本文選題：供應商管理 + 評估與選擇��； 參考：《揚州大學》2017年碩士論文

【摘要】：隨著市場經濟的進一步發(fā)展,市場競爭越來越激烈,產品進入了微利時代。降低成本,提高企業(yè)產品的性價比,增加企業(yè)在市場上的競爭力,成為企業(yè)運營管理的重中之重。除此之外,對客戶的響應速度與效率也成為競得標的的關鍵因素。在企業(yè)產品的銷售成本中,采購成本一般占到50%-65%左右,企業(yè)對客戶的產品交付能力與研發(fā)效率又離不開供應商對企業(yè)原材料交期與質量的控制水平和管理能力。因此,在企業(yè)中,尤其是在制造型企業(yè),供應商的表現直接關系到企業(yè)整條供應鏈運作的效率,進而影響企業(yè)在市場上的競爭力,因此,供應鏈管理,尤其是供應商管理是一項非常重要的工作。本文以照明行業(yè)的制造型企業(yè)BGI公司作為研究背景,基于BGI公司的供應商管理中存在的問題,提出了 BGI公司供應商管理優(yōu)化的目的,通過調查研究,并利用國內外專家學者對供應商管理理論與方法的研究成果,以及搜集與分析BGI公司大量的信息資料,對供應商管理優(yōu)化方向與方案進行了深入的研究,提出了 BGI公司供應商管理的改進策略。首先,在BGI公司現有供應商分類的基礎上,提出了基于物料本身的重要性與供應市場的復雜程度為標準的供應商分類方法及管理策略;其次,制定了適合BGI公司的供應商評估與選擇的流程、體系和方法;最后,基于對BGI公司對供應商績效考核中存在的不足的分析,提出了以年度考核與季度考核相結合的績效考核方法,并制定了針對性的具可執(zhí)行性的供應商績效考核指標體系,兼顧量化指標與定性指標。本文提出的一系列針對BGI公司的供應商管理改進的方案,希望有助于同行業(yè)的制造型企業(yè)建立適合的供應商選擇與評估機制,做好供應商分類管理,實行有效的績效考核,從而提高企業(yè)供應商管理能力。
[Abstract]:With the further development of market economy, the market competition is more and more fierce, and the products enter the era of small profit. Reducing the cost, improving the ratio of performance to price and increasing the competitiveness of enterprises in the market have become the top priority of business operation and management. In addition, the response speed and efficiency of the customer has also become the key factor to win the bid. In the sales cost of enterprise products, purchasing cost generally accounts for about 50-65%. The product delivery ability and R & D efficiency of enterprises to customers can not be separated from the control level and management ability of suppliers to the delivery and quality of raw materials. Therefore, in enterprises, especially in manufacturing enterprises, the performance of suppliers is directly related to the efficiency of the operation of the whole supply chain, and then affects the competitiveness of enterprises in the market. Therefore, supply chain management, In particular, supplier management is a very important job. In this paper, based on the research background of BGI Company, a manufacturing enterprise in lighting industry, based on the problems in supplier management of BGI Company, the purpose of optimizing supplier management in BGI Company is put forward. It also makes use of the research results of domestic and foreign experts and scholars on the theory and method of supplier management, as well as collecting and analyzing a large number of information materials of BGI Company, and makes a deep research on the direction and scheme of supplier management optimization. The improvement strategy of BGI supplier management is put forward. Firstly, on the basis of the existing supplier classification of BGI Company, this paper puts forward the supplier classification method and management strategy based on the importance of the material itself and the complexity of the supply market. The process, system and method of supplier evaluation and selection suitable for BGI Company are established. Finally, based on the analysis of the shortcomings of BGI Company in supplier performance appraisal, This paper puts forward the performance appraisal method which combines the annual appraisal with the quarterly appraisal, and formulates a targeted and executable supplier performance appraisal index system, which takes both quantitative and qualitative indicators into account. In this paper, a series of improved supplier management schemes for BGI Company are proposed, which hope to help manufacturing enterprises in the same industry to establish a suitable supplier selection and evaluation mechanism, to do a good job of supplier classification management, and to implement effective performance appraisal. In order to improve the enterprise supplier management ability.
【學位授予單位】：揚州大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F274;F416.6

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本文編號：1779983