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

【摘要】：本人所服務(wù)的GC公司是具有百年歷史的跨國(guó)性企業(yè)集團(tuán),創(chuàng)始于19世紀(jì)70年代的德國(guó)，全球500強(qiáng)，是世界領(lǐng)先的汽車配套產(chǎn)品供應(yīng)商之一。集團(tuán)分為汽車系統(tǒng)和橡膠產(chǎn)品兩大塊，由五大業(yè)務(wù)部門組成。生產(chǎn)和服務(wù)覆蓋全球近50個(gè)國(guó)家/地區(qū)，超過(guò)130,000名員工。 GC公司的發(fā)展史是一個(gè)不斷兼并的過(guò)程，在近30年的時(shí)間里，GC集團(tuán)先后兼并了7個(gè)全球性集團(tuán)公司。公司的不斷兼并重組擴(kuò)大，對(duì)企業(yè)的管理整合是前所未有的挑戰(zhàn)。2008年正值世界金融危機(jī)席卷全球，GC集團(tuán)的并購(gòu)使得公司債臺(tái)高筑。GC集團(tuán)被迫在全球運(yùn)營(yíng)中開(kāi)展的以節(jié)省成本提高效率為目的協(xié)同工作。如何成功的整合原來(lái)分散于各個(gè)事業(yè)部的采購(gòu)資源，進(jìn)一步完善全球采購(gòu)和供應(yīng)鏈管理組織架構(gòu)，使原先各自為政的采購(gòu)和供應(yīng)鏈管理成為一個(gè)整體，發(fā)揮全球采購(gòu)和供應(yīng)鏈管理的優(yōu)勢(shì)，成為GC公司資源整合的重要目標(biāo)。為了解決集團(tuán)內(nèi)部采購(gòu)和供應(yīng)鏈管理資源配置不均、管理流程不統(tǒng)一和相關(guān)責(zé)任重疊的問(wèn)題，本文通過(guò)比較研究事業(yè)部采購(gòu)與全球采購(gòu)和供應(yīng)鏈管理的優(yōu)缺點(diǎn)，，引入整合的方法，結(jié)合協(xié)同效應(yīng)的管理理論，輔助集團(tuán)完成內(nèi)部運(yùn)營(yíng)資源整合的重任。 本文在論述中首先介紹了乘用車電機(jī)的行業(yè)環(huán)境（如：行業(yè)狀況、競(jìng)爭(zhēng)環(huán)境、市場(chǎng)細(xì)分等方面），分析了該行業(yè)的發(fā)展現(xiàn)狀。隨后介紹了采購(gòu)、供應(yīng)鏈和供應(yīng)模式的定義，然后通過(guò)對(duì)GC集團(tuán)的內(nèi)部環(huán)境分析（如：組織結(jié)構(gòu)、資源分配等），引入了全球采購(gòu)和供應(yīng)鏈的管理模式。通過(guò)比較事業(yè)部采購(gòu)與全球采購(gòu)和供應(yīng)鏈管理，分析并找出對(duì)阻礙集團(tuán)協(xié)同戰(zhàn)略發(fā)展的本質(zhì)原因，同時(shí)介紹全球采購(gòu)和供應(yīng)鏈管理架構(gòu)在并購(gòu)前后的現(xiàn)狀變遷，以及整合后的管理模式。最后，以ABS電機(jī)的全球采購(gòu)與供應(yīng)鏈管理為例，分析ABS電機(jī)供應(yīng)模式，提出供應(yīng)模式變前后產(chǎn)生的問(wèn)題，最后利用協(xié)同效應(yīng)，解決并優(yōu)化ABS電機(jī)的供應(yīng)模式。并且預(yù)測(cè)了ABS電機(jī)的供應(yīng)鏈成本降低，更加驗(yàn)證全球采購(gòu)和供應(yīng)鏈管理的協(xié)同效應(yīng)。 希望本文能為其他汽車制造業(yè)的采購(gòu)和供應(yīng)鏈管理發(fā)展提供思路。在競(jìng)爭(zhēng)激烈的全球環(huán)境下，重新審視企業(yè)的內(nèi)部管理，充分利用現(xiàn)有采購(gòu)和供應(yīng)鏈資源，實(shí)現(xiàn)企業(yè)的內(nèi)部協(xié)同效應(yīng)，降低供應(yīng)成本，提高效率，增強(qiáng)企業(yè)的核心競(jìng)爭(zhēng)力。通過(guò)結(jié)合實(shí)例分析，進(jìn)一步掌握企業(yè)管理理論，靈活運(yùn)用于企業(yè)實(shí)踐管理工作中。
[Abstract]:GC company, which I serve, is a multinational enterprise group with a history of 100 years. It was founded in Germany in 1870s, the top 500 of the world, is one of the world's leading suppliers of automotive supporting products. The group is divided into two major parts of automobile and rubber products, which are composed of five major business departments. Production and service cover nearly 50 countries / regions in the world, More than 130000 employees.
The development history of GC company is a process of continuous merger and merger, in the last 30 years, GC group has annexed 7 global group companies. The continuous merger and reorganization of the company has expanded, and the management integration of the enterprise is an unprecedented challenge for the world financial crisis in.2008 year, and the merger of GC group makes the corporate debt set up.GC set. The group is forced to work together in the global operation to save cost and improve efficiency. How to successfully integrate the procurement and supply chain management organizational structure of the global procurement and supply chain to make the original procurement and supply chain management into a whole, to play global procurement and to play a global role. The advantage of supply chain management has become an important goal of GC company resource integration. In order to solve the problem of uneven distribution of resources in the internal procurement and supply chain management in the group, disunity of management process and overlapping of related responsibilities, this paper introduces the advantages and disadvantages of business procurement and global procurement and supply chain management by comparing the advantages and disadvantages of enterprise procurement and supply chain management. The synergistic effect of management theory, assisted the group to complete the task of internal operation of resource integration.
In this paper, the industry environment (such as industry status, competitive environment and market segmentation) is introduced first, and the development status of the industry is analyzed. Then the definition of procurement, supply chain and supply mode are introduced, and then the internal environment analysis of GC group (such as organization structure, resource allocation, etc.) is introduced. The management model of global procurement and supply chain. By comparing the procurement with the global procurement and supply chain management, this paper analyzes and finds out the essential reasons for the development of the hindered group cooperative strategy. At the same time, it introduces the current situation changes of the global procurement and supply chain management architecture before and after the merger and acquisition, and the integrated management model. Finally, the ABS motor is used. As an example of global procurement and supply chain management, this paper analyzes the supply mode of ABS motor, puts forward the problems arising from the change of supply mode, and finally uses synergistic effect to solve and optimize the supply mode of ABS motor, and predicts the reduction of supply chain cost of ABS motor, and more verification of the synergy effect of global purchasing and supply chain management.
It is hoped that this article can provide ideas for the development of other automobile manufacturing and supply chain management. Under the competitive global environment, we can reexamine the internal management of the enterprises, make full use of the existing procurement and supply chain resources, realize the internal synergy of the enterprises, reduce the supply basis, improve the efficiency and enhance the core competitiveness of the enterprises. Combined with case analysis, grasp the enterprise management theory further, flexibly used in enterprise management practice.
【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;F416.471

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本文編號(hào)：2042043