本文選題：戰(zhàn)略供應商 + 供應商選擇��； 參考：《華東理工大學》2013年碩士論文

【摘要】：采購是一項企業(yè)與供應商間的企業(yè)經營活動,采購業(yè)務運轉的好壞和供應商水平的高低直接影響著企業(yè)的競爭力。尤其是進入21世紀以來,經濟全球化趨勢越發(fā)明顯,許多跨國公司開展全球采購業(yè)務,此時這些公司越來越注重與其發(fā)展戰(zhàn)略中所必需的少數具有重要意義的供應商建立合作伙伴關系,以使得其全球業(yè)務整體更具競爭優(yōu)勢。汽車行業(yè)是對供應商依賴程度較高、全球化比較充分的行業(yè),汽車零部件各級供應商的技術力量、質量管理能力、資金實力、信譽度等很多因素決定了全球汽車行業(yè)供應鏈的運行水平。因此,在汽車零部件行業(yè)建立戰(zhàn)略供應商選擇與共建體系,可以提升采購企業(yè)的核心競爭力,也為其戰(zhàn)略供應商的長足發(fā)展提供了平臺,實現了采購者與供應商的共同成長與雙贏。 B公司作為汽車零部件一級供應商中的龍頭企業(yè),在國際汽車領域保持著技術研發(fā)優(yōu)勢和較高的品牌美譽度。B公司全球采購體系擁有充足供應商資源和優(yōu)越供應鏈,對B公司的新產品開發(fā)、生產成本控制、全球市場拓展、以及全球化最優(yōu)生產的實現,提供了非常重要的保障。B公司一直非常關注其在中國的業(yè)務發(fā)展與開拓,大力推進供應鏈本地化,通過十余年的拓展開發(fā)在中國與數百家供應商開展了業(yè)務合作,伴隨中國業(yè)務的深入發(fā)展和規(guī)模擴大,如何在眾多供應商資源中進行評估進而選擇出中國戰(zhàn)略供應商對B公司業(yè)務的長遠發(fā)展影響意義重大。本文在對B公司自身的采購體系的特點進行分析的基礎上,結合汽車機械加工零部件行業(yè)特點以及中國零部件供應商的現狀,按照層次分析法的思想,建立了B公司中國汽車機械加工零部件戰(zhàn)略供應商選擇模型。此模型的建立和應用,有助于實現有效的戰(zhàn)略供應商選擇與共建,持續(xù)優(yōu)化B公司的采購決策效率,優(yōu)化中國供應鏈。同時,這個選擇模型的建立對于中國汽車零部件行業(yè)其他公司戰(zhàn)略供應商選擇具有借鑒意義。
[Abstract]:Procurement is a business activity between enterprises and suppliers. The operation of procurement business and the level of suppliers directly affect the competitiveness of enterprises. Especially since entering the 21st century, the trend of economic globalization has become more and more obvious. At this time, these companies pay more and more attention to establishing partnerships with a small number of important suppliers necessary for their development strategy, in order to make their global business more competitive. The automotive industry is a highly dependent and globalized industry. Suppliers at all levels of automotive parts have the technical strength, quality management capability, and financial strength. Credit rating and many other factors determine the operating level of the global automotive industry supply chain. Therefore, the establishment of strategic supplier selection and co-construction system in auto parts industry can enhance the core competitiveness of purchasing enterprises and provide a platform for the rapid development of strategic suppliers. It realizes the common growth and win-win of the buyers and suppliers. As one of the leading suppliers of automotive parts, company B maintains the advantage of technology research and development and high brand reputation in the international automotive field. The global purchasing system of company B has sufficient supplier resources and superior supply chain. New product development, production cost control, global market expansion, and the realization of global optimal production of Company B have provided a very important guarantee. B has been very concerned about its business development and development in China. Through more than a decade of expansion and development, we have carried out business cooperation with hundreds of suppliers in China, with the further development and expansion of our business in China. It is of great significance to evaluate the resources of many suppliers and select Chinese strategic suppliers for the long term development of B Company. Based on the analysis of the characteristics of the purchasing system of Company B, combined with the characteristics of the automotive machining parts industry and the present situation of the Chinese parts suppliers, according to the thought of Analytic hierarchy process (AHP), The strategic supplier selection model of China Automotive Machining parts for B Company is established. The establishment and application of this model will help to achieve effective strategic supplier selection and co-construction, continuously optimize the purchasing decision-making efficiency of Company B, and optimize the supply chain in China. At the same time, the establishment of the selection model for other companies in China auto parts industry strategic supplier selection has reference significance.
【學位授予單位】：華東理工大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F274;F426.471

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本文編號：1856627