本文關(guān)鍵詞： 汽車(chē)零部件 供應(yīng)商管理 供應(yīng)商關(guān)系管理 供應(yīng)商質(zhì)量管理 供應(yīng)商績(jī)效管理　出處：《蘇州大學(xué)》2014年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：汽車(chē)行業(yè)發(fā)展到今天，已經(jīng)成為許多國(guó)家包括中國(guó)在內(nèi)的國(guó)民經(jīng)濟(jì)支柱行業(yè)。而隨著我國(guó)經(jīng)濟(jì)的快速發(fā)展和城鄉(xiāng)居民收入的增長(zhǎng)，可以預(yù)見(jiàn)的是，未來(lái)數(shù)年內(nèi)，我國(guó)汽車(chē)產(chǎn)業(yè)仍將會(huì)以較快速度發(fā)展。 汽車(chē)零部件行業(yè)是汽車(chē)行業(yè)的基礎(chǔ)，其產(chǎn)值約占整車(chē)產(chǎn)值的50-70%。隨著供應(yīng)鏈管理理論的發(fā)展，以及汽車(chē)行業(yè)的特殊性，汽車(chē)零部件行業(yè)的供應(yīng)商管理已經(jīng)變得越來(lái)越重要了。供應(yīng)商能力的提升對(duì)于整車(chē)廠提高質(zhì)量、降低成本、提高響應(yīng)速度等起到關(guān)鍵作用。由于汽車(chē)零部件涉及到的產(chǎn)品種類(lèi)眾多、生產(chǎn)工藝千差萬(wàn)別、供應(yīng)商的水平也各有千秋，所以有效的供應(yīng)商管理是一個(gè)非常復(fù)雜的過(guò)程，再加上我國(guó)汽車(chē)零部件行業(yè)起步較晚、投入不足導(dǎo)致研發(fā)能力不強(qiáng)、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(yīng)商和企業(yè)從普通的買(mǎi)賣(mài)關(guān)系演變成合作關(guān)系，進(jìn)而實(shí)現(xiàn)“雙贏”的目的，是當(dāng)前需要解決的一個(gè)課題。 本文以全球知名瑞典H汽車(chē)零部件集團(tuán)的中國(guó)分公司（H公司）為案例，在國(guó)、內(nèi)外眾多學(xué)者研究的基礎(chǔ)上，討論了供應(yīng)商管理的定義及其重要性，并從供應(yīng)商關(guān)系管理、供應(yīng)商質(zhì)量管理和供應(yīng)商績(jī)效管理三個(gè)方面分析了H公司當(dāng)前的供應(yīng)商管理現(xiàn)狀及存在問(wèn)題，最后提出了改進(jìn)方案，如（1）利用供應(yīng)定位模型優(yōu)化供應(yīng)商關(guān)系；（2）重新構(gòu)建新供應(yīng)商導(dǎo)入流程；（3）APQP與VA/VE的結(jié)合推行；（4）成立供應(yīng)商質(zhì)量改善小組，推行分層過(guò)程審核；（5）重新定義績(jī)效考核指標(biāo)的算法等。預(yù)計(jì)這些改進(jìn)方案能起到不錯(cuò)的效果，使企業(yè)和供應(yīng)商的競(jìng)爭(zhēng)力都得到加強(qiáng)，同時(shí)也希望這些方法可以對(duì)部分國(guó)內(nèi)汽車(chē)零部件企業(yè)提供一些有價(jià)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(xué)位授予單位】：蘇州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F426.471;F274

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