近年來(lái),隨著經(jīng)濟(jì)全球化以及全球貿(mào)易環(huán)境復(fù)雜化,經(jīng)濟(jì)、技術(shù)、政治、社會(huì)都已經(jīng)進(jìn)入了多變、快速更新迭代的時(shí)代。對(duì)于建筑行業(yè),這種復(fù)雜的環(huán)境影響極大,逼迫建筑企業(yè)開(kāi)展轉(zhuǎn)型升級(jí)。而建筑行業(yè)的物料采購(gòu)成本約占總成本的60%,而且還因?yàn)樾枰獕|付大量資金來(lái)進(jìn)行建設(shè)生產(chǎn),尤其在材料采購(gòu)方面基本要先行墊付。同時(shí)業(yè)主的資金回籠周期較長(zhǎng),所以建筑企業(yè)只能夠從采購(gòu)成本方面入手,通過(guò)改變傳統(tǒng)的采購(gòu)模式,采用集中采購(gòu)的方式,引入供應(yīng)鏈金融等工具,從總體上降低供應(yīng)鏈總成本,完成采購(gòu)供應(yīng)鏈平臺(tái)的搭建,是未來(lái)發(fā)展的必由之路。對(duì)于建筑集團(tuán)企業(yè)如何強(qiáng)化物資材料的計(jì)劃、采購(gòu)和使用管理,保證有計(jì)劃地進(jìn)行資金運(yùn)作,是當(dāng)前建筑施工企業(yè)正在重點(diǎn)思考和急需解決的問(wèn)題。而構(gòu)建新型的采購(gòu)供應(yīng)鏈平臺(tái),就是解決這個(gè)問(wèn)題的創(chuàng)新方法。本文的研究目的是通過(guò)以G集團(tuán)為代表的大型民營(yíng)建筑企業(yè)構(gòu)建與實(shí)施采購(gòu)供應(yīng)鏈平臺(tái),為建筑行業(yè)未來(lái)的采購(gòu)供應(yīng)鏈發(fā)展提供參考案例。本文通過(guò)運(yùn)用了集中采購(gòu)、互聯(lián)網(wǎng)采購(gòu)、供應(yīng)鏈金融等方法,將G集團(tuán)的采購(gòu)供應(yīng)鏈平臺(tái)進(jìn)行構(gòu)建并實(shí)施,這將會(huì)使G集團(tuán)的采購(gòu)與供應(yīng)鏈管理能力得到質(zhì)的飛躍,為集團(tuán)的發(fā)展打下堅(jiān)實(shí)的基礎(chǔ)。因此,本文的研究結(jié)論是建筑...

【文章頁(yè)數(shù)】：91 頁(yè)

【學(xué)位級(jí)別】：碩士

【文章目錄】：
ACKNOWLEDGEMENTS
ABSTRACT
摘要
LIST OF ABBREVIATIONS
1 Introduction
    1.1 Research Background and Research Significance
        1.1.1 Research Background
        1.1.2 Research Significance
    1.2 Research Structure
    1.3 Research Methodology
2 Literature Review
    2.1 Overview of Supply Chain Management
    2.2 Purchasing Chessboard
        2.2.1 Four Purchasing Strategies
        2.2.2 16 Approaches
        2.2.3 64 Purchasing Methods
    2.3 Centralized Procurement
        2.3.1 Centralized Procurement
        2.3.2 Decentralized Procurement
        2.3.3 Hybrid Procurement
        2.3.4 Selecting Purchasing Mode
    2.4 Supply Chain Finance
        2.4.1 Common Supply Chain Finance Models
        2.4.2 Supply Chain Financial Model in Construction Industry
    2.5 Procurement Supply Chain Platform
    2.6 Purpose and Significance of Implementing Supply Chain Platform
3 Analysis of Current Situation of G Group
    3.1 Brief Introduction of G Group
    3.2 Organizational Structure of G Group
    3.3 Introduction of Supply Chain Company of G Group
4 The Construction of The Procurement Supply Chain Platform
    4.1 Current Situation and Existing Problems of Procurement Supply Chain
        4.1.1 Current Situation of Procurement Supply Chain
        4.1.2 Interview About Procurement Supply Chain
            4.1.2.1 Design of the Interview
            4.1.2.2 Result of the Interview
        4.1.3 Existing Problems of Procurement Supply Chain
    4.2 Plans for Procurement Supply Chain Platform Construction
    4.3 Improving Internal Procurement Supply Chain Management in G Group
        4.3.1 Improving Purchasing Process and System
        4.3.2 Improving Purchasing Supply Chain System
        4.3.3 Improving Supplier Group Capacity
        4.3.4 Improving the Ability of Procurement Supply Chain Participants
    4.4 Applying Purchasing Chessboard to G Group
        4.4.1 Lower Demand Power and Supply Power
        4.4.2 Lower Demand Power and Higher Supply Power
        4.4.3 Higher Demand Power and Lower Supply Power
        4.4.4 Higher Demand Power and Supply Power
5 The Implementation of The Procurement Supply Chain Platform
    5.1 The Implementation of Centralized Procurement
        5.1.1 Plans for Centralized Procurement
        5.1.2 Classification of Materials by Centralized Procurement
        5.1.3 Supplier Management Under Centralized Procurement
    5.2 The Implementation of Supply Chain Finance
        5.2.1 Importance of Supply Chain Financial Business
        5.2.2 Application of Supply Chain Finance
    5.3 The Implementation of the“Centralized Procurement+ Internet+ Supply Chain Finance”P(pán)rocurement Supply Chain Platform
6 Conclusion and Prospect
    6.1 Conclusion
    6.2 Prospect
        6.2.1 Prospect of the Research
        6.2.2 Prospect of G Group
參考文獻(xiàn)
Appendix I



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