本文選題：飛機(jī)制造行業(yè) + 供應(yīng)商績效評估��； 參考：《華東理工大學(xué)》2014年碩士論文

【摘要】：隨著經(jīng)濟(jì)全球化,供應(yīng)鏈管理已成為企業(yè)生存和發(fā)展的關(guān)鍵問題。有效的供應(yīng)商評價(jià)是供應(yīng)鏈管理的基礎(chǔ),也是供應(yīng)鏈風(fēng)險(xiǎn)控制的重點(diǎn)。供應(yīng)商評價(jià)體系的構(gòu)建和及時(shí)的動(dòng)態(tài)評價(jià)與物料和服務(wù)采購等交易有密切關(guān)系。動(dòng)態(tài)地、適時(shí)地對供應(yīng)商進(jìn)行考核、分級和獎(jiǎng)懲,以確定其是否實(shí)現(xiàn)預(yù)期績效,有助于優(yōu)選供應(yīng)商,進(jìn)而提高企業(yè)競爭力。 C公司某型支線飛機(jī)和某型干線飛機(jī)項(xiàng)目都采用“主制造商-供應(yīng)商”的運(yùn)行模式。按照這種模式,全部機(jī)載系統(tǒng)成品件和絕大部分機(jī)體結(jié)構(gòu)件都是由國內(nèi)外供應(yīng)商提供,供應(yīng)商對于項(xiàng)目的支持程度決定著項(xiàng)目的成敗,因此供應(yīng)商管理能力非常重要。而建立公正、合理的供應(yīng)商績效評價(jià)方法是完善供應(yīng)商激勵(lì)機(jī)制,以及充分調(diào)動(dòng)供應(yīng)商的資源,確保飛機(jī)項(xiàng)目得到供應(yīng)商的全面支持的重要基礎(chǔ)。 本文以機(jī)載系統(tǒng)成品件供應(yīng)商績效評估為研究對象,針對當(dāng)前存在的項(xiàng)目的進(jìn)度、質(zhì)量和成本目標(biāo)得不到滿足的問題,以供應(yīng)商管理理論為依據(jù),以學(xué)習(xí)曲線/經(jīng)驗(yàn)曲線理論為基礎(chǔ),采用了主流的多屬性決策方法-層次分析方法(AHP),提出了針對供應(yīng)商歷史績效的縱向激勵(lì)方案。通過對供應(yīng)商實(shí)施績效評估,建立風(fēng)險(xiǎn)共擔(dān)合作伙伴的關(guān)系,改善供應(yīng)商管理狀態(tài)。 通過供應(yīng)商績效評估,調(diào)動(dòng)供應(yīng)商的積極性,兼顧主制造商和供應(yīng)商的共同利益,消除各種潛在風(fēng)險(xiǎn),使供應(yīng)鏈的運(yùn)作更加順暢,實(shí)現(xiàn)供應(yīng)鏈企業(yè)共贏的目標(biāo)。
[Abstract]:With the economic globalization, supply chain management has become the key problem for the survival and development of the enterprises. Effective supplier evaluation is the basis of supply chain management and the key point of supply chain risk control. The construction of the supplier evaluation system and the timely dynamic evaluation are closely related to the transaction of material and service procurement. The supplier conducts examination, grading and rewards and punishments to determine whether or not it achieves expected performance, which helps to optimize suppliers and enhance competitiveness.
According to this model, all the finished products of the airborne system and most of the body structure are provided by the suppliers at home and abroad, and the support degree of the suppliers to the project determines the success or failure of the project, so the supplier management is the result of the supplier management in the C company. Ability is very important, and the establishment of a fair and reasonable supplier performance evaluation method is an important basis for improving the supplier incentive mechanism and fully mobilizing the supplier's resources to ensure the overall support of the aircraft project to the supplier.
Based on the theory of supplier management, based on the theory of supplier management and the theory of learning curve / experience curve, the mainstream multi attribute decision method, hierarchical analysis method (AHP), is proposed. A longitudinal incentive scheme for supplier's historical performance is proposed. Through the performance evaluation of suppliers, the relationship of risk sharing partners is established to improve the state of supplier management.
Through the supplier performance evaluation, the supplier's enthusiasm is mobilized, the common interests of the main manufacturers and suppliers are taken into account, the potential risks are eliminated, the operation of the supply chain is smoother and the goal of the supply chain enterprises to win is achieved.

【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】：F426.5

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本文編號：1874108