隨著社會(huì)經(jīng)濟(jì)的發(fā)展,特別是進(jìn)入21世紀(jì)以來(lái),全球經(jīng)濟(jì)全球化和生產(chǎn)一體化快速發(fā)展,越來(lái)越多的企業(yè)和組織認(rèn)識(shí)到供應(yīng)鏈管理的巨大作用,而隨著供應(yīng)鏈管理的知識(shí)和體系的蓬勃發(fā)展,新的供應(yīng)商關(guān)系管理的理論和機(jī)制也逐步建立起來(lái)了。供應(yīng)商關(guān)系管理,它是一種以"擴(kuò)展協(xié)作互助的伙伴關(guān)系、共同開(kāi)拓和擴(kuò)大市場(chǎng)份額、實(shí)現(xiàn)雙贏"為導(dǎo)向的企業(yè)資源獲取管理的系統(tǒng)工程。越來(lái)越多的企業(yè)開(kāi)始改變觀念,積極追求這種"共創(chuàng)利益大餅,吃更大塊的餅"的策略,一些有遠(yuǎn)見(jiàn)的采購(gòu)經(jīng)理們也開(kāi)始在實(shí)踐中積極的嘗試和實(shí)踐這一理論。近年來(lái)在一些產(chǎn)業(yè)中,如高科技產(chǎn)業(yè),電器制造,汽車制造等行業(yè),已經(jīng)慢慢地建立了這種伙伴關(guān)系,而且這種影響在不斷地?cái)U(kuò)大。但在其他行業(yè)中這種改變則還只是剛剛開(kāi)始,然而,這仍是一股不容忽視的趨勢(shì)。健康良好的供應(yīng)商關(guān)系使得企業(yè)和供應(yīng)商都能在各自的市場(chǎng)中具備長(zhǎng)期的競(jìng)爭(zhēng)優(yōu)勢(shì),他們?cè)谶@種更具效率與效益的商業(yè)關(guān)系中合作的越來(lái)越緊密,并且一步步地將競(jìng)爭(zhēng)者排擠出去。一方面,客戶得以將產(chǎn)品以更快速,更有價(jià)格競(jìng)爭(zhēng)力的方式銷售出去,另一方面,供應(yīng)商在獲得長(zhǎng)期合約的同時(shí),也能提供給客戶更具競(jìng)爭(zhēng)力的價(jià)格,更靈活的交付,以及更優(yōu)秀的產(chǎn)品品質(zhì)。首先,本... 

【文章來(lái)源】：廣東外語(yǔ)外貿(mào)大學(xué)廣東省

【文章頁(yè)數(shù)】：76 頁(yè)

【學(xué)位級(jí)別】：碩士

【文章目錄】：
ACKNOWLEDGEMENTS
ABSTRACT
摘要
LIST OF ABBREVIATIONS
Chapter 1 Introduction
    1.1 Research background and significance
    1.2 Research objectives
    1.3 Research methodology
        1.3.1 Literature research method
        1.3.2 Case analysis method
        1.3.3 Comparative analysis method
    1.4 Research framework
Chapter 2 Literature Review
    2.1 Overview of main concepts
        2.1.1 Supply chain management
        2.1.2 Supplier relationship management
    2.2 Research status of supply chain management
        2.2.1 Research abroad
        2.2.2 Domestic research
        2.2.3 Overview of supply chain management theory
    2.3 Research status of supplier relationship management
        2.3.1 Research abroad
        2.3.2 Domestic research
        2.3.3 Review of the theory of supplier relationship management
    2.4 Overview of analysis tools
        2.4.1 SWOT analysis
        2.4.2 ABC analysis tool
Chapter 3 Case Description and Case Analysis
    3.1 Case description
        3.1.1 Profile of K Company
        3.1.2 Organizational structure of K Company
        3.1.3 Supplier management status of K Company
        3.1.4 Supplier management SWOT analysis of K Company
    3.2 Problems analysis in supplier relationship management of K Company
        3.2.1 Problems on supplier management philosophy
        3.2.2 Problems on supplier selection and evaluation
        3.2.3 Problems on supplier performance management and incentivemechanism
        3.2.4 Problems on supplier synergy mechanism
Chapter 4 Improvement Schemes on Supplier Relationship Management of KCompany
    4.1 Refresh supplier management philosophy
        4.1.1 Restructure supplier management organization
        4.1.2 Implement supplier classification management
        4.1.3 Reset supplier management objectives and procurement strategy
    4.2 Design new supplier evaluation system
        4.2.1 Principle of supplier evaluation system
        4.2.2 Process of supplier evaluation
        4.2.3 Basis of supplier evaluation
        4.2.4 Supplier evaluation index selection
        4.2.5 Weight of supplier evaluation indicators
        4.2.6 Application of evaluation model
    4.3 Execute supplier ranking and supplier incentive
        4.3.1 Supplier performance evaluation
        4.3.2 Supplier ranking
        4.3.3 Supplier incentive
    4.4 Supplier cultivation plan
Chapter 5 Analysis on the Improvement of Supplier Relationship Management inK Company
    5.1 Changes in supplier relationship
    5.2 Improvement of supplier quality performance
    5.3 Improvement of supplier delivery performance
    5.4 Improvement of procurement cost saving index
Chapter 6 Conclusions and Prospects
    6.1 Conclusion
    6.2 Shortcomings of this research
    6.3 Prospects for further research
References


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博士論文
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碩士論文
[1]供應(yīng)鏈視角下的供應(yīng)商關(guān)系管理研究[D]. 張曉怡.天津大學(xué) 2011
[2]東森公司供應(yīng)商評(píng)價(jià)研究[D]. 周敏.華中科技大學(xué) 2010
[3]基于第四方物流的供應(yīng)商管理研究[D]. 陳俊峰.重慶大學(xué) 2010



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