【摘要】：隨著經(jīng)濟(jì)的發(fā)展,企業(yè)之間的競(jìng)爭(zhēng)已經(jīng)擴(kuò)展成整個(gè)供應(yīng)鏈的競(jìng)爭(zhēng)。供應(yīng)商作為供應(yīng)鏈上的重要一員,其地位也越來(lái)越重要,如何評(píng)價(jià)優(yōu)選有潛力的供應(yīng)商并發(fā)展成為戰(zhàn)略合作伙伴,從而提高整個(gè)供應(yīng)鏈的競(jìng)爭(zhēng)能力,已經(jīng)成為企業(yè)重視的一個(gè)話(huà)題。 對(duì)于制造企業(yè)來(lái)說(shuō),供應(yīng)商的好壞會(huì)直接影響企業(yè)的業(yè)績(jī)。一方面,供應(yīng)商的優(yōu)劣直接影響著本企業(yè)產(chǎn)品質(zhì)量和價(jià)格；另一方面,供應(yīng)商送貨及時(shí)率會(huì)影響本企業(yè)訂單的響應(yīng)速度和缺貨率,進(jìn)而影響庫(kù)存成本。這些最終會(huì)影響企業(yè)的信譽(yù),影響企業(yè)的發(fā)展。 本文從供應(yīng)鏈的角度入手,探究A公司的供應(yīng)商評(píng)價(jià)問(wèn)題,通過(guò)調(diào)研、收集數(shù)據(jù)發(fā)現(xiàn),A公司在對(duì)現(xiàn)有供應(yīng)商的評(píng)價(jià)上存在一些問(wèn)題,首先,供應(yīng)商的評(píng)價(jià)選擇指標(biāo)過(guò)于簡(jiǎn)單,并且指標(biāo)權(quán)重設(shè)置不合理。其次,評(píng)價(jià)方法簡(jiǎn)單不科學(xué),沒(méi)有能解決定性指標(biāo)與定量指標(biāo)的混合問(wèn)題,評(píng)價(jià)結(jié)果偏主觀(guān)。本文擬通過(guò)以下二個(gè)階段來(lái)改進(jìn)企業(yè)的供應(yīng)商的評(píng)價(jià)方法,首先,根據(jù)A公司的具體現(xiàn)狀選取相應(yīng)的評(píng)價(jià)指標(biāo)構(gòu)建供應(yīng)商評(píng)價(jià)指標(biāo)體系；然后利用簡(jiǎn)單實(shí)用的G1法為各指標(biāo)賦權(quán)；最后,采用云模型將定量指標(biāo)定性化,將各指標(biāo)評(píng)分值用云表示,然后結(jié)合各指標(biāo)權(quán)重求得評(píng)價(jià)目標(biāo)的云值,與評(píng)價(jià)標(biāo)尺進(jìn)行比較,確定供應(yīng)商等級(jí),并且就每個(gè)供應(yīng)商的薄弱環(huán)節(jié)進(jìn)行了分析。通過(guò)指標(biāo)體系的優(yōu)化以及云模型的應(yīng)用,能夠?qū)⒍ㄐ灾笜?biāo)與定量指標(biāo)很好混合評(píng)價(jià),最終生成公認(rèn)的評(píng)價(jià)結(jié)果；在評(píng)價(jià)過(guò)程中,該方法包含更多其他方法不具備的信息,可以很好的為企業(yè)評(píng)選供應(yīng)商。 通過(guò)評(píng)價(jià)結(jié)果,企業(yè)可以找出每個(gè)供應(yīng)商薄弱、優(yōu)勢(shì)環(huán)節(jié),然后指導(dǎo)企業(yè)對(duì)有潛力的發(fā)展為戰(zhàn)略合作合作伙伴的供應(yīng)商,繼續(xù)合作,并且采取激勵(lì)手段,協(xié)助改進(jìn)薄弱環(huán)節(jié)；對(duì)不合格供應(yīng)商,取消合作,其中得分較低的項(xiàng)和熵值大的項(xiàng)是企業(yè)應(yīng)該更加關(guān)注的。
[Abstract]:With the development of economy, the competition among enterprises has expanded into the competition of the whole supply chain. As an important member of the supply chain, supplier's position is becoming more and more important. How to evaluate and select potential suppliers and develop into strategic partners to improve the competitiveness of the whole supply chain has become the focus of enterprises. A topic.
For a manufacturing enterprise, the quality of suppliers will directly affect the performance of the enterprise. On the one hand, the quality and price of the product will be directly affected by the supplier's quality; on the other hand, the supplier's delivery timeliness will affect the response speed and shortage rate of the enterprise's orders, and then affect the inventory cost. Reputation affects the development of enterprises.
From the perspective of supply chain, this paper explores the supplier evaluation of A company. Through research and data collection, it is found that A company has some problems in the evaluation of existing suppliers. Firstly, the supplier evaluation index is too simple, and the index weight setting is unreasonable. Secondly, the evaluation method is simple and unscientific, and can not be solved. In this paper, the following two stages are proposed to improve the evaluation method of suppliers. Firstly, according to the specific situation of A company, the supplier evaluation index system is constructed by choosing the corresponding evaluation index. Then, the simple and practical G1 method is used to assign weight to each index. The cloud model is used to qualitatively characterize the quantitative indicators, and the scores of the indicators are expressed in the cloud. Then the cloud values of the evaluation objectives are obtained by combining the weights of the indicators. The supplier rank is determined by comparing with the evaluation scale, and the weak links of each supplier are analyzed. Qualitative indicators and quantitative indicators are very good mix evaluation, and eventually produce recognized evaluation results. In the evaluation process, this method contains more information that other methods do not have, and can be a good choice for enterprises to select suppliers.
Through the evaluation results, enterprises can find out the weak and advantageous links of each supplier, and then guide enterprises to continue to cooperate with potential suppliers who develop into strategic cooperative partners, and adopt incentives to help improve the weak links; for unqualified suppliers, cancel cooperation, in which the items with lower scores and higher entropy value are enterprises. Industry should be more concerned.
【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：TP3;F274

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