本文選題：供應商管理 + 戰(zhàn)略篩選�。� 參考：《華東理工大學》2017年碩士論文

【摘要】：近年來,中國汽車市場隨著社會經(jīng)濟水平的提高得到了快速的發(fā)展,汽車零部件企業(yè)如雨后春筍般涌現(xiàn)出來,由此也導致企業(yè)之間的競爭日益加強,而中國汽車市場及其供應鏈逐漸全球化的趨勢更加加劇了競爭的嚴酷性,作為企業(yè)尤其是本土民營企業(yè)要想在如此嚴酷的環(huán)境中生存和發(fā)展,必然面對眾多的挑戰(zhàn)。作為現(xiàn)代企業(yè)供應鏈中及其重要的一環(huán),對供應商的管理是供應鏈管理的關鍵所在,從供應商管理的角度來看,民營企業(yè)必須建立一套符合自身發(fā)展的供應商管理體系。隨著產(chǎn)品和生產(chǎn)工藝的復雜化多樣化,所需采購物料種類越來越多,供應商及其行業(yè)的差別也越來越大,如何管理好這類物料多樣而行業(yè)差別很大的供應商,是零部件企業(yè)不得不面對的重要問題。只有合理地解決好這個問題,才能使企業(yè)順利成長與發(fā)展。本文立足于GF公司成本壓力巨大的實際情況,對其供應商管理無序混亂的現(xiàn)狀進行研究,分析GF公司在供應商管理實踐中存在的問題,針對這些問題,通過SWOT模型分析對其所有的物料種類進行基本的劃分,再對供應商進行戰(zhàn)略篩選精簡供應商數(shù)量,并在此基礎上提出了對關鍵物料合格供應商進行定位評估最終選擇一家供應商作為戰(zhàn)略合作伙伴。通過這些策略的實際實施,使得GF公司建立一套符合自身發(fā)展的供應商管理體系,而采購效率得到了極大提升,也為GF公司后續(xù)的采購成本下降和年度成本節(jié)約目標達成打下堅實的基礎。雖然GF公司規(guī)模不大,但可以說是中國眾多中小型汽車零部件民營企業(yè)的一個縮影,本論文對GF公司進行供應商戰(zhàn)略定位管理的研究,具有一定的代表性和積極的現(xiàn)實意義。
[Abstract]:In recent years, with the improvement of the social and economic level, the automobile market in China has been developing rapidly, and auto parts enterprises have sprung up, which has led to the increasing competition among enterprises. However, the trend of globalization of Chinese automobile market and its supply chain intensifies the severity of competition. As enterprises, especially local private enterprises, want to survive and develop in such a harsh environment, they must face many challenges. As an important part of modern enterprise supply chain, supplier management is the key of supply chain management. From the point of view of supplier management, private enterprises must establish a set of supplier management system in line with their own development. With the complexity and diversification of products and production processes, more and more types of materials need to be purchased, and there are increasing differences between suppliers and their industries. How to manage such suppliers with a wide variety of materials and a wide range of industries, It is an important problem that parts enterprises have to face. Only by reasonably solving this problem can the enterprise grow and develop smoothly. Based on the huge cost pressure of GF Company, this paper studies the status quo of disorderly management of its suppliers, analyzes the problems existing in the practice of GF Company's supplier management, and aims at these problems. Through the analysis of SWOT model, the basic classification of all kinds of materials is carried out, and then the suppliers are selected strategically to reduce the number of suppliers. On the basis of this, it proposes to select a supplier as a strategic partner for positioning and evaluation of qualified suppliers of key materials. Through the practical implementation of these strategies, GF Company has established a supplier management system that is in line with its own development, and the procurement efficiency has been greatly improved. It also lays a solid foundation for GF's subsequent purchase cost reduction and annual cost-saving goals. Although GF Company is not large, it can be said to be a microcosm of many small and medium-sized automobile parts and components private enterprises in China. The research on the supplier strategic positioning management of GF Company has certain representativeness and positive practical significance.
【學位授予單位】：華東理工大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F274;F426.471

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