本文選題：供應(yīng)商管理 + 采購(gòu)策略　； 參考：《上海交通大學(xué)》2014年碩士論文

【摘要】：隨著全球化步伐的加快，企業(yè)間的競(jìng)爭(zhēng)也愈演愈烈。為了擴(kuò)大市場(chǎng)份額，維持可持續(xù)發(fā)展，，供應(yīng)鏈管理已成為現(xiàn)代企業(yè)管理中的新熱點(diǎn)。而供應(yīng)商管理作為供應(yīng)鏈管理中的一項(xiàng)主要內(nèi)容，在被許多大企業(yè)廣泛應(yīng)用的同時(shí)，也成為許多中小企業(yè)降低風(fēng)險(xiǎn)、節(jié)約成本、增強(qiáng)客戶間信息交流、與客戶實(shí)現(xiàn)合作共贏的有效手段。 本論文結(jié)合作者本人的實(shí)際工作經(jīng)驗(yàn)及和A公司各部門相關(guān)人員的訪談，針對(duì)A公司供應(yīng)商管理現(xiàn)狀，分析A公司在供應(yīng)商管理中存在的問題以及產(chǎn)生這些問題的原因。隨后，結(jié)合A公司所需物料實(shí)際情況及所處的化工行業(yè)特點(diǎn)，采用卡拉杰克模型、加權(quán)點(diǎn)數(shù)法、層次分析法等方法對(duì)A公司的采購(gòu)策略、供應(yīng)商選擇與評(píng)估、供應(yīng)商績(jī)效管理等方面提出優(yōu)化意見。特別是提出了一些能解決A公司現(xiàn)階段實(shí)際問題的建議，如：建立供應(yīng)商管理委員會(huì)提升企業(yè)對(duì)采購(gòu)的重視度、采用聯(lián)合采購(gòu)解決關(guān)鍵物料的價(jià)格與供貨問題、采用供應(yīng)商績(jī)效管理KPI指標(biāo)考核供應(yīng)商并對(duì)其進(jìn)行持續(xù)改進(jìn)等。使A公司的供應(yīng)商管理能夠跟上企業(yè)發(fā)展的步伐，同時(shí)為中小型企業(yè)如何在供應(yīng)鏈管理中提高市場(chǎng)競(jìng)爭(zhēng)力提供參考。
[Abstract]:With the acceleration of the pace of globalization, competition between enterprises is also intensified. In order to expand market share and maintain sustainable development, supply chain management has become a new hot spot in modern enterprise management. As one of the main contents of supply chain management, supplier management has been widely used by many large enterprises, but also become a lot of small and medium-sized enterprises to reduce risk, save costs, enhance information exchange between customers. Effective means to achieve win-win cooperation with customers. Based on the author's practical work experience and interviews with relevant staff of company A, this paper analyzes the problems existing in supplier management and the reasons for these problems in company A in view of the current situation of supplier management in company A. Then, according to the actual situation of the material needed by A Company and the characteristics of the chemical industry, the paper adopts the methods of Karajak model, weighted point method, AHP and so on to evaluate the purchasing strategy, supplier selection and evaluation of A Company. Supplier performance management and other aspects of optimization advice. In particular, some suggestions are put forward to solve the practical problems of company A at the present stage, such as establishing a supplier management committee to enhance the importance of purchasing, and adopting joint procurement to solve the problem of price and supply of key materials. Use supplier performance management KPI indicators to evaluate suppliers and continue to improve them. The supplier management of company A can keep up with the pace of enterprise development and provide reference for small and medium-sized enterprises how to improve market competitiveness in supply chain management.
【學(xué)位授予單位】：上海交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F274

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本文編號(hào)：2010453