本文選題：供應(yīng)鏈 + 供應(yīng)商管理�。� 參考：《蘭州大學(xué)》2012年碩士論文

【摘要】：上世紀(jì)90年代以來(lái),經(jīng)濟(jì)和科技的迅速發(fā)展使得全球化市場(chǎng)競(jìng)爭(zhēng)趨勢(shì)和企業(yè)管理的模式發(fā)生了本質(zhì)的變化,新一輪的市場(chǎng)競(jìng)爭(zhēng)使得供應(yīng)鏈管理由傳統(tǒng)的“縱向一體化”模式向“橫向一體化”模式轉(zhuǎn)變�！皺M向一體化”供應(yīng)鏈管理方式是：利用外部資源快速響應(yīng)市場(chǎng)需求,本企業(yè)將非核心業(yè)務(wù)委托或外包、或者通過(guò)招標(biāo)采購(gòu)來(lái)選擇供應(yīng)商,供應(yīng)鏈相鄰企業(yè)形成合作伙伴,建立動(dòng)態(tài)戰(zhàn)略聯(lián)盟,實(shí)行虛擬化運(yùn)作,從而避免本企業(yè)自己投資生產(chǎn)元器件等資料而帶來(lái)的生產(chǎn)周期長(zhǎng)等問(wèn)題,贏(yíng)得最終產(chǎn)品在低成本、高質(zhì)量、早上市等諸多方面的競(jìng)爭(zhēng)優(yōu)勢(shì),從而大大提高企業(yè)的競(jìng)爭(zhēng)力。企業(yè)以此整合內(nèi)外資源,實(shí)現(xiàn)優(yōu)勢(shì)互補(bǔ),資源共享,在競(jìng)爭(zhēng)中合作,合作中發(fā)展,實(shí)現(xiàn)合作企業(yè)共贏(yíng)的目標(biāo),達(dá)到跨越式發(fā)展。而企業(yè)在供應(yīng)鏈管理中對(duì)于供應(yīng)商的管理是管理工作的重中之重。從道路交通工程企業(yè)的供應(yīng)鏈管理來(lái)看,近20多年的中國(guó)交通道路工程建設(shè)的快速發(fā)展,：也得益于道路工程施工企業(yè)將供應(yīng)鏈管理的思想和方法引入到工程項(xiàng)目管理和建設(shè)中來(lái)。 本論文以甘肅圓峰交通工程有限公司近年來(lái)在道路交通工程建設(shè)工作中供應(yīng)商運(yùn)行管理為現(xiàn)實(shí)參照,以供應(yīng)鏈理論為理論基礎(chǔ),對(duì)甘肅圓峰交通工程有限公司供應(yīng)商管理現(xiàn)狀進(jìn)行深入分析,總結(jié)公司近年來(lái)運(yùn)營(yíng)管理的成功經(jīng)驗(yàn)和存在的不足。從需求分析與計(jì)劃制定、供應(yīng)商資質(zhì)認(rèn)證與選擇、招標(biāo)采購(gòu)、合同訂立、合同履行及違約責(zé)任等方面對(duì)供應(yīng)商管理進(jìn)行變革,創(chuàng)新企業(yè)供應(yīng)商虛擬管理模式總體思路,形成具體的、操作性強(qiáng)的實(shí)施方案,為企業(yè)發(fā)展提供實(shí)用的決策思路,提升供應(yīng)商管理管理水平。同時(shí),針對(duì)具體實(shí)施中可能會(huì)出現(xiàn)的問(wèn)題,指出以質(zhì)量第一為原則選擇供應(yīng)商、正確認(rèn)識(shí)供應(yīng)商的價(jià)值、處理好供需關(guān)系,實(shí)現(xiàn)信息共享是道路施工企業(yè)進(jìn)一步完善供應(yīng)商管理要做的工作。 本論文運(yùn)用供應(yīng)鏈相關(guān)理論,以構(gòu)建道路交通工程行業(yè)的供應(yīng)商管理方案為主線(xiàn),提出了具有先進(jìn)性、系統(tǒng)性和可操作性的整體建設(shè)方案,對(duì)圓峰公司,以及道路交通工程行業(yè)企業(yè)的供應(yīng)商管理提供相關(guān)的經(jīng)驗(yàn)和幫助,具有一定的指導(dǎo)性和參考價(jià)值。
[Abstract]:Since the 1990s, with the rapid development of economy and technology, the trend of global market competition and the mode of enterprise management have undergone essential changes. The new round of market competition changes supply chain management from "vertical integration" to "horizontal integration". The way of "horizontal integration" supply chain management is: using external resources to respond to market demand quickly, the enterprise entrusts or outsources non-core business, or selects suppliers through bidding and purchasing, and the adjacent enterprises of supply chain form partners. Establish dynamic strategic alliance, implement virtualization operation, so as to avoid the long production cycle caused by the enterprise's own investment in manufacturing materials such as components, and win the final product at low cost and high quality. Early listing and many other aspects of the competitive advantage, thus greatly improve the competitiveness of enterprises. In this way, enterprises can integrate internal and external resources, complement each other, share resources, cooperate in competition, develop in cooperation, realize the goal of win-win cooperation, and achieve leap-forward development. In the supply chain management, the supplier management is the most important task. From the point of view of the supply chain management of road traffic engineering enterprises, The rapid development of traffic road engineering construction in China in the past 20 years has also benefited from the introduction of supply chain management ideas and methods into engineering project management and construction by road engineering construction enterprises. This paper is based on the supply chain theory and supplier operation management in the road traffic engineering construction of Gansu Yuanfeng Traffic Engineering Co., Ltd in recent years. This paper analyzes the current situation of supplier management in Gansu Yuanfeng Transportation Engineering Co., Ltd, and summarizes the successful experiences and shortcomings of the company in recent years. From the aspects of demand analysis and plan making, supplier qualification certification and selection, bidding and purchasing, contract conclusion, contract performance and breach of contract responsibility, etc., the supplier management is reformed, and the overall idea of virtual management mode of enterprise supplier is innovated. To form specific and operable implementation plan, to provide practical decision-making ideas for the development of enterprises, and to improve the management level of suppliers. At the same time, in view of the problems that may arise in the concrete implementation, it is pointed out that the supplier should be selected according to the principle of quality first, the value of the supplier should be correctly understood, and the relationship between supply and demand should be handled well. Realizing information sharing is the work that road construction enterprises should do to further perfect supplier management. Based on the supply chain theory and the construction of supplier management scheme in road traffic engineering industry, this paper puts forward an advanced, systematic and operable overall construction scheme. And the supplier management of road traffic engineering enterprises provides relevant experience and help, which has certain guidance and reference value.
【學(xué)位授予單位】：蘭州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類(lèi)號(hào)】：F274;F512.6

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本文編號(hào)：1857571