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

【摘要】：近年來(lái),中國(guó)汽車市場(chǎng)隨著社會(huì)經(jīng)濟(jì)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(lái),由此也導(dǎo)致企業(yè)之間的競(jìng)爭(zhēng)日益加強(qiáng),而中國(guó)汽車市場(chǎng)及其供應(yīng)鏈逐漸全球化的趨勢(shì)更加加劇了競(jìng)爭(zhēng)的嚴(yán)酷性,作為企業(yè)尤其是本土民營(yíng)企業(yè)要想在如此嚴(yán)酷的環(huán)境中生存和發(fā)展,必然面對(duì)眾多的挑戰(zhàn)。作為現(xiàn)代企業(yè)供應(yīng)鏈中及其重要的一環(huán),對(duì)供應(yīng)商的管理是供應(yīng)鏈管理的關(guān)鍵所在,從供應(yīng)商管理的角度來(lái)看,民營(yíng)企業(yè)必須建立一套符合自身發(fā)展的供應(yīng)商管理體系。隨著產(chǎn)品和生產(chǎn)工藝的復(fù)雜化多樣化,所需采購(gòu)物料種類越來(lái)越多,供應(yīng)商及其行業(yè)的差別也越來(lái)越大,如何管理好這類物料多樣而行業(yè)差別很大的供應(yīng)商,是零部件企業(yè)不得不面對(duì)的重要問(wèn)題。只有合理地解決好這個(gè)問(wèn)題,才能使企業(yè)順利成長(zhǎng)與發(fā)展。本文立足于GF公司成本壓力巨大的實(shí)際情況,對(duì)其供應(yīng)商管理無(wú)序混亂的現(xiàn)狀進(jìn)行研究,分析GF公司在供應(yīng)商管理實(shí)踐中存在的問(wèn)題,針對(duì)這些問(wèn)題,通過(guò)SWOT模型分析對(duì)其所有的物料種類進(jìn)行基本的劃分,再對(duì)供應(yīng)商進(jìn)行戰(zhàn)略篩選精簡(jiǎn)供應(yīng)商數(shù)量,并在此基礎(chǔ)上提出了對(duì)關(guān)鍵物料合格供應(yīng)商進(jìn)行定位評(píng)估最終選擇一家供應(yīng)商作為戰(zhàn)略合作伙伴。通過(guò)這些策略的實(shí)際實(shí)施,使得GF公司建立一套符合自身發(fā)展的供應(yīng)商管理體系,而采購(gòu)效率得到了極大提升,也為GF公司后續(xù)的采購(gòu)成本下降和年度成本節(jié)約目標(biāo)達(dá)成打下堅(jiān)實(shí)的基礎(chǔ)。雖然GF公司規(guī)模不大,但可以說(shuō)是中國(guó)眾多中小型汽車零部件民營(yíng)企業(yè)的一個(gè)縮影,本論文對(duì)GF公司進(jìn)行供應(yīng)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(shí)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(xué)位授予單位】：華東理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F274;F426.471

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