【摘要】：隨著社會生產(chǎn)專業(yè)化程度的提高和社會分工的發(fā)展,越來越多的企業(yè)開始采用供應(yīng)鏈經(jīng)營模式,將非核心業(yè)務(wù)外包給其它專業(yè)廠家生產(chǎn),而專注于提升自身的核心能力。原材料與零部件供應(yīng)商和核心企業(yè)一起共同完成產(chǎn)品的生產(chǎn)過程,供應(yīng)商產(chǎn)品質(zhì)量和交付能力對于企業(yè)最終產(chǎn)品的質(zhì)量和服務(wù)質(zhì)量有著極其重要的影響,傳統(tǒng)的只關(guān)注企業(yè)內(nèi)部資源的利用和優(yōu)化的質(zhì)量管理思想已不能滿足供應(yīng)鏈管理環(huán)境的要求。為切實提升產(chǎn)品質(zhì)量和服務(wù)質(zhì)量,核心企業(yè)的質(zhì)量管理職能不能再僅局限于本企業(yè)內(nèi)部,而應(yīng)延伸至供應(yīng)商,構(gòu)建基于供應(yīng)鏈環(huán)境的供應(yīng)商質(zhì)量管理體系。 博成汽車部件(長沙)有限公司的供應(yīng)商質(zhì)量管理工作存在未實行供應(yīng)商分類管理、供應(yīng)商選擇評估機制欠完善、供應(yīng)商未參與新產(chǎn)品設(shè)計與開發(fā)、供應(yīng)商質(zhì)量控制工作待改進、供應(yīng)商動態(tài)管理體系不健全等問題,給博成公司產(chǎn)品質(zhì)量和交付能力造成了不小的影響。本文從流程優(yōu)化和有效執(zhí)行的角度設(shè)計了博成公司的供應(yīng)商質(zhì)量管理改進方案,方案通過供應(yīng)商分類管理和優(yōu)化供應(yīng)商選擇評估機制、供應(yīng)商協(xié)同參與新產(chǎn)品設(shè)計與開發(fā)、嚴格執(zhí)行供應(yīng)商生產(chǎn)件批準程序、加強小批量生產(chǎn)階段供應(yīng)商質(zhì)量控制和科學(xué)確定批量生產(chǎn)階段來料檢驗方案、健全供應(yīng)商績效綜合評估和動態(tài)管理體系等方面全面改進博成公司供應(yīng)商質(zhì)量管理工作,并從組織、人才、財務(wù)、制度等方面提出了改進方案的實施保障措施。方案的有效實施將可實現(xiàn)博成公司供應(yīng)商質(zhì)量管理工作的科學(xué)化和規(guī)范化,取得優(yōu)選供應(yīng)商、提升供應(yīng)商產(chǎn)品質(zhì)量水平及優(yōu)化供應(yīng)商隊伍等預(yù)期效果。 本文的研究成果可為博成汽車部件公司優(yōu)化供應(yīng)商質(zhì)量管理體系、提高供應(yīng)商質(zhì)量管理水平、提升產(chǎn)品質(zhì)量和交付能力、鞏固供應(yīng)鏈競爭優(yōu)勢提供參考與借鑒,對于國內(nèi)制造業(yè)企業(yè)改進供應(yīng)商質(zhì)量管理也具有一定的參考意義。
[Abstract]:With the development of social production specialization and social division of labor, more and more enterprises begin to adopt supply chain management mode, outsourcing non-core business to other professional manufacturers, and focusing on improving their core competence. Raw materials and parts suppliers and core enterprises work together to complete the production process of products, supplier product quality and delivery capacity for the enterprise final product quality and service quality has an extremely important impact. The traditional quality management thought which only pays attention to the utilization and optimization of enterprise internal resources can no longer meet the requirements of supply chain management environment. In order to improve the product quality and service quality, the quality management function of the core enterprise should not be confined to the enterprise, but should be extended to the supplier, and the supplier quality management system based on the supply chain environment should be constructed. In the supplier quality management of Bocheng Automotive parts (Changsha) Co., Ltd, the supplier classification management is not carried out, the supplier selection and evaluation mechanism is not perfect, and the supplier does not participate in the design and development of the new product. The quality control of suppliers should be improved, and the dynamic management system of suppliers is not perfect, which has a great impact on the product quality and delivery ability of Bocheng Company. In this paper, from the point of view of process optimization and effective execution, we design the supplier quality management improvement scheme of Bocheng Company. Through the supplier classification management and the optimization of supplier selection and evaluation mechanism, the suppliers participate in the new product design and development in cooperation. Strictly implement the supplier production parts approval procedure, strengthen supplier quality control in small batch production stage and scientifically determine incoming inspection plan for batch production stage, The comprehensive evaluation of supplier performance and the dynamic management system are improved in order to improve the supplier quality management of Bocheng Company. The implementation of the improvement scheme is put forward from the aspects of organization, talent, finance, system and so on. The effective implementation of the scheme will realize the scientific and standardized supplier quality management of Bocheng Company, obtain the expected results of selecting suppliers, improving the quality level of suppliers and optimizing the supplier team. The research results of this paper can be used as reference to optimize supplier quality management system, improve supplier quality management level, improve product quality and delivery ability, and consolidate competitive advantage of supply chain. It also has some reference significance for domestic manufacturing enterprises to improve supplier quality management.
【學(xué)位授予單位】：湖南大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F274;F426.471

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