本文選題：供應(yīng)商績(jī)效評(píng)價(jià) + 供應(yīng)商管理�。� 參考：《浙江大學(xué)》2014年碩士論文

【摘要】：為了改善背景企業(yè)供應(yīng)商績(jī)效評(píng)價(jià)體系不合理的現(xiàn)狀和供應(yīng)商績(jī)效水平較低的現(xiàn)狀。在查閱了該領(lǐng)域的研究現(xiàn)狀和分析了背景企業(yè)當(dāng)前的供應(yīng)商績(jī)效評(píng)價(jià)體系,提出了由公司總的運(yùn)營(yíng)目標(biāo)來(lái)分解出供應(yīng)商績(jī)效的評(píng)價(jià)指標(biāo)。而供應(yīng)商一級(jí)評(píng)價(jià)指標(biāo)權(quán)重的確定也由公司總的運(yùn)營(yíng)目標(biāo)來(lái)分解分配,在指標(biāo)的分解分配中當(dāng)然結(jié)合生產(chǎn)實(shí)際數(shù)據(jù)和運(yùn)營(yíng)目標(biāo)各分指標(biāo)的難易程度來(lái)決定,并由此構(gòu)建一級(jí)指標(biāo)的權(quán)重模型。二級(jí)和三級(jí)指標(biāo)權(quán)重的確定則是采用層次分析法。在重建了供應(yīng)商績(jī)效評(píng)價(jià)體系以后,補(bǔ)充了推動(dòng)體系在背景企業(yè)運(yùn)行必要的措施和提高供應(yīng)商績(jī)效的必要方式,使該研究課題在背景企業(yè)的運(yùn)用更加完整和實(shí)用。本文主要的研究?jī)?nèi)容如下： 第一章簡(jiǎn)要闡述了該研究課題的背景知識(shí)。供應(yīng)商對(duì)企業(yè)的作用,供應(yīng)商與企業(yè)的關(guān)系模式,供應(yīng)商績(jī)效研究的歷史,供應(yīng)商績(jī)效評(píng)價(jià)的方法與作用及其績(jī)效評(píng)價(jià)后如何管理供應(yīng)商。 第二章介紹了背景企業(yè)的基本情況。企業(yè)的背景情況及供應(yīng)商戰(zhàn)略；介紹了研究背景企業(yè)的現(xiàn)有的供應(yīng)商管理體系；詳細(xì)介紹了現(xiàn)有的供應(yīng)商評(píng)價(jià)體系。并由企業(yè)現(xiàn)有的體系中指出供應(yīng)商績(jī)效評(píng)價(jià)中存在的問(wèn)題。 第三章則是重建供應(yīng)商績(jī)效體系和確定供應(yīng)商績(jī)效權(quán)重指標(biāo)。從介紹背景企業(yè)的管理運(yùn)營(yíng)目標(biāo)開(kāi)始,分解出一級(jí)指標(biāo),然后根據(jù)實(shí)際運(yùn)營(yíng)情況及運(yùn)營(yíng)目標(biāo)的實(shí)現(xiàn)難度來(lái)確定一級(jí)指標(biāo)權(quán)重。二三級(jí)指標(biāo)權(quán)重的確定。本章還根據(jù)原有的績(jī)效評(píng)價(jià)指標(biāo)不合理的地方重建了指標(biāo)體系。 第四章為績(jī)效體系運(yùn)行的補(bǔ)充措施。包括：績(jī)效評(píng)價(jià)體系考核實(shí)施方法,對(duì)供應(yīng)商進(jìn)行基本的質(zhì)量指導(dǎo)和協(xié)助供應(yīng)商質(zhì)量改善。
[Abstract]:In order to improve the status quo of the unreasonable supplier performance evaluation system and the low supplier performance level. In this paper, the current research situation in this field is reviewed and the current supplier performance evaluation system of the background enterprise is analyzed. The evaluation index of supplier performance is decomposed by the company's total operating objectives. And the weight of supplier evaluation index is also determined by the total operating target of the company. In the decomposition and distribution of the index, of course, it is decided by combining the production actual data and the difficulty degree of each sub-index of the operation target. And the weight model of the first-level index is constructed. The second and third-level index weight is determined by the Analytic hierarchy process (AHP). After rebuilding the supplier performance evaluation system, it adds the necessary measures to promote the system to run in the background enterprise and the necessary way to improve the supplier performance, so that the application of the research topic in the background enterprise is more complete and practical. The main contents of this paper are as follows: the first chapter briefly describes the background of this research topic. The role of suppliers to enterprises, the relationship between suppliers and enterprises, the history of supplier performance research, the methods and functions of supplier performance evaluation and how to manage suppliers after performance evaluation. The second chapter introduces the basic situation of the background enterprise. This paper introduces the background and supplier strategy of the enterprise, introduces the existing supplier management system of the research background enterprise, and introduces the existing supplier evaluation system in detail. The problems in supplier performance evaluation are pointed out by the existing system. The third chapter is to reconstruct the supplier performance system and determine the supplier performance weight index. Starting with the introduction of the management and operation objectives of the background enterprise, the first-level index is decomposed, and then the weight of the first-level index is determined according to the actual operation situation and the difficulty of the realization of the operation goal. The determination of the weight of the two-three-level index. This chapter also reconstructs the index system according to the original performance evaluation index unreasonable place. The fourth chapter is the supplementary measures of the performance system. Including: performance evaluation system implementation methods, basic quality guidance to suppliers and assist supplier quality improvement.
【學(xué)位授予單位】：浙江大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F416.4;F274

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本文編號(hào)：2105632