【摘要】：隨著PC行業(yè)的發(fā)展，EMSODM代工模式逐漸成為了PC行業(yè)主流的分工協(xié)作模式。論文從供應商管理的角度出發(fā)，分析、研究了PC產(chǎn)業(yè)的發(fā)展，指出隨著產(chǎn)業(yè)競爭的加劇，PC制造商個體之間的競爭逐漸升級成為了供應鏈之間的競爭。供應商選擇的效率和質(zhì)量也逐漸成為供應商管理的核心內(nèi)容之一。本文通過文獻的閱讀和研究，發(fā)現(xiàn)之前的研究以一級供應商的管理為主，但現(xiàn)有的PC行業(yè)供應商體系卻要求PC制造商必須能夠很好地管理二級供應商甚至更低層的供應商。 本文隨后研究了PC制造商二級供應商的管理現(xiàn)狀，發(fā)現(xiàn)很多PC制造商雖已建立了嚴格的二級供應商認證體系，卻沒有很好的對已認證供應商進行體系化的管理，缺乏高效的二級供應商績效評價體系和完整的供應商動態(tài)管理流程。本文通過進一步分析研究，提出了二級供應商的管理可以借鑒一級供應商的管理模式和經(jīng)驗。一級供應商評價和動態(tài)管理方式可以有條件的運用到二級供應商的管理中去。隨后，本文提出了綜合應用層次分析法和熵值法，建立二級供應商評價體系的方法和流程。并在二級供應商評價體系的基礎(chǔ)上，建立二級供應商動態(tài)分級的管理方法，，增加合理的供應商淘汰流程，形成完整的二級供應商動態(tài)管理體系。 之后，本文在M公司成功實踐了二級供應商評價體系的構(gòu)建并幫助M公司建立了完整的二級供應商動態(tài)管理體系。證明了供應商評價和動態(tài)管理體系的適用性和有效性。最后，本文總結(jié)和分析了供應商評價體系的優(yōu)勢和局限，為供應商評價體系和動態(tài)管理未來進一步的發(fā)展指明了方向。
[Abstract]:With the development of PC industry, EMSODM has gradually become the mainstream mode of division and cooperation in PC industry. From the perspective of supplier management, this paper analyzes and studies the development of PC industry, and points out that with the intensification of industrial competition, the competition among PC manufacturers gradually escalates into the competition between supply chains. Efficiency and quality have gradually become one of the core contents of supplier management. Through reading and studying the literature, this paper finds that the previous research mainly focuses on the management of primary suppliers, but the existing PC industry supplier system requires PC manufacturers to be able to manage secondary suppliers and even lower suppliers well.
This paper then studies the management status of secondary suppliers of PC manufacturers and finds that although many PC manufacturers have established a strict secondary supplier certification system, they do not have a good systematic management of certified suppliers, lack of efficient secondary supplier performance evaluation system and complete supplier dynamic management process. After further analysis and study, it is pointed out that the management mode and experience of the second-level supplier can be used for reference by the first-level supplier. The first-level supplier evaluation and dynamic management mode can be conditionally applied to the management of the second-level supplier. On the basis of the second-level supplier evaluation system, the dynamic management method of the second-level supplier is established, the reasonable supplier elimination process is added, and the complete second-level supplier dynamic management system is formed.
After that, this paper successfully practiced the construction of the two-level supplier evaluation system in M company and helped M company establish a complete two-level supplier dynamic management system. It proved the applicability and effectiveness of the supplier evaluation and dynamic management system. Finally, this paper summarized and analyzed the advantages and limitations of the supplier evaluation system for supplier evaluation. Price system and dynamic management will further develop in the future.
【學位授予單位】：上海交通大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F274;F416.671

【參考文獻】

相關(guān)期刊論文 前2條

1 張小朋;;供應商管理模式的探究[J];青海統(tǒng)計;2009年08期

2 王道平;王煦;;基于AHP/熵值法的鋼鐵企業(yè)綠色供應商選擇指標權(quán)重研究[J];軟科學;2010年08期

本文編號：2239363