本文選題：建筑工業(yè)化　切入點：預制構件供應商　出處：《西安建筑科技大學》2017年碩士論文

【摘要】：建筑業(yè)長期以來面臨著勞動生產效率低、質量性能差、環(huán)境污染程度高、資源能源消耗嚴重等問題。建筑工業(yè)化以其高效、節(jié)能、環(huán)保、可持續(xù)發(fā)展的特點得到了國家和企業(yè)的關注,已成為建筑業(yè)未來發(fā)展重要方向之一。裝配式建筑是建筑工業(yè)化的主要形式,在進行裝配式施工中,預制構件的選用成為裝配式建筑的基本組成部分,于是預制構件的供應商管理在裝配式施工中起著至關重要的作用。因此,在發(fā)展建筑工業(yè)化的背景下,預制構件供應商的管理已經成為急需解決的問題。本文在對建筑工業(yè)化、預制構件、供應商管理、粗糙集理論等進行概述的基礎上,站在施工企業(yè)的立場上,從供應商庫的構建和供應商庫的動態(tài)管理兩個方面進行了研究。在構建供應商庫的過程中,對不同情況的供應商進入供應商庫的路徑進行介紹,針對未合作的供應商進入供應商庫進行評價,先初步構建建筑預制構件供應商入庫評價指標體系,再利用專家訪談對其進行調整與修正,獲取最終評價指標體系,即入庫評價的5個一級指標,20個二級指標,并運用粗糙集方法確定預制構件供應商的入庫評價模型,從而選擇合適的預制構件供應商進入供應商庫。針對已合作的供應商,根據績效考核結果來確定是否進入供應商庫。在供應商庫的動態(tài)管理方面,從預制構件獲取難易度和資金占有度兩個維度對供應商進行分類,提出針對不同類型供應商的分類管理策略。在供應商分類的基礎上,采用基本績效考核指標集B1,長期交易績效考核指標集B2,戰(zhàn)略合作伙伴潛力績效考核指標集B3來構建分類下的績效考核重點,從而建立基于績效考核的供應商動態(tài)管理策略,將供應商分為綠色、藍色、黃色、黑色供應商,并進行相應的動態(tài)調整,實現(xiàn)了供應商庫的不斷發(fā)展與完善。最后,結合實例驗證了預制構件供應商管理方法的可行性和有效性。
[Abstract]:For a long time, the construction industry has been faced with problems such as low labor efficiency, poor quality and performance, high environmental pollution, serious consumption of resources and energy, and so on.Because of its characteristics of high efficiency, energy saving, environmental protection and sustainable development, architectural industrialization has been paid attention to by the country and enterprises, and has become one of the important directions in the future development of construction industry.The prefabricated building is the main form of building industrialization. In the prefabricated construction, the selection of prefabricated components becomes the basic part of the prefabricated building.Therefore, the supplier management of prefabricated components plays an important role in assembly construction.Therefore, in the context of building industrialization, the management of prefabricated component suppliers has become an urgent problem.Based on the summary of construction industrialization, prefabricated component, supplier management and rough set theory, this paper studies the construction of supplier library and the dynamic management of supplier base from the standpoint of construction enterprise.In the process of constructing the supplier library, the path of the supplier entering the supplier library under different conditions is introduced, and the evaluation of the non-cooperative supplier entering the supplier library is carried out.The evaluation index system of pre-fabricated components supplier is constructed at first, then adjusted and revised by expert interview, and the final evaluation index system is obtained, that is, 5 first-class indexes and 20 second-class indexes of storage evaluation.The rough set method is used to determine the evaluation model of the preset component supplier, and the suitable supplier is selected to enter the supplier library.According to the results of the performance appraisal, determine whether to enter the supplier library for the suppliers who have cooperated.In the aspect of dynamic management of supplier library, the paper classifies suppliers from two dimensions: easy to obtain prefabricated components and the proportion of funds, and puts forward a classification management strategy for different types of suppliers.On the basis of the classification of suppliers, the basic performance appraisal index set B1, the long-term transaction performance appraisal index set B2, the strategic partner potential performance appraisal index set B3 are adopted to construct the performance appraisal focus under the classification.In order to establish the supplier dynamic management strategy based on performance appraisal, the suppliers are divided into green, blue, yellow and black suppliers, and the corresponding dynamic adjustment is carried out to achieve the continuous development and improvement of the supplier library.Finally, the feasibility and effectiveness of the prefabricated component supplier management method are verified by an example.
【學位授予單位】：西安建筑科技大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F426.92;F274

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本文編號：1716450