本文關鍵詞：A公司采購策略的優(yōu)化研究　出處：《廈門大學》2014年碩士論文　論文類型：學位論文

  更多相關文章： 物料分類 供應商選擇 訂單分配 激勵機制

【摘要】：為了在行業(yè)競爭中保持優(yōu)勢,企業(yè)逐步將注意力集中在核心能力的建設上,漸漸將非核心業(yè)務轉移到供應鏈上游,在追求有限資源最優(yōu)配置的同時,也讓企業(yè)身處風險環(huán)境之中,企業(yè)對供應商的依賴程度與日俱增。因而很多企業(yè)將采購管理的優(yōu)化視為新環(huán)境下的工作重點,一方面需要重新審視供應基礎,組織并借力高供應能力的供應商形成新的供應結構,以此協(xié)助提升企業(yè)制造優(yōu)勢；另一方面需要在供應鏈形成之后,合理配置資源,進行持續(xù)激勵,不斷改善合作供應商的產(chǎn)品服務水平。 本文在綜述采購管理相關理論和研究的基礎上,以A公司采購策略優(yōu)化項目為實踐,針對現(xiàn)有供應基礎中存在的難題,探索如何在企業(yè)實際運營中改善供應基礎,降低外購原材料、商品和服務的總成本。首先,探討了如何以物料分類為基礎,依據(jù)采購物料的重要性、采購額、潛在優(yōu)化空間與優(yōu)化實施難易度,結合物料本身屬性、工藝及設備需求等特點,實現(xiàn)多層級門類劃分,提出優(yōu)化方案。然后,在分門類管理采購物料的基礎上,對供應商選擇體系進行設計,從選擇流程的優(yōu)化出發(fā),分階段落實選擇指標和選擇方法,實現(xiàn)供應基礎重構。最后,以多方博弈為基礎,按篩選確立的供應名單進行初始訂單分配,同時引入激勵機制,通過訂單配額對供應商的改善程度進行獎懲,促使供應商在合作中持續(xù)改善供應能力。 通過采購策略的優(yōu)化實踐,A公司根據(jù)各門類物料的特點,引入適量新供應商活躍供應市場競爭,終止同意愿較低的部分現(xiàn)有供應商合作,重新確立供應基礎,分配訂單份額。結果表明,優(yōu)化項目在保障供應質(zhì)量和服務水平的同時,實現(xiàn)契約成本減低,節(jié)約供應商篩選時間,無論從效率還是效果,都取得了較大的成功。以上較大程度支持了本文研究對企業(yè)實踐中供應基礎的改善、企業(yè)成本的節(jié)約和供應商的戰(zhàn)略合作的指導意義。
[Abstract]:In order to maintain the advantage in the industry competition, enterprises gradually focus on the construction of core competence, gradually transfer non-core business to the upstream of the supply chain, while pursuing the optimal allocation of limited resources. It also makes the enterprise in the risk environment, the enterprise depends on the supplier day by day. Therefore, many enterprises regard the optimization of procurement management as the focus of the new environment, on the one hand, need to re-examine the supply base. Organize and utilize suppliers with high supply capacity to form new supply structure to help enhance manufacturing advantage; On the other hand, after the formation of supply chain, reasonable allocation of resources and continuous incentive should be carried out to improve the product and service level of cooperative suppliers. On the basis of summarizing the relevant theory and research of purchasing management, this paper takes the project of purchasing strategy optimization of company A as practice, aiming at the problems existing in the existing supply basis. Explore how to improve the supply basis in the actual operation of enterprises, reduce the total cost of outsourcing raw materials, goods and services. First, discussed how to purchase materials based on the importance of materials, procurement amount. The potential optimization space and the implementation difficulty degree of optimization, combined with the properties of material itself, process and equipment requirements and other characteristics, to achieve multi-level classification, and put forward the optimization scheme. Then, on the basis of sub-category management of procurement materials. This paper designs the supplier selection system, starting from the optimization of the selection process, carries out the selection index and the selection method in stages, realizes the supply base reconstruction. Finally, based on the multi-party game. The initial order distribution is carried out according to the supply list established by screening and the incentive mechanism is introduced at the same time. The improvement degree of the supplier is rewarded and punished through the order quota to promote the supplier to improve the supply ability continuously in the cooperation. According to the characteristics of various kinds of materials, A Company introduces a suitable amount of new suppliers to actively compete in the supply market, and terminates the cooperation of some existing suppliers who are willing to be lower. The results show that the optimized project can guarantee the supply quality and service level, reduce the contract cost and save the selection time, whether from efficiency or effect. These results support the improvement of the supply basis, the cost saving and the strategic cooperation of suppliers.
【學位授予單位】：廈門大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F274;F426.61

【參考文獻】

相關期刊論文 前10條

1 劉誠;盧宗娟;梁文冬;;模糊環(huán)境下供應商選擇[J];系統(tǒng)工程;2011年04期

2 鄭錦榮;徐福緣;陳濱桐;;鐵礦砂談判中談判定價權爭奪的博弈研究[J];管理世界;2010年03期

3 張旭梅;李國強;張翼;;供應鏈中供應商訂單分配的不完全信息動態(tài)博弈研究[J];管理學報;2006年05期

4 陳洪轉;何利芳;方志耕;劉思峰;;“主制造商—供應商”協(xié)同利益主體超沖突均衡設計[J];管理世界;2012年03期

5 趙希男,劉輝,朱春紅;供應結構與供應商的選擇[J];決策借鑒;2001年02期

6 王麗梅;姚忠;劉魯;;現(xiàn)貨供應不確定下的優(yōu)化采購策略研究[J];管理科學學報;2011年04期

7 程方啟;葉飛帆;楊建國;;水平型制造協(xié)作聯(lián)盟訂單分配多目標優(yōu)化模型研究[J];計算機集成制造系統(tǒng);2008年12期

8 李隨成;高攀;;戰(zhàn)略采購與制造企業(yè)知識獲取的關系機理——基于供應商網(wǎng)絡的研究[J];科學學研究;2010年12期

9 陳靜杰,王扶東,朱云龍,薛勁松;基于群決策的供應鏈伙伴選擇與評價過程[J];控制與決策;2002年S1期

10 李桂華;盧宏亮;;供應商品牌溢出價值、品牌關系質(zhì)量與采購商重復購買意向:基于采購商視角[J];南開管理評論;2010年04期

，

本文編號：1426933