本文選題：采購(gòu)管理 + 業(yè)務(wù)流程�。� 參考：《吉林大學(xué)》2014年碩士論文

【摘要】：中國(guó)的制造業(yè)已經(jīng)經(jīng)歷了廣泛的三十年的發(fā)展，現(xiàn)在的成本上升，進(jìn)一步全球化和其他形式，正面臨著艱難的調(diào)整。如何打破制造企業(yè)的發(fā)展瓶頸，如何創(chuàng)新發(fā)展是一個(gè)擺在所有制造型企業(yè)面前的問(wèn)題。 經(jīng)濟(jì)的全球化及企業(yè)資本全球配置使得企業(yè)策劃和購(gòu)買(mǎi)的范疇漸漸擴(kuò)大，采購(gòu)成本在制造企業(yè)運(yùn)營(yíng)成本中所占的比重越來(lái)越大。因此，降低采購(gòu)成本成為企業(yè)增加利潤(rùn)的重要途徑。過(guò)去，我們因?yàn)楦咚侔l(fā)展而忽視了這種事實(shí)，今天面臨著生存危機(jī)的時(shí)候，企業(yè)的管理者們必須正視這個(gè)問(wèn)題。 蒂森克虜伯富奧汽車(chē)轉(zhuǎn)向柱長(zhǎng)春有限公司是一個(gè)由蒂森克虜伯股份有限公司和富奧汽車(chē)零部件有限公司共同出資成立的合資公司。公司成立于2003年，公司為制造類(lèi)企業(yè)，公司的主要產(chǎn)品是汽車(chē)轉(zhuǎn)向柱部分。公司共有職工300人，年銷(xiāo)售額達(dá)到八個(gè)億。 首先，本文以蒂森克虜伯富奧汽車(chē)轉(zhuǎn)向柱長(zhǎng)春有限公司（以后簡(jiǎn)稱(chēng)“克虜伯”）的具體情況為例，通過(guò)論述公司采購(gòu)成本管理的現(xiàn)狀，剖析其在采購(gòu)流程管理方面存在的一系列問(wèn)題，具體體現(xiàn)在采購(gòu)管理流程不完善、審批環(huán)節(jié)過(guò)于繁雜、采購(gòu)效率低下，收貨管理職責(zé)分工不清等方面。這些問(wèn)題如果不妥善解決，勢(shì)必會(huì)影響克虜伯公司的采購(gòu)環(huán)節(jié)，并進(jìn)而影響經(jīng)營(yíng)狀況。 通過(guò)對(duì)公司流程的闡述，將流程中出現(xiàn)的所有問(wèn)題分為三類(lèi)：管理問(wèn)題，流程問(wèn)題以及操作問(wèn)題。管理問(wèn)題主要是審批過(guò)程中，有大量人員參與審批，而對(duì)審批的順序沒(méi)有嚴(yán)格的控制，針對(duì)供應(yīng)商的送貨更是沒(méi)有明確的收貨部門(mén)，以及有待仔細(xì)分析的采購(gòu)會(huì)議模式的合理性問(wèn)題。而流程問(wèn)題主要是流程中，針對(duì)不同采購(gòu)金額的不同審批方式存在矛盾，相互交叉的現(xiàn)象，另外，報(bào)價(jià)過(guò)程中，也存在著失控的風(fēng)險(xiǎn)，這些都是非常顯而易見(jiàn)的問(wèn)題。針對(duì)操作問(wèn)題，主要是因?yàn)榈谌较到y(tǒng)的使用比較簡(jiǎn)單，沒(méi)有充分的運(yùn)用系統(tǒng)帶來(lái)的信息記錄和信息共享的優(yōu)勢(shì)，大量使用手工才做，在大大增加操作者工作強(qiáng)度的同時(shí)卻增加了出錯(cuò)的風(fēng)險(xiǎn)。這對(duì)采購(gòu)流程的高效運(yùn)轉(zhuǎn)產(chǎn)生了很大的影響。 其次，本文將針對(duì)克虜伯公司采購(gòu)流程的問(wèn)題，逐一加以討論和分析。并且逐一給出解決方案或建議。針對(duì)上述問(wèn)題，本文建議采取以下幾方面措施：創(chuàng)建完善采購(gòu)制度，明確審批者的審批職責(zé)，增強(qiáng)對(duì)庫(kù)房收貨的管理，通過(guò)信息系統(tǒng)的升級(jí)完成對(duì)整體流程的升級(jí)和再造。 最后，本文將通過(guò)對(duì)SAP系統(tǒng)解決方案的介紹，并結(jié)合克虜伯法國(guó)公司的成功示例，闡述通過(guò)SAP系統(tǒng)的重新上線(xiàn)，來(lái)實(shí)現(xiàn)對(duì)克虜伯長(zhǎng)春公司采購(gòu)流程的再造。并且評(píng)估克虜伯公司SAP系統(tǒng)重新上線(xiàn)需要的技術(shù)支持，以及風(fēng)險(xiǎn)控制支持。最后，對(duì)系統(tǒng)上線(xiàn)后帶來(lái)的收益加以總結(jié)。 本文在對(duì)克虜伯公司采購(gòu)流程的再造的過(guò)程中，優(yōu)化了審批流程，使審批者能人盡其責(zé)的情況下，更加簡(jiǎn)單。通過(guò)采購(gòu)工程師參與報(bào)價(jià)流程，嚴(yán)格控制報(bào)價(jià)過(guò)程中的風(fēng)向。另外非常重要的一點(diǎn)是重新升級(jí)了公司的SAP系統(tǒng)。通過(guò)對(duì)系統(tǒng)的升級(jí)，，達(dá)到降低員工的工作強(qiáng)度，提升員工工作效率，提高公司經(jīng)營(yíng)水平的目的。另外，在整個(gè)流程再造和SAP系統(tǒng)上線(xiàn)的過(guò)程中，引入了外部風(fēng)向顧問(wèn)公司的對(duì)風(fēng)險(xiǎn)的控制，更是參考了集團(tuán)內(nèi)SAP使用的成功案例公司的成功經(jīng)驗(yàn)。使系統(tǒng)上線(xiàn)和流程再造都具備可行性。希望通過(guò)本文的闡述，可以將公司的采購(gòu)流程大大優(yōu)化。從而達(dá)到降低公司采購(gòu)成本的目的。
[Abstract]:China's manufacturing industry has experienced a wide range of thirty years of development, now the cost is rising, further globalization and other forms are facing difficult adjustments. How to break the bottleneck of the development of manufacturing enterprises and how to innovate is a problem in front of all manufacturing enterprises.
The globalization of economy and the global allocation of enterprise capital make the category of enterprise plan and purchase expand gradually, and the proportion of purchasing cost is more and more important in the operating cost of manufacturing enterprises. Therefore, reducing the cost of purchasing has become an important way to increase the profit of the enterprise. When the crisis of survival occurs, managers of enterprises must face up to this problem.
The company is a joint venture company funded by the Thyssen Krupp Limited by Share Ltd and the rich Austrian Beijing Great Automotive Components Company Limited. The company was established in 2003. The company is a manufacturing enterprise. The company's main product is the car to the column. The company has 300 employees, annual sales. The amount reached eight hundred million.
First of all, this paper, taking the specific situation of Changchun Co., Ltd. (hereafter "Krupp") as an example, analyzes a series of problems in the management of procurement process by discussing the current situation of the management of purchasing cost of the company, which is embodied in the imperfect process of purchasing management, too complicated examination and approval process. The low efficiency of purchase, the poor division of labor management responsibilities, and so on. If these problems are not properly solved, it is bound to affect the procurement of the Krupp Corp, and then affect the operating situation.
Through the elaboration of the process of the company, all the problems in the process are divided into three categories: management, process and operation. The management problem is mainly in the process of examination and approval, a large number of personnel are involved in the examination and approval, and the order of approval is not strictly controlled. The rationality of the purchasing conference mode should be carefully analyzed. And the process problem is mainly in the process. There are contradictions and intersecting phenomena in different methods of approval for different purchase amounts. In addition, there are also out of control risks in the process of quotation. These are all very obvious and easy problems. The main reason is the operation problem. The use of the three party system is relatively simple. It does not fully use the advantages of information recording and information sharing brought by the system. It is done by hand. It increases the operator's work intensity and increases the risk of error. This has a great impact on the efficient operation of the procurement process.
Secondly, this article will discuss and analyze the problems of the Krupp Corp procurement process one by one. And give the solutions or suggestions one by one. In view of the above problems, this paper proposes the following measures: to establish a perfect procurement system, to clear the examination and approval responsibility of the examiners, to enhance the management of the warehouse receipt, and to increase the information system through the promotion of the information system. Level to complete the overall process of upgrading and reengineering.
Finally, through the introduction of the SAP system solution and the successful example of Krupp French company, this paper expounds the reengineering of the Krupp Changchun company procurement process through the re line of the SAP system, and evaluates the technical support required by the Krupp Corp SAP system and the risk control support. Finally, The benefits of the system are summed up.
In this paper, in the process of the reengineering of the Krupp Corp procurement process, the approval process is optimized to make the approver be able to do its best. It is more simple to take part in the bidding process by purchasing engineers and strictly control the wind direction in the quotation process. The other very important point is to upgrade the SAP system of the company. In addition, in the process of the whole process reengineering and SAP system on-line, the risk control of the external wind direction consulting company is introduced, and the successful experience of the successful case company which is used by the group SAP is also referred to. Process reengineering is feasible. It is hoped that through this article, the purchasing process can be greatly optimized, so as to achieve the goal of reducing the purchasing cost of the company.

【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F416.4;F274

【共引文獻(xiàn)】

相關(guān)期刊論文 前1條

1 韓慶良;;軟件測(cè)試在軟件獲取過(guò)程中的應(yīng)用[J];信息技術(shù)與標(biāo)準(zhǔn)化;2008年06期

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