本文關(guān)鍵詞： 間接物料采購管理 流程優(yōu)化 供應(yīng)商管理 成本控制　出處：《西安電子科技大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：GE通用電氣公司前CEO杰克·韋爾奇曾說過:“采購和銷售是公司唯一能產(chǎn)生收入的部門,其他任何部門發(fā)生的都是管理費(fèi)用”。自2008年國際金融危機(jī)以來,各大公司在無法有效開源的情況下,都紛紛轉(zhuǎn)向?qū)Τ杀镜目刂�。作為生產(chǎn)要素最主要的組成部分,原材料成本控制因使用ERP等信息化系統(tǒng)已經(jīng)變得相對(duì)比較公開和透明化,其對(duì)應(yīng)的采購管理和戰(zhàn)略研究經(jīng)過多年的發(fā)展,已形成相當(dāng)成熟的理論基礎(chǔ)體系,原材料的供應(yīng)鏈管理也比較科學(xué)和規(guī)范化。而間接物料懫購作為采購的一個(gè)重要職能,之前并未受到足夠的重視,所以我們應(yīng)重新認(rèn)識(shí)采購尤其是間接物料采購在組織的角色和地位。本文在文獻(xiàn)閱讀等理論研究的基礎(chǔ)上,通過實(shí)際調(diào)查法和案例分析法,結(jié)合相關(guān)的理論知識(shí)和實(shí)踐經(jīng)驗(yàn),運(yùn)用戰(zhàn)略采購的管理思想來研究某生產(chǎn)制造企業(yè)間接物料采購的管理策略,并利用SWOT分析法來對(duì)其所處的優(yōu)勢(shì)、劣勢(shì),面對(duì)的機(jī)會(huì)、挑戰(zhàn)進(jìn)行系統(tǒng)而全面的分析。針對(duì)C公司間接物料采購管理中的存在的問題,采用卡拉杰克矩陣(也稱四象限矩陣)將物料分成常規(guī)型、杠桿型、瓶頸型和戰(zhàn)略型四種類型。本論文將對(duì)間接物料采購的管理系統(tǒng)與流程的優(yōu)化、供應(yīng)商的戰(zhàn)略管理及采購總成本的控制三個(gè)方面并結(jié)合C公司具體的物料類型進(jìn)行系統(tǒng)的研究。其中流程優(yōu)化中本文的主要工作是:針對(duì)不同的物料類型設(shè)計(jì)了不同的流程優(yōu)化方案,并對(duì)新的流程節(jié)點(diǎn)設(shè)計(jì)了電子化采購方式。供應(yīng)商管理中本文的主要工作是:對(duì)當(dāng)前C公司間接物料采購眾多的供應(yīng)商進(jìn)行分類管理,實(shí)施減少和穩(wěn)定的供應(yīng)商策略,本文引入層次分析法作為供應(yīng)商選擇方法,優(yōu)化供應(yīng)商選擇流程。成本控制中本文的主要工作是:針對(duì)不同的物料類型采用不同的成本分析方法和策略,采用最新的成本分析工具——總擁有成本法(TCO)等,完善了成本控制流程。本文的主要?jiǎng)?chuàng)新在于將采購和供應(yīng)鏈的相關(guān)理論分析引入C公司具體的間接物料采購管理中來,對(duì)C公司的間接物料采購管理進(jìn)行了有益的分析探討,同時(shí)本文將借鑒相關(guān)的直接物料采購和供應(yīng)管理研究成果,制定出一套適合C公司的間接物料管理體系,并對(duì)其它公司提供借鑒。
[Abstract]:As Jack Welch, a former GE CEO, once said, "Purchasing and sales are the only revenue generating divisions of the company, and all else is overhead." since the international financial crisis in 2008, As the most important component of production factors, the cost control of raw materials has become relatively open and transparent because of the use of information systems such as ERP. After many years of development, the corresponding procurement management and strategic research have formed a quite mature theoretical foundation system, and the supply chain management of raw materials is also relatively scientific and standardized. Not enough attention has been paid before, so we should re-understand the role and position of procurement, especially indirect material procurement, in the organization. Based on the theoretical research, such as literature reading, this paper makes use of the method of actual investigation and case analysis. Combining with relevant theoretical knowledge and practical experience, using the management thought of strategic procurement to study the management strategy of indirect material procurement in a manufacturing enterprise, and using SWOT analysis method to analyze the advantages, disadvantages and opportunities faced by them. The challenge is analyzed systematically and comprehensively. In view of the problems existing in the indirect material purchasing management of company C, the material is divided into conventional type and lever type by using the Karajak matrix (also known as the four-quadrant matrix). This paper will optimize the management system and process of indirect material purchasing. The strategic management of suppliers and the control of total purchasing cost are systematically studied in combination with the specific material types of C Company. The main work of this paper in process optimization is to design different material types. Different process optimization schemes, The main work of this paper in supplier management is as follows: classify the suppliers who purchase many indirect materials in C Company, and implement the strategy of reducing and stabilizing the suppliers. This paper introduces the Analytic hierarchy process (AHP) as a supplier selection method to optimize the supplier selection process. The main work of this paper in cost control is to adopt different cost analysis methods and strategies for different material types. The cost control process is improved by using the latest cost analysis tool, Total ownership cost method (TCO). The main innovation of this paper is to introduce the relevant theoretical analysis of purchasing and supply chain into the specific indirect material purchasing management of C Company. This paper makes a beneficial analysis and discussion on the indirect material purchasing management of C Company. At the same time, this paper draws on the related research results of direct material purchase and supply management, and formulates a set of indirect material management system suitable for C Company. And to other companies to provide reference.
【學(xué)位授予單位】：西安電子科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F425;F251

【參考文獻(xiàn)】

相關(guān)碩士學(xué)位論文 前1條

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本文編號(hào)：1546584