本文關(guān)鍵詞： 跨國企業(yè) 本土化 供應(yīng)商管理 供應(yīng)商選擇　出處：《華南理工大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：在經(jīng)濟(jì)全球化的驅(qū)動(dòng)下，中國以市場、成本和供應(yīng)鏈體系的優(yōu)勢吸引各個(gè)行業(yè)的制造業(yè)來華建廠。汽車制造業(yè)亦是如此，各大車企紛紛在中國建立生產(chǎn)基地并不斷地?cái)U(kuò)充產(chǎn)能。它們的主要供應(yīng)商緊隨它們的步伐也在中國設(shè)立工廠，X公司作為全球最早研發(fā)生產(chǎn)傳感器的企業(yè)之一的跨國公司，涉足汽車電子行業(yè)30多年,全球20家工廠分布北美,歐洲及亞太地區(qū)。它們的客戶幾乎涵蓋全球所有的汽車公司，包括通用、大眾、福特、豐田、日產(chǎn)和本田等。 X公司2004在廣東省中山市成立生產(chǎn)基地以來，其業(yè)務(wù)迅速增長。但大部分零部件由海外供應(yīng)商提供導(dǎo)致其采購成本高、零件開發(fā)周期長、庫存周轉(zhuǎn)慢以及反應(yīng)遲緩。公司于2008年開始試行供應(yīng)商本地化，到2013年底開發(fā)了三家中國供應(yīng)商。但這和它們的供應(yīng)商本土化得目標(biāo)差距依然很大，，和主要競爭對手比起來也落后很多。所以對X公司來說，建立一套適合X公司的對于中國供應(yīng)商的評價(jià)與選擇機(jī)制顯得非常重要和必要。 本文以X公司為一個(gè)跨國公司在這個(gè)選擇供應(yīng)商的典型案例，通過運(yùn)用所學(xué)的管理知識(shí)（尤其是科學(xué)決策領(lǐng)域的層次分析法的原理和實(shí)踐）結(jié)合公司的管理實(shí)踐以及個(gè)人的工作經(jīng)歷，探討一套關(guān)于中國供應(yīng)商的評價(jià)與選擇方案。主要是構(gòu)建了一套更能全面評價(jià)供應(yīng)商能力的指標(biāo)體系和優(yōu)化了供應(yīng)商選擇的管理流程。 由于本文在很多分析環(huán)節(jié)并為真正納入專家的實(shí)際意見，以及作者自身認(rèn)知的局限，所構(gòu)建的這套中國供應(yīng)商選擇的評價(jià)方案體系肯定不是盡善盡美的。而且作為實(shí)踐性非常強(qiáng)的供應(yīng)商選擇的課題，也能在實(shí)際的操作實(shí)踐中得到進(jìn)一步優(yōu)化這套反感的反饋。
[Abstract]:Driven by economic globalization, China has attracted manufacturing industries from all sectors to build factories in China with the advantages of market, cost and supply chain systems. The same is true of the automobile manufacturing industry. Major car companies are building production bases and expanding capacity in China. Their major suppliers are following their lead by setting up a factory in China as one of the first multinational companies in the world to develop sensors. With more than 30 years in the automotive electronics industry, 20 factories worldwide are located in North America, Europe and the Asia-Pacific region. Their customers include almost all of the world's auto companies, including GM, Volkswagen, Ford, Toyota, Nissan and Honda. Since X Company set up its production base in Zhongshan City, Guangdong Province in 2004, its business has grown rapidly. However, most of the components supplied by overseas suppliers have resulted in high purchasing cost and long development cycle. Slow inventory turnover and slow response. The company began experimenting with supplier localization in 2008 and developed three Chinese suppliers by end of 2013. Therefore, it is very important and necessary for X Company to establish a suitable evaluation and selection mechanism for Chinese suppliers. This paper takes X Company as a typical case of a multinational company to select a supplier in this case. Through the application of the management knowledge (especially the principle and practice of Analytic hierarchy process in the field of scientific decision making) combined with the management practice of the company as well as the personal work experience, This paper discusses a set of evaluation and selection schemes for Chinese suppliers, which mainly consists of constructing a more comprehensive evaluation index system of suppliers' ability and optimizing the management process of supplier selection. Due to the limitations of the author's own cognition, and in many aspects of analysis and in order to truly incorporate the actual opinions of the experts, The evaluation scheme system of Chinese supplier selection is certainly not perfect, and as a very practical subject of supplier selection, it can also be further optimized in the actual operation practice of this set of repulsive feedback.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F274;F416.6;F276.7

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