隨著4G網(wǎng)絡(luò)的全面普及和5G以及消費(fèi)電子行業(yè)的發(fā)展,通訊領(lǐng)域網(wǎng)絡(luò)產(chǎn)品的需求,推動(dòng)了連接器和線束產(chǎn)品的研發(fā)和生產(chǎn)。連接器和線束作為電子設(shè)備中一種不可缺少的電子零件,被廣泛應(yīng)用于消費(fèi)電子、汽車、數(shù)據(jù)通信、工業(yè)、醫(yī)療、航空航天及軍事等領(lǐng)域。隨著企業(yè)的不斷壯大和市場(chǎng)競(jìng)爭(zhēng)日益激烈,傳統(tǒng)的連接器和線束公司運(yùn)營管理模式與管理思想受到了很大程度的挑戰(zhàn),越來越多的企業(yè)公司開始尋找新的管理方法達(dá)到降低公司的運(yùn)營成本,縮短整個(gè)供應(yīng)鏈的時(shí)間,降低公司庫存,提供高品質(zhì)價(jià)格有競(jìng)爭(zhēng)性的產(chǎn)品,搶占市場(chǎng)先機(jī)與份額的目的。而在這整個(gè)生產(chǎn)運(yùn)營管理過程中,供應(yīng)商管理在企業(yè)管理中發(fā)揮著不可估量的作用,越來越多的企業(yè)意識(shí)到,企業(yè)要盈利且取得長遠(yuǎn)的成功,必須優(yōu)化和加強(qiáng)供應(yīng)商管理。與供應(yīng)商建立良好戰(zhàn)略合作關(guān)系,是提升企業(yè)綜合實(shí)力的有效途徑。制備金屬商品是T連接器公司（簡稱T公司）主要采購原材料之一,而且在過去的一兩年內(nèi)出現(xiàn)了一些質(zhì)量問題,導(dǎo)致T公司主要大客戶端發(fā)生了投訴。本文基于供應(yīng)商管理,供應(yīng)商評(píng)估和選擇的相關(guān)理論,綜合運(yùn)用文獻(xiàn),案例分析法和調(diào)查法相結(jié)合的研究方法,對(duì)T公司在制備金屬商品原有的供應(yīng)商評(píng)估和授標(biāo)選擇的體系展開研究。首... 

【文章來源】：廣東外語外貿(mào)大學(xué)廣東省

【文章頁數(shù)】：86 頁

【學(xué)位級(jí)別】：碩士

【文章目錄】：
ACKNOWLEDGEMENTS
ABSTRACT
摘要
LIST OF ABBREVIATIONS
1 Introduction
    1.1 Background and significance of study
    1.2 Research methodology
    1.3 Research content and structure of paper
2 Literature Review
    2.1 Definition of Supplier Management
    2.2 Supplier Classification
    2.3 Supplier Performance evaluation
    2.4 Supplier evaluation and selection
3 Description of T company’s supplier management status
    3.1 The profiles of T company
        3.1.1 Introduction of T company
        3.1.2 T company’s organization chart
    3.2 The purchase situation of T company
    3.3 The description of T company’s supplier management currently status
        3.3.1 Supplier assessment system for Fabricate Metal commodity in T company
        3.3.2 Supplier selection and award process of Fabricate metal commodity new project in T company
        3.3.3 T company’s supplier change management process
4 Analysis of problems in supplier management of T company
    4.1 Mainly problem of supplier management for T company’s Fab metal commodity
        4.1.1 Didn’t manage suppliers strictly according to product process type
        4.1.2 The process of new project supplier selection and awarding of Fab metal commodity is simple
        4.1.3 Supplier change management process in mass production is very simple and formal
    4.2 Mainly causes of the problems in T company
        4.2.1 Lack of perfect prefer supplier pool and relevant supplier assessment system
        4.2.2 Lack of the reasonable new project supplier selection and awarding process
        4.2.3 Lack of perfect Fab metal supplier change management process
5 Optimize the supplier assessment and awarding selection of T company’s Fabricate Metal commodity
    5.1 Set up the assessment process of preferred Fabricate metal supplier
        5.1.1 Set up a team who can make the preferred fab metal supplier pool
        5.1.2 Make the assessment criteria of preferred fab metal supplier in T company
        5.1.3 Comprehensive evaluation whether it is preferred Fab metal supplier ornot
    5.2 Optimize the process of supplier awarding selection of T company Fabricate Metal commodity
        5.2.1 Establish a team for award selection
        5.2.2 Request for the quotation and hold the Sourcing table(Procurement internal award selection)
        5.2.3 Supplier selection recommendation alignment meeting with cross function
        5.2.4 Send the award letter to supplier and inform them to make the sample and do the sample qualification
    5.3 Optimize the supplier changing management process of the mass production project of T company
        5.3.1 Submit change supplier application
        5.3.2 Set up the team who can make the decision for supplier change
        5.3.3 RFQ and second source selection
        5.3.4 Inform customer for source change
        5.3.5 Make the master move plan and product qualification
    5.4 Effect Analysis
6 Conclusions and prospects
    6.1 Conclusions
    6.2 Prospects
REFERENCE


【參考文獻(xiàn)】：
期刊論文
[1]汽車調(diào)查服務(wù)供應(yīng)商的選擇評(píng)估體系[J]. 劉萍.  汽車工業(yè)研究. 2019(04)
[2]供應(yīng)商管理的策略和方法探討[J]. 付洪青.  科技經(jīng)濟(jì)導(dǎo)刊. 2019(06)
[3]采購過程中的供應(yīng)商管理研究[J]. 余瑩瑩.  建材與裝飾. 2018(43)
[4]企業(yè)采購業(yè)務(wù)中供應(yīng)商管理的探索研究[J]. 榮瑜.  中國商論. 2018(20)
[5]通信企業(yè)供應(yīng)商評(píng)估與選擇的定性指標(biāo)分析[J]. 謝日敏,陳杰.  福建商業(yè)高等�？茖W(xué)校學(xué)報(bào). 2016(03)
[6]西門子供應(yīng)鏈建設(shè)給中國外貿(mào)企業(yè)的啟示[J]. 陳玉平,王凌峰.  進(jìn)出口經(jīng)理人. 2012(07)
[7]淺析建設(shè)項(xiàng)目供應(yīng)商的選擇及存在問題[J]. 李文博.  城市道橋與防洪. 2012(05)
[8]供應(yīng)商管理績效綜合評(píng)價(jià)模型研究[J]. 程紅彥.  物流科技. 2012(01)
[9]供應(yīng)鏈環(huán)境下建筑材料供應(yīng)商選擇問題研究[J]. 于澤,王林秀.  現(xiàn)代商貿(mào)工業(yè). 2010(04)
[10]供應(yīng)商管理中存在的問題與對(duì)策[J]. 戴曉歡,任鳳香.  技術(shù)與市場(chǎng). 2009(12)

碩士論文
[1]AT公司供應(yīng)商選擇的評(píng)估與優(yōu)化[D]. 陳威威.北京郵電大學(xué) 2015
[2]基于多目標(biāo)規(guī)劃的供應(yīng)商選擇模型及其實(shí)證分析[D]. 侯彥斌.四川大學(xué) 2005
[3]供應(yīng)商分類模型及指標(biāo)體系研究[D]. 辛霞.浙江大學(xué) 2003



本文編號(hào)：3378363