本文選題：供應(yīng)商 + 績效評價��； 參考：《哈爾濱理工大學》2014年碩士論文

【摘要】：對于一般的供應(yīng)鏈的管理過程，主要需要考慮的是如何進行供應(yīng)商的選擇和評價。這個是一個進行供應(yīng)商選擇和評價的基礎(chǔ)。通常而言，企業(yè)追求的目標主要有以下幾點：低成本運作、高質(zhì)量工程、及時準確的柔性化生產(chǎn)以及敏捷的快速反應(yīng)工作，所有這些都需要經(jīng)過科學、合理的供應(yīng)商選擇體系以及相關(guān)的具體模式來實現(xiàn)尋找優(yōu)秀的合作伙伴的最終目標。 就實現(xiàn)的情況而言，，很多大型企業(yè)在評價選擇供應(yīng)商時沒有一個完全適合自身的全面的綜合評價指標體系。很多評價體系的情況主要都是根據(jù)傳統(tǒng)的習慣以及供應(yīng)商評價中的具體情況，所有這些都將影響到整個企業(yè)的供應(yīng)鏈的性能。 本文針對國內(nèi)外研究的基本現(xiàn)狀提出了對于國內(nèi)外研究的基本評價。并且通過研究思路、研究方法以及研究內(nèi)容來實現(xiàn)最終的結(jié)合點；通過相關(guān)概念界定提出了如何仔細分析供應(yīng)鏈的概念以及供應(yīng)鏈的特征。結(jié)合基礎(chǔ)理論研究從供應(yīng)鏈管理的概念、目標以及供應(yīng)鏈管理和供應(yīng)商管理之間的結(jié)合來進行詳細的表述；結(jié)合中航輕動供應(yīng)商管理的現(xiàn)狀進行了系統(tǒng)的分析。通過一定的簡介，簡單的論述了中航輕動的發(fā)展歷程，業(yè)務(wù)流程，業(yè)務(wù)特點等。然后通過中航輕動管理中存在的問題，就供應(yīng)商價值認知不足，供應(yīng)商選擇分類管理不善，供應(yīng)商績效評估不全和供應(yīng)商激勵機制不足等條件來實現(xiàn)；進行了中航輕動供應(yīng)商評價體系模型構(gòu)建。通過供應(yīng)商選擇步驟及了解和分析客戶需求，產(chǎn)品歸類，成立選擇評價小組，收集供應(yīng)商信息，制定選擇標準，現(xiàn)場考察供應(yīng)商，選擇供應(yīng)商等步驟相結(jié)合。另外通過供應(yīng)商的選擇標準以及中航輕動供應(yīng)商選擇指標體系進行深入分析并提出了供應(yīng)商評價模型體系。開展了中航輕動供應(yīng)商管理策略研究。針對中航輕動供應(yīng)商的分類管理策略，通過一般供應(yīng)商管理策略、關(guān)鍵供應(yīng)商管理策略、戰(zhàn)略供應(yīng)商管理策略以及瓶頸供應(yīng)商管理策略來進行，同時提出了相應(yīng)的管理保障措施及做好供應(yīng)商的選擇和評價，完善供應(yīng)商激勵機制，優(yōu)化供應(yīng)商關(guān)系管理，強化供應(yīng)鏈過程控制，建立供應(yīng)商合作伙伴關(guān)系。最后、針對相應(yīng)的研究結(jié)論與不足提出了一定的展望。
[Abstract]:For the general supply chain management process, the main consideration is how to select and evaluate suppliers. This is a basis for supplier selection and evaluation. In general, the main goals pursued by a company are: low cost operation, high quality engineering, timely and accurate flexible production, and agile rapid response, all of which require science. A reasonable supplier selection system and related specific models to achieve the ultimate goal of looking for excellent partners. In terms of realization, many large enterprises do not have a comprehensive evaluation index system that is suitable for their own comprehensive evaluation system when evaluating and selecting suppliers. Many evaluation systems are mainly based on traditional practices and supplier evaluation, all of which will affect the supply chain performance of the whole enterprise. In this paper, the basic evaluation of domestic and foreign research is put forward according to the basic status of research at home and abroad. And through the research ideas, research methods and research content to achieve the final point of convergence; through the definition of relevant concepts proposed how to carefully analyze the concept of supply chain and the characteristics of the supply chain. Combined with the basic theory research, the concept, goal and the combination of supply chain management and supplier management are described in detail, and the current situation of CAAC light motion supplier management is analyzed systematically. Through a certain brief introduction, briefly discusses the development process, business characteristics and so on. Then, through the problems existing in the light movement management of CAAC, we can realize such conditions as insufficient supplier value cognition, poor management of supplier selection and classification, incomplete supplier performance evaluation and insufficient supplier incentive mechanism. The evaluation system model of CAAC light-moving supplier was constructed. Through supplier selection steps and understanding and analysis of customer needs, product classification, set up selection evaluation team, collect supplier information, establish selection criteria, on-site inspection of suppliers, selection of suppliers and other steps combined. In addition, the supplier evaluation model is put forward through the analysis of supplier selection criteria and the supplier selection index system of CAAC. The research on supplier management strategy of CAAC Light Movement is carried out. Aiming at the classified management strategy of CAAC's light moving suppliers, it is carried out through the general supplier management strategy, the key supplier management strategy, the strategic supplier management strategy and the bottleneck supplier management strategy. At the same time, it puts forward the corresponding management guarantee measures and the selection and evaluation of suppliers, consummates the incentive mechanism of suppliers, optimizes supplier relationship management, strengthens the process control of supply chain, and establishes the supplier partnership. Finally, a certain prospect is put forward in view of the corresponding research conclusions and shortcomings.
【學位授予單位】：哈爾濱理工大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F274;F426.5

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相關(guān)期刊論文 前6條

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本文編號：2100216