【摘要】：經(jīng)過了2008年世界金融危機(jī)的沖擊，企業(yè)所面對(duì)的是更加競(jìng)爭(zhēng)激烈的市場(chǎng)。市場(chǎng)對(duì)企業(yè)的要求是將高品質(zhì)的現(xiàn)代產(chǎn)品，更加方便快捷準(zhǔn)時(shí)的交付給客戶。因此，越來越多的國(guó)際大型商超開始重視對(duì)處于供應(yīng)鏈管理的上游資源-供應(yīng)商的管理，進(jìn)而增加客戶的滿意度，提高經(jīng)濟(jì)效益，加強(qiáng)競(jìng)爭(zhēng)優(yōu)勢(shì)。 本文重點(diǎn)結(jié)合供應(yīng)鏈及供應(yīng)商管理的理論，介紹了A集團(tuán)供應(yīng)管理的基本情況，運(yùn)用了SWOT分析方法對(duì)A集團(tuán)供應(yīng)管理的優(yōu)勢(shì)，劣勢(shì)，機(jī)遇和威脅以及相應(yīng)的應(yīng)付對(duì)策進(jìn)行了分析，進(jìn)而推出進(jìn)行供應(yīng)商管理的必要性；用實(shí)證法以及圖表法分析了A集團(tuán)如何進(jìn)行供應(yīng)商的引入，評(píng)估以及挑選；結(jié)合平衡計(jì)分卡的理論框架，分析了A集團(tuán)重點(diǎn)在客戶以及內(nèi)部流程方面的戰(zhàn)略目標(biāo)，以及圍繞著這些戰(zhàn)略目標(biāo)所設(shè)置的針對(duì)供應(yīng)商管理的績(jī)效考核指標(biāo)；最后介紹A集團(tuán)如何保持供應(yīng)商績(jī)效的持續(xù)性以及如何有效的激勵(lì)和發(fā)展供應(yīng)商。 本文針對(duì)A集團(tuán)曾經(jīng)出現(xiàn)的挑選供應(yīng)商主觀因素過多，缺乏客觀依據(jù)的弊端，重點(diǎn)闡述了A集團(tuán)如何通過各項(xiàng)綜合指標(biāo)來改進(jìn)供應(yīng)商準(zhǔn)入機(jī)制；針對(duì)A集團(tuán)曾經(jīng)出現(xiàn)的僅憑產(chǎn)品價(jià)格，交貨期等單一指標(biāo)考核供應(yīng)商的弊端，重點(diǎn)闡述了A集團(tuán)如何通過定性定量的各項(xiàng)指標(biāo)來對(duì)供應(yīng)商進(jìn)行全面的考核。 通過本文的研究，制定一個(gè)合乎公司實(shí)際狀況，與公司發(fā)展戰(zhàn)略相一致的供應(yīng)商挑選以及考核評(píng)估的機(jī)制尤為重要，也為A集團(tuán)供應(yīng)管理以及供應(yīng)商管理的進(jìn)一步發(fā)展提供了思路，同時(shí)，通過本文的研究，，也可以為國(guó)內(nèi)眾多出口企業(yè)如何更好的與國(guó)際知名商超合作提供借鑒指導(dǎo)作用。
[Abstract]:After the impact of the 2008 world financial crisis, enterprises are facing a more competitive market. Market requirements for enterprises are high-quality modern products, more convenient, fast and timely delivery to customers. Therefore, more and more large-scale international commercial super began to attach importance to the management of the upstream resources-suppliers in the supply chain management, and then increase customer satisfaction, improve economic benefits, and strengthen competitive advantage. Based on the theory of supply chain and supplier management, this paper introduces the basic situation of supply management in Group A, and makes use of SWOT analysis method to analyze the advantages and disadvantages of supply management in Group A. Opportunities and threats as well as the corresponding countermeasures are analyzed, and then the necessity of supplier management is put forward. This paper analyzes how to introduce, evaluate and select suppliers in Group A by means of practical method and chart method. Combined with the theoretical framework of balanced Scorecard, this paper analyzes the strategic objectives of Group A in the aspects of customers and internal processes, as well as the performance appraisal indicators for supplier management set around these strategic objectives. Finally, this paper introduces how to maintain the continuity of supplier performance and how to motivate and develop suppliers effectively. In view of the disadvantages of too many subjective factors in selecting suppliers and lack of objective basis in Group A, this paper focuses on how to improve the access mechanism of suppliers through all kinds of comprehensive indicators in Group A; In view of the disadvantages of A Group that only rely on the single index such as product price, delivery date and so on, this paper expounds how to evaluate the supplier comprehensively by qualitative and quantitative indexes in Group A, with emphasis on how to check the supplier in an all-round way by means of qualitative and quantitative indexes. Through the research in this paper, it is particularly important to develop a supplier selection, assessment and evaluation mechanism that is in line with the actual situation of the company and is consistent with the company's development strategy. It also provides a train of thought for the further development of supply management and supplier management in Group A, at the same time, through the research in this paper, it can also provide reference and guidance for many domestic export enterprises to cooperate better with international well-known firms.
【學(xué)位授予單位】：華南理工大學(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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