Jinqiao is its headquarters in China, which is responsible for all the sales in the entire China region. Since there is only a very small amount of production, the company's expenses come mainly from two aspects. On the one hand, it buys finished products from different internal factories in Pike around the world. On the other hand, the purchase of a large number of indirect materials. The range of indirect materials purchased by Pike is very wide. In addition to some tangible products, such as equipment, packaging materials, office supplies, computers and so on, there is also a large proportion of invisible services, such as employee training, factory building, etc. Warehousing, logistics, international freight, etc. It is not difficult to see the importance of the management of indirect material suppliers, so how to better manage the suppliers of this kind of materials is a topic worth studying. This paper analyzes the current situation and problems of indirect material supplier management in Pike Company, and puts forward a series of optimization schemes according to the characteristics of indirect material purchasing. From the point of view of process management and strategic management, this paper optimizes the purchasing mode, optimizes the purchasing process of the company, establishes the management scheme, and constructs an effective management system of indirect material suppliers. It is hoped that the analysis and research in this paper will bring some inspiration and new ideas to the managers of this kind of enterprises.
【學(xué)位授予單位】：華東理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F274

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本文編號：1502709