本文選題：OEM + 項目管理　； 參考：《電子科技大學(xué)》2014年碩士論文

【摘要】：在經(jīng)濟全球化的大背景下,各國之間的經(jīng)濟交流越來越密切,企業(yè)是其中的主要推動力量。中國從上世紀七十年代末開始了高速發(fā)展,必然導(dǎo)致和全世界企業(yè)的緊密合作,OEM就是其中的重要方式。這種方式有利于合作雙方更專注于專業(yè)化經(jīng)營、降低成本,充分發(fā)揮各自的優(yōu)勢,在市場競爭中取得優(yōu)勢,實現(xiàn)共贏。隨著OEM模式的廣泛應(yīng)用,國內(nèi)企業(yè)也開始應(yīng)用OEM的形式組織生產(chǎn),如華為公司,在生產(chǎn)組織中廣泛采用OEM方式,OEM廠商按照華為的設(shè)計方案、技術(shù)要求,從指定的供應(yīng)商采購,按規(guī)定的生產(chǎn)工藝進行控制,交付合格的產(chǎn)品,華為專注于研發(fā)、主機生產(chǎn)、市場營銷,充分發(fā)揮自身優(yōu)勢,將更多的精力用于打造自身的核心競爭力。OEM作為一種供需雙方新的合作方式,應(yīng)該和供應(yīng)商形成戰(zhàn)略合作關(guān)系,質(zhì)量控制是其中的關(guān)鍵環(huán)節(jié)。如何選擇合適的供應(yīng)商,管理供應(yīng)商,保證OEM產(chǎn)品的質(zhì)量可靠,應(yīng)該從供應(yīng)商的生產(chǎn)工藝能力、過程管控能力、質(zhì)量保證水平進行全面的考慮。本文首先對OEM生產(chǎn)的方式、特點進行了介紹,對HF公司進行了簡單的介紹,結(jié)合國內(nèi)外相關(guān)理論的研究情況,提出OEM的發(fā)展趨勢。其次,對項目質(zhì)量管理理論進行了分析,對項目的特點、項目質(zhì)量管理的階段、控制要求、目標進行了介紹。第三,介紹了HF公司質(zhì)量管理的現(xiàn)狀,對組織結(jié)構(gòu)、質(zhì)量管理方式進行了簡單介紹,對傳統(tǒng)模式下質(zhì)量管理的特點及問題進行了分析。第四,結(jié)合HF公司D產(chǎn)品OEM項目實施的具體案例,對HF公司實施D產(chǎn)品OEM項目的質(zhì)量策劃、供應(yīng)商選擇、質(zhì)量控制、質(zhì)量保證及持續(xù)改進進行了詳細的分析,就此說明OEM項目質(zhì)量管理的全過程。第五,對本文的觀點和思想進行總結(jié),對OEM項目的質(zhì)量管理經(jīng)驗進行總結(jié),確定了未來OEM項目質(zhì)量管理的基本制度及要求。
[Abstract]:Under the background of economic globalization, the economic exchange between countries is getting closer and closer, among which enterprises are the main driving force. China began to develop rapidly in the late 1970s, which will inevitably lead to close cooperation with enterprises all over the world, OEM is one of the important ways. This way is helpful for both partners to focus more on specialized management, reduce costs, give full play to their respective advantages, gain advantages in market competition, and achieve win-win results. With the widespread application of the OEM model, domestic enterprises have also started to organize production in the form of OEM. For example, Huawei Company has widely adopted the OEM method in manufacturing organizations. OEM manufacturers purchase from designated suppliers according to Huawei's design plan and technical requirements. According to the prescribed production process to control, deliver qualified products, Huawei focused on R & D, mainframe production, marketing, give full play to their own advantages, As a new way of cooperation between supply and demand, we should form a strategic cooperation relationship with suppliers, and quality control is the key link. How to select suitable suppliers and manage suppliers to ensure the quality and reliability of OEM products should be considered comprehensively from supplier's production process capability, process control ability and quality assurance level. In this paper, the production mode and characteristics of OEM are introduced, the HF company is briefly introduced, and the development trend of OEM is put forward according to the research situation of related theories at home and abroad. Secondly, the theory of project quality management is analyzed, and the characteristics of the project, the stage of project quality management, the control requirements and the objectives are introduced. Thirdly, the present situation of quality management in HF company is introduced, the organization structure and quality management mode are introduced briefly, and the characteristics and problems of quality management in traditional mode are analyzed. Fourthly, combining with the concrete case of OEM project implementation of D product in HF Company, the quality planning, supplier selection, quality control, quality assurance and continuous improvement of D product OEM project in HF Company are analyzed in detail. This explains the whole process of OEM project quality management. Fifthly, this paper summarizes the viewpoints and ideas of this paper, summarizes the experience of OEM project quality management, and determines the basic system and requirements of future OEM project quality management.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F416.6;F273.2

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本文編號：1914276