【摘要】：近年來(lái),由于受金融危機(jī)及國(guó)內(nèi)人力成本上升的影響,L公司的經(jīng)營(yíng)壓力日益增加。L公司作為服裝行業(yè)的一站式供應(yīng)鏈服務(wù)商,其銷(xiāo)售部門(mén)沒(méi)有自己的工廠(chǎng),沒(méi)有縫紉機(jī)器,沒(méi)有面料廠(chǎng);L公司的主要資產(chǎn)是在全球60個(gè)國(guó)家有15000個(gè)供應(yīng)商資源。主要通過(guò)現(xiàn)有的15000個(gè)供應(yīng)商為客戶(hù)提供產(chǎn)品和服務(wù),從而創(chuàng)造價(jià)值和利潤(rùn)。所以,如何成功管理這15000家供應(yīng)商是能否創(chuàng)造價(jià)值的前提;而供應(yīng)商績(jī)效評(píng)估體系的設(shè)置與實(shí)施,則是供應(yīng)商管理的關(guān)鍵。因此,建立一套完整的供應(yīng)商績(jī)效評(píng)估體系來(lái)系統(tǒng)管理L公司的供應(yīng)商資源,不僅能夠?yàn)長(zhǎng)公司創(chuàng)造價(jià)值和利潤(rùn),也維護(hù)了L公司的聲譽(yù);而且也提升了供應(yīng)商自身的競(jìng)爭(zhēng)力水平;同時(shí),為L(zhǎng)公司達(dá)到「為全世界消費(fèi)者提供合適、合時(shí)、合價(jià)的產(chǎn)品」的目標(biāo)提供保障。促進(jìn)L公司整條供應(yīng)鏈的健康可持續(xù)發(fā)展,保持行業(yè)競(jìng)爭(zhēng)力,并使L公司在疲軟的經(jīng)濟(jì)環(huán)境下仍能提高利潤(rùn)率水平。論文研究了在快速上升的勞動(dòng)力成本,日益提高的環(huán)保標(biāo)準(zhǔn),不斷變化的客戶(hù)需求和激烈的同行業(yè)競(jìng)爭(zhēng)等環(huán)境下如何設(shè)計(jì)與實(shí)施供應(yīng)商績(jī)效評(píng)估體系。論文的主要工作:首先,對(duì)L公司供應(yīng)商管理及績(jī)效評(píng)估系統(tǒng)進(jìn)行了研究和分析,指出主要存在以下五大問(wèn)題:一,供應(yīng)商績(jī)效評(píng)估指標(biāo)選取的不合理,僅涵蓋了質(zhì)量體系和合規(guī)方面的審核;供應(yīng)商的交期,成本等目前理論界普遍認(rèn)可的指標(biāo)卻沒(méi)有選取,而這些指標(biāo)大多依賴(lài)于業(yè)務(wù)員的經(jīng)驗(yàn)判斷。二,是評(píng)估的資料繁雜,每一項(xiàng)評(píng)估需要填寫(xiě)和核對(duì)冗長(zhǎng)的表格;三,評(píng)估的周期設(shè)置不合理,評(píng)估的周期設(shè)置為一年一次,這不符合業(yè)務(wù)部門(mén)實(shí)際操作的需求和L公司供應(yīng)商分類(lèi)管理;四,是評(píng)估后沒(méi)有具體的整改指導(dǎo)和實(shí)時(shí)跟進(jìn),評(píng)估結(jié)束后有部分建議卻沒(méi)有進(jìn)行具體的指導(dǎo)和跟進(jìn);五,評(píng)估后也沒(méi)有激勵(lì)措施,只是出具一份評(píng)估報(bào)告和結(jié)果。其次,針對(duì)以上問(wèn)題,筆者從自身的工作經(jīng)驗(yàn)出發(fā),根據(jù)實(shí)際工作中遇到的問(wèn)題,結(jié)合L公司達(dá)到「為全世界消費(fèi)者提供合適、合時(shí)、合價(jià)的產(chǎn)品」的目標(biāo),并且在綜合前人研究成果的基礎(chǔ)上,構(gòu)建了一套相對(duì)全面的、合理的、科學(xué)的供應(yīng)商績(jī)效評(píng)估體系。即重新選取了合理的績(jī)效評(píng)估指標(biāo)并運(yùn)用層次分析法分析確定各項(xiàng)指標(biāo)權(quán)重;簡(jiǎn)化了評(píng)估流程;并根據(jù)績(jī)效評(píng)估的結(jié)果進(jìn)行供應(yīng)商分級(jí)和動(dòng)態(tài)管理供應(yīng)商。同時(shí),也設(shè)計(jì)了供應(yīng)商激勵(lì)機(jī)制,從而根據(jù)績(jī)效評(píng)估的結(jié)果對(duì)供應(yīng)商進(jìn)行有效的激勵(lì)。然后,在L公司內(nèi)部實(shí)施此績(jī)效評(píng)估體系,成立供應(yīng)商績(jī)效評(píng)估委員會(huì),負(fù)責(zé)進(jìn)行此績(jī)效評(píng)估體系的培訓(xùn)和實(shí)施;最后,以筆者所在部門(mén)的658個(gè)供應(yīng)商樣本為例,進(jìn)行實(shí)施前后的對(duì)比,證實(shí)此績(jī)效評(píng)估體系的有效性。貫徹實(shí)施此績(jī)效評(píng)估體系,不僅能提高L公司在行業(yè)的競(jìng)爭(zhēng)力,同時(shí)通過(guò)動(dòng)態(tài)管理供應(yīng)商,不斷的改進(jìn)績(jī)效措施,也提升了供應(yīng)商自身的競(jìng)爭(zhēng)力水平。不斷完善和發(fā)展L公司與供應(yīng)商之間的戰(zhàn)略合作伙伴關(guān)系,最終達(dá)到互利共贏(yíng)的局面。并為L(zhǎng)公司所在的服裝行業(yè)的供應(yīng)商績(jī)效評(píng)估提供了一個(gè)很好的實(shí)施范例,在該行業(yè)的管理實(shí)踐有相當(dāng)?shù)闹笇?dǎo)價(jià)值和現(xiàn)實(shí)意義,也為L(zhǎng)公司的供應(yīng)鏈管理提供了一個(gè)很好的方法。
[Abstract]:In recent years, due to the financial crisis and rising domestic labor costs, L company's operating pressure is increasing. L company as a one-stop supply chain service provider in the clothing industry, its sales department has no own factory, no sewing machine, no fabric factory; L company's main assets in 60 countries around the world have 15000 suppliers capital. Source. Mainly through the existing 15,000 suppliers to provide customers with products and services, thus creating value and profits. So, how to successfully manage these 15,000 suppliers is the premise of value creation; and supplier performance evaluation system setup and implementation is the key to supplier management. Therefore, to establish a complete set of supplier performance. Efficiency evaluation system to systematically manage the supplier resources of L company can not only create value and profit for L company, but also maintain the reputation of L company; it also improves the competitiveness of suppliers themselves; at the same time, it provides guarantee for L company to achieve the goal of "providing suitable, timely and priced products for consumers all over the world". This paper studies how to design and implement the supply chain in such environments as rapidly rising labor costs, increasing environmental standards, changing customer needs and fierce competition in the same industry. The main work of this paper is as follows: Firstly, the supplier management and performance evaluation system of L Company is studied and analyzed. Firstly, the selection of supplier performance evaluation index is unreasonable, which only covers the quality system and compliance auditing; the delivery time and cost of suppliers. The most commonly accepted indicators in the theoretical circles are not selected, and most of these indicators rely on the experience of the business staff. Second, the evaluation data are complex, each evaluation needs to fill in and check long forms; third, the evaluation cycle is unreasonable, the evaluation cycle is set once a year, which does not meet the actual operational needs of the business department. Fourth, there is no specific rectification guidance and real-time follow-up after the evaluation, but some suggestions after the evaluation are not specific guidance and follow-up; Fifth, there is no incentive measures after the evaluation, just issued an evaluation report and results. Secondly, in view of the above problems, the author proceeds from his own work experience. According to the problems encountered in the actual work, combined with L company to achieve the goal of "providing the world's consumers with appropriate, timely and affordable products", and on the basis of previous research results, a relatively comprehensive, reasonable and scientific supplier performance evaluation system is constructed, that is, a reasonable performance evaluation index is re-selected. And it uses the analytic hierarchy process to determine the weight of each index, simplifies the evaluation process, and carries on the supplier classification and the dynamic management supplier according to the performance evaluation result. At the same time, it also designs the supplier incentive mechanism, thus carries on the effective incentive to the supplier according to the performance evaluation result. Finally, taking 658 samples of suppliers in my department as an example, the effectiveness of the performance evaluation system is verified by comparing before and after implementation. Implementing this performance evaluation system can not only improve L company's industry performance. At the same time, through dynamic management of suppliers, continuous improvement of performance measures, but also enhance the level of suppliers'competitiveness. Continuous improvement and development of strategic partnership between L company and suppliers, and ultimately achieve mutual benefit and win-win situation. A good example of implementation, the management practice in the industry has considerable guiding value and practical significance, but also for L Company's supply chain management provides a good method.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：F274

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