本文關(guān)鍵詞： 采購(gòu)管理 國(guó)產(chǎn)化 供應(yīng)商優(yōu)化管理　出處：《天津大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：采購(gòu)管理作為聯(lián)接供應(yīng)鏈間各企業(yè)的基礎(chǔ)環(huán)節(jié)，已經(jīng)不只是傳統(tǒng)管理的操作管理職能，而是日益成為現(xiàn)代企業(yè)的戰(zhàn)略管理職能。采購(gòu)管理的完善，能夠?yàn)槠髽I(yè)減少直接和間接的成本損耗，降低采購(gòu)成本，縮短采購(gòu)周期，提高產(chǎn)品質(zhì)量，從而提高企業(yè)在市場(chǎng)上的競(jìng)爭(zhēng)力。 本文以W公司的采購(gòu)管理為研究對(duì)象，分析了該公司采購(gòu)管理中存在的問題，提出了相應(yīng)的解決方案，并對(duì)這些方案的實(shí)施所產(chǎn)生的效果進(jìn)行了探討。 1）分析了研究背景，對(duì)研究對(duì)象W公司從曾經(jīng)的輝煌到窘迫的現(xiàn)狀進(jìn)行了分析，結(jié)合SWOT分析法，得出W公司在采購(gòu)管理方面有待改善的兩大任務(wù)。 2）以透氣氈產(chǎn)品為例，結(jié)合供應(yīng)商選擇工具，供應(yīng)商審核工具，進(jìn)口價(jià)格比較工具等相關(guān)工具，全面闡述原材料國(guó)產(chǎn)化計(jì)劃的制訂與實(shí)施，并根據(jù)該方案實(shí)施的成果論述加快原材料國(guó)產(chǎn)化步伐對(duì)于外資企業(yè)的重要性。 3）根據(jù)W公司供應(yīng)商管理不善，KPI指標(biāo)不達(dá)標(biāo)的現(xiàn)狀，制訂出供應(yīng)商優(yōu)化管理的年度計(jì)劃。其中包括供應(yīng)商回顧，供應(yīng)商審核，供應(yīng)商培訓(xùn)，國(guó)產(chǎn)化替代，供應(yīng)商整合，，關(guān)系管理，庫(kù)存管理等一系列計(jì)劃，通過這些計(jì)劃的逐一實(shí)施，實(shí)現(xiàn)縮短采購(gòu)周期，降低庫(kù)存，降低成本，提高產(chǎn)品質(zhì)量的目標(biāo)。同時(shí)也改善了同供應(yīng)商之間的關(guān)系，實(shí)現(xiàn)了雙贏的戰(zhàn)略合作伙伴關(guān)系。
[Abstract]:Purchasing management is the basic link connecting the supply chain between enterprises, has not only the traditional management operation management functions, but has increasingly become a modern enterprise strategic management function. The procurement management, for enterprises to be able to reduce the cost of direct and indirect loss, reduce purchase cost, shorten the procurement cycle, improve product quality, so as to improve the the competitiveness of enterprises in the market.
This paper takes the purchase management of W company as the research object, analyzes the problems existing in the purchase management of the company, puts forward the corresponding solutions, and probes into the effect of the implementation of these plans.
1) analyzed the research background, analyzed the current situation of W company from its brilliance to its embarrassment. Combined with SWOT analysis, we got the two major tasks of W company in terms of procurement management.
2) to air mat products as an example, combined with the supplier selection, supplier audit tool, import price comparison tools and other tools, a comprehensive exposition of the formulation and implementation of the localization of raw materials, and according to the importance of the implementation of the program results discussed to speed up the pace of domestic raw materials for foreign companies.
3) according to the W company supplier management situation of KPI poor indicators of non-compliance, formulate annual plan to optimize the management of suppliers. Including supplier review, supplier audit, supplier training, domestic alternative, supplier relationship management, system integration, inventory management plan, by the implementation of these plans, can shorten the procurement cycle, reduce inventory, reduce cost, improve the quality of the target. At the same time improve the relationship with suppliers, to achieve a win-win strategic partnership.

【學(xué)位授予單位】：天津大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F274;F426.4

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