發(fā)布時(shí)間：2021-01-24 14:43

　　隨著信息技術(shù)和經(jīng)濟(jì)全球化的高度發(fā)展,中國(guó)的商品城日趨成熟,在大陸和香港兩地展會(huì)的帶動(dòng)下,很多外商頻繁到訪中國(guó),對(duì)中國(guó)市場(chǎng)很熟悉,有的客戶甚至在中國(guó)設(shè)立采購(gòu)辦事處。這些因素導(dǎo)致產(chǎn)品價(jià)格越來(lái)越透明,外貿(mào)公司的利潤(rùn)空間急劇減小。如何應(yīng)對(duì)市場(chǎng)的快速變化和控制采購(gòu)成本,成了箱包外貿(mào)公司取得競(jìng)爭(zhēng)優(yōu)勢(shì)的關(guān)鍵。這就要求箱包外貿(mào)公司提升對(duì)OEM供應(yīng)商的管理水平。正是在此背景下,本文展開(kāi)了對(duì)DH公司OEM箱包供應(yīng)商評(píng)價(jià)和選擇的研究。通過(guò)對(duì)DH公司箱包采購(gòu)的案例研究,本文嘗試呈現(xiàn)外貿(mào)行業(yè)中OEM箱包采購(gòu)中存在的問(wèn)題,分別是按時(shí)交付率低,質(zhì)量問(wèn)題突出、供應(yīng)商付款條件苛刻及服務(wù)水平低下。產(chǎn)生上述問(wèn)題的主要原因是企業(yè)沒(méi)有正確地評(píng)價(jià)與選擇供應(yīng)商,體現(xiàn)在評(píng)價(jià)小組人員構(gòu)成不科學(xué)、評(píng)價(jià)指標(biāo)單一、評(píng)價(jià)與選擇的方法主觀隨意性較大、評(píng)價(jià)與選擇的流程不規(guī)范。針對(duì)DH外貿(mào)公司箱包采購(gòu)存在的主要問(wèn)題,本文在研究相關(guān)文獻(xiàn)的基礎(chǔ)上結(jié)合案例研究,為DH公司基于成本壓力下的供應(yīng)商評(píng)價(jià)與選擇提出了建議,分別為:重新組建跨職能供應(yīng)商評(píng)價(jià)小組;重新規(guī)劃供應(yīng)商選擇流程;優(yōu)化供應(yīng)商績(jī)效評(píng)價(jià)指標(biāo)體系;運(yùn)用德?tīng)柗品ㄋ鸭嘘P(guān)專家的評(píng)分結(jié)合AHP法建立供應(yīng)商... 

【文章來(lái)源】：廣東外語(yǔ)外貿(mào)大學(xué)廣東省

【文章頁(yè)數(shù)】：105 頁(yè)

【學(xué)位級(jí)別】：碩士

【文章目錄】：
ACKNOWLEDGEMENTS
ABSTRACT
摘要
LIST OF ABBREVIATIONS
Chapter Ⅰ Introduction
    1.1 Research Background and Meaning
    1.2 Research Methods
    1.3 Thesis Structure and Main Content
Chapter Ⅱ Literature Review
    2.1 Basic Concept of OEM
    2.2 Supplier Evaluation Criteria
        2.2.1 Research Status of Supplier Evaluation Criteria
        2.2.2 Research Trend of Supplier Evaluation Criteria
        2.2.3 Summary of Research
    2.3 Supplier Evaluation Method
        2.3.1 Overview of Supplier Evaluation Method
        2.3.2 The Basic Model of Supplier Evaluation
        2.3.3 Supplier Perception Model
        2.3.4 Analytic Hierarchy Process （AHP）
Chapter Ⅲ Case Description
    3.1 Introduction to Industry Background
    3.2 Company Profile
        3.2.1 Company History
        3.2.2 Company development
        3.2.3 Organization Structure
        3.2.4 Main Products and Major Markets
    3.3 Business Status and Characteristics
        3.3.1 Business Model
        3.3.2 Advantages and Disadvantages of DH company in Europe and America's Bags Market
        3.3.3 Characteristics of DH Company's Bags Purchase
    3.4 Status of DH Company's Supplier Evaluation and Selection
        3.4.1 DH company's Current Supplier Selection Criteria for OEM Bags
        3.4.2 DH company's Current Supplier Selection method for OEM Bags
        3.4.3 DH company's Current Supplier Selection Process for OEM Bags
        3.4.4 DH company's Current Supplier Evaluation Team for OEM Bags
    3.5 Summary
Chapter Ⅳ Problem Analysis
    4.1 Main Problems of OEM Bags Purchase of DH Company
        4.1.1 Late Delivery
        4.1.2 Low Quality
        4.1.3 Unsatisfied Payment Terms
        4.1.4 Poor Service
    4.2 The Reasons for the Problem of OEM Bags Purchase
        4.2.1 Unscientific Evaluation Team
        4.2.2 Too Simple Evaluation Index
        4.2.3 Subjective Evaluation Methods
        4.2.4 Nonstandard Evaluation Process
    4.3 Summary
Chapter Ⅴ OEM Bags Supplier Selection Strategy of DH Company
    5.1 Re-establish A Cross-functional Department Evaluation Team
    5.2 Replan the Process of Supplier Evaluation and Selection
    5.3 Optimize Supplier Comprehensive Performance Evaluation Index System
        5.3.1 Principles for Constructing Evaluation Index System
        5.3.2 Factors for Constructing Evaluation Index System
        5.3.3 Construction of Supplier Evaluation Index System
        5.3.4 Measure of Evaluation Index
    5.4 Construct Supplier Evaluation and Selection Method Based on AHP Model
        5.4.1 The Structure of AHP Mode
        5.4.2 Supplier Evaluation Results of DH Company Based on AHP Model
        5.4.3 Supplier Classification Based on the Basic Model of SupplierEvaluation
    5.5 Summary
Chapter Ⅵ Conclusion and Research Prospects
    6.1 Conclusion
    6.2 Research Prospects
Reference


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碩士論文
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