本文選題：采購(gòu)效率提升　切入點(diǎn)：采購(gòu)管理優(yōu)化　出處：《寧波大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：對(duì)于所有制造型企業(yè)而言，采購(gòu)物料成本占據(jù)了企業(yè)產(chǎn)品成本最大的比例，平均水平在60%以上，所以控制和降低采購(gòu)成本成了每個(gè)制造型企業(yè)最重要的管理目標(biāo)之一。采購(gòu)部門的工作直接影響到這一管理目標(biāo)的實(shí)現(xiàn)程度：采購(gòu)人員與供應(yīng)商談定的價(jià)格是否足夠有競(jìng)爭(zhēng)力？采購(gòu)人員所采購(gòu)的產(chǎn)品質(zhì)量是否合適？采購(gòu)人員是否能夠按照企業(yè)生產(chǎn)運(yùn)營(yíng)過(guò)程的實(shí)際所需適時(shí)、適量地滿足供應(yīng)，以使企業(yè)的資金得到最大化的利用？等等，所有這些采購(gòu)工作是否可以得以全面開(kāi)展，或者開(kāi)展的程度以及取得的效果所體現(xiàn)出來(lái)的正是一個(gè)企業(yè)采購(gòu)效率的高低，或者說(shuō)這些程度與效果受到采購(gòu)效率高低的影響和制約。 烏斯坦船舶設(shè)備（寧波）有限公司是在海洋工程船舶開(kāi)發(fā)和建造領(lǐng)域世界排名前3位的挪威烏斯坦集團(tuán)在中國(guó)寧波設(shè)立的全資子公司，在經(jīng)濟(jì)快速發(fā)展時(shí)期，由烏斯坦集團(tuán)設(shè)計(jì)開(kāi)發(fā)的船舶，成本并不是船東關(guān)注的最重要的問(wèn)題，但隨著全球經(jīng)濟(jì)低迷，尤其是全球的船事從2010年開(kāi)始進(jìn)入低谷，海洋工程船舶的建造市場(chǎng)也不可避免地受到?jīng)_擊，船東也逐漸提高了關(guān)注成本的意識(shí)，有著貴族般榮耀的烏斯坦船舶建造也與時(shí)俱進(jìn)地將產(chǎn)品成本提上了日程。 本論文通過(guò)研究采購(gòu)管理方面的的文獻(xiàn)資料，，結(jié)合實(shí)際的采購(gòu)理論知識(shí)，分析烏斯坦寧波的工作現(xiàn)狀和采購(gòu)效率，發(fā)現(xiàn)烏斯坦寧波的采購(gòu)效率從時(shí)間效率、資金成本效率和庫(kù)存成本方面都有再優(yōu)化的空間，進(jìn)而提出可以使烏斯坦寧波采購(gòu)效率提升的備選方案--方案1：按項(xiàng)目立項(xiàng)，每周集中采購(gòu)；方案2：按項(xiàng)目開(kāi)始生產(chǎn)所有物料即在庫(kù)，每周集中采購(gòu)。接著對(duì)提出的方案及其風(fēng)險(xiǎn)進(jìn)行定量和定性分析，得出方案1在時(shí)間效率方面相對(duì)于現(xiàn)行工作方案會(huì)有26.96%的提升，但在資金成本效率和庫(kù)存成本方面相對(duì)于現(xiàn)行工作方案表現(xiàn)平平；方案2在時(shí)間效率方面相對(duì)于現(xiàn)行工作方案會(huì)有5.96%的提升，并且在資金成本效率和庫(kù)存成本方面相對(duì)于現(xiàn)行工作方案表現(xiàn)突出，既可以避免提前3個(gè)多月將150萬(wàn)的款項(xiàng)支付給供應(yīng)商，也可以避免由于項(xiàng)目取消而造成大批物料形成呆滯庫(kù)存的風(fēng)險(xiǎn)�？紤]烏斯坦寧波的現(xiàn)狀需求，選定最終的提升采購(gòu)效率的方案為方案2，即按項(xiàng)目開(kāi)始生產(chǎn)所有物料即在庫(kù)，每周集中采購(gòu)。最后結(jié)合目前烏斯坦寧波內(nèi)部的管理契機(jī)，給出實(shí)施最終選定的優(yōu)化方案的具體流程。
[Abstract]:For all manufacturing enterprises, the cost of purchasing materials accounts for the largest proportion of the cost of their products, with an average level of more than 60%. Therefore, controlling and reducing procurement costs has become one of the most important management objectives of every manufacturing enterprise. The work of the procurement department directly affects the degree to which this management goal is achieved: is the price agreed between the purchasing staff and the supplier competitive enough? Is the quality of the product purchased by the purchasing staff appropriate? Can the purchasing personnel meet the supply according to the actual needs of the production and operation process in order to maximize the use of the enterprise's funds? Wait, whether all these procurement work can be carried out in a comprehensive way, or whether the degree of development and the results achieved reflect exactly the level of procurement efficiency of an enterprise, In other words, these degree and effect are influenced and restricted by purchasing efficiency. Wushan Shipbuilding equipment (Ningbo) Co., Ltd. is a wholly-owned subsidiary set up by Norwegian Uestan Group in Ningbo, China, in the field of marine engineering ship development and construction in the world. During the period of rapid economic development, Wushan Shipbuilding equipment (Ningbo) Co., Ltd. The cost of ships designed and developed by Uestan Group is not the most important issue for shipowners, but with the global economic downturn, especially the global shipping affairs since 2010 into a trough, The construction market of marine engineering ships is inevitably impacted, shipowners have gradually raised the awareness of paying attention to the cost, and the construction of Ustan ships with aristocratic glory has put the cost of products on the agenda with the times. In this paper, through the study of procurement management literature, combined with the actual knowledge of procurement theory, the paper analyzes the status quo and procurement efficiency of Wudan Ningbo, and finds that the procurement efficiency of Wudan Ningbo from time efficiency. Capital cost efficiency and inventory cost have room for re-optimization, and then put forward an alternative to improve the procurement efficiency of Wudan Ningbo: option 1: project, weekly centralized procurement; Scenario 2: start production of all materials on a project-based basis, centralized procurement on a weekly basis. Then quantitative and qualitative analysis of the proposed scheme and its risks shows that scenario 1 will have an improvement of 26.96% over the current programme of work in terms of time efficiency. However, in terms of cost efficiency of funds and costs of inventory, performance relative to the current programme of work has been mediocre; programme 2 will have a 5.96% improvement over the current programme of work in terms of time efficiency. And in terms of capital cost efficiency and inventory cost, compared to the current work programme, it can avoid paying 1.5 million dollars to suppliers more than three months in advance. It can also avoid the risk that a large number of materials will become lacklustre inventory due to the cancellation of the project. Considering the current situation in Wudan Ningbo, the final plan to improve procurement efficiency is Project 2, that is, all materials will be produced in the warehouse at the beginning of production according to the project. At last, combined with the internal management opportunity of Wudan Ningbo, the concrete process of implementing the final selected optimization scheme is given.
【學(xué)位授予單位】：寧波大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F406.7;F416.474

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