本文關鍵詞： 汽車零部件 供應商管理 供應商關系管理 供應商質量管理 供應商績效管理　出處：《蘇州大學》2014年碩士論文　論文類型：學位論文

【摘要】：汽車行業(yè)發(fā)展到今天，已經(jīng)成為許多國家包括中國在內(nèi)的國民經(jīng)濟支柱行業(yè)。而隨著我國經(jīng)濟的快速發(fā)展和城鄉(xiāng)居民收入的增長，可以預見的是，未來數(shù)年內(nèi)，我國汽車產(chǎn)業(yè)仍將會以較快速度發(fā)展。 汽車零部件行業(yè)是汽車行業(yè)的基礎，其產(chǎn)值約占整車產(chǎn)值的50-70%。隨著供應鏈管理理論的發(fā)展，以及汽車行業(yè)的特殊性，汽車零部件行業(yè)的供應商管理已經(jīng)變得越來越重要了。供應商能力的提升對于整車廠提高質量、降低成本、提高響應速度等起到關鍵作用。由于汽車零部件涉及到的產(chǎn)品種類眾多、生產(chǎn)工藝千差萬別、供應商的水平也各有千秋，所以有效的供應商管理是一個非常復雜的過程，再加上我國汽車零部件行業(yè)起步較晚、投入不足導致研發(fā)能力不強、管理水平不高等因素，限制了部分零部件企業(yè)的快速發(fā)展。因此，，如何使供應商和企業(yè)從普通的買賣關系演變成合作關系，進而實現(xiàn)“雙贏”的目的，是當前需要解決的一個課題。 本文以全球知名瑞典H汽車零部件集團的中國分公司（H公司）為案例，在國、內(nèi)外眾多學者研究的基礎上，討論了供應商管理的定義及其重要性，并從供應商關系管理、供應商質量管理和供應商績效管理三個方面分析了H公司當前的供應商管理現(xiàn)狀及存在問題，最后提出了改進方案，如（1）利用供應定位模型優(yōu)化供應商關系；（2）重新構建新供應商導入流程；（3）APQP與VA/VE的結合推行；（4）成立供應商質量改善小組，推行分層過程審核；（5）重新定義績效考核指標的算法等。預計這些改進方案能起到不錯的效果，使企業(yè)和供應商的競爭力都得到加強，同時也希望這些方法可以對部分國內(nèi)汽車零部件企業(yè)提供一些有價值的參考。
[Abstract]:Today, the automobile industry has become the pillar industry of the national economy of many countries, including China. With the rapid economic development of our country and the growth of the income of urban and rural residents, it can be predicted that in the next few years, China's auto industry will still develop at a faster speed. Automobile parts industry is the foundation of automobile industry, and its output value is about 50-70% of the whole vehicle output value. With the development of supply chain management theory and the particularity of automobile industry, Supplier management in the automotive parts industry has become more and more important. Improving the response speed plays a key role. Due to the variety of products involved in automobile parts, the wide variety of production processes and the different levels of suppliers, effective supplier management is a very complex process. In addition, due to the late start of automobile parts industry in our country, the lack of investment leads to low R & D capability and low management level, which limits the rapid development of some parts enterprises. How to make suppliers and enterprises change from common trading relationship to cooperative relationship, and then realize the goal of "win-win", is a problem that needs to be solved at present. In this paper, the definition and importance of supplier management are discussed on the basis of the research by many scholars in China and abroad, taking the Chinese branch of H Automobile parts Group of Sweden as an example, and from the point of view of supplier relationship management, this paper discusses the definition and importance of supplier management. Three aspects of supplier quality management and supplier performance management are analyzed. The current status and problems of H company are analyzed. Finally, the improvement scheme is put forward. For example, 1) optimize the supplier relationship by using the supply location model (Q2) rebuild the new supplier import process: the combination of APQP and VA/VE, and set up a supplier quality improvement team. It is expected that these improvements will have a good effect and enhance the competitiveness of both enterprises and suppliers. At the same time, I hope these methods can provide some valuable reference for some domestic auto parts enterprises.
【學位授予單位】：蘇州大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F426.471;F274

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