本文關(guān)鍵詞： 供應(yīng)商管理 供應(yīng)商選擇 供應(yīng)商評估 供應(yīng)商績效考核　出處：《天津大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：在當今激烈的競爭環(huán)境下,當企業(yè)聚焦于各自的核心競爭力時,企業(yè)的外包水平將會繼續(xù)得到提升,企業(yè)越來越需要供應(yīng)商為其提供高質(zhì)量、具有創(chuàng)新性的產(chǎn)品,不僅僅是為了順應(yīng)準時生產(chǎn)的趨勢,更是為了保證企業(yè)的核心競爭力。企業(yè)之間的競爭是企業(yè)所處的整個供應(yīng)鏈的競爭,擁有了強大的供應(yīng)鏈,就具備了贏得市場的能力,供應(yīng)商是否具備優(yōu)異的表現(xiàn)直接影響到供應(yīng)鏈的競爭力,企業(yè)對供應(yīng)商管理的重視程度日趨提高,并將供應(yīng)商管理視為企業(yè)戰(zhàn)略管理中的重要內(nèi)容,可見供應(yīng)商管理異常重要。本文以JW公司作為研究背景,介紹了JW公司的基本情況、產(chǎn)品情況和市場競爭等方面的狀況,提出改進供應(yīng)商管理是JW公司管理水平得以提高的必需環(huán)節(jié)。根據(jù)該公司目前供應(yīng)商的管理現(xiàn)狀,分析了在供應(yīng)鏈管理環(huán)境下在供應(yīng)商管理方面存在的主要問題,這些問題主要表現(xiàn)在:(1)缺乏對供應(yīng)商進行合理分類,從而無法對供應(yīng)商進行有針對性的管理。(2)供應(yīng)商的選擇方法單一,即所有的供應(yīng)商的選擇只采用同一個評估程序和評估指標,且評估表指標大多是定性的指標,受評價人的主管因素影響較大。(3)在對供應(yīng)商的績效考核方面,缺乏全面、具體的考核指標體系,考核方法單一,而且每年只進行一次考核,無法及時地處理供應(yīng)商在合作過程中出現(xiàn)的問題。在年度的考核中發(fā)現(xiàn)的供應(yīng)商的不足之處,JW公司沒有做到有效的跟進等。本文針對以上問題,進行了較為深入的研究,提出了如下相應(yīng)的改進方法。首先,根據(jù)JW公司的供應(yīng)商所提供的物料重要程度和供應(yīng)市場的復(fù)雜程度,采用四象分類法對供應(yīng)商進行了分類管理,并提出了相應(yīng)的優(yōu)化和改進策略。其次,在改進供應(yīng)商的分類方法的基礎(chǔ)上,提出了適合公司實際情況的供應(yīng)商的評估和選擇方法及程序。第三,在供應(yīng)商的表現(xiàn)和實際合作狀況的評價和監(jiān)督方面提出了及時量化考核評價與年度考核評價相結(jié)合的方法,并完善了相應(yīng)考核指標體系,從而使評價與實際情況更加一致,對供應(yīng)商的績效改進提供了較好的建議。
[Abstract]:In today's competitive environment, when enterprises focus on their core competitiveness, the outsourcing level of enterprises will continue to be improved, enterprises increasingly need suppliers to provide them with high-quality, innovative products. In order not only to conform to the trend of just-in-time production, but also to ensure the core competitiveness of the enterprise, the competition among enterprises is the competition of the whole supply chain in which the enterprise is located. With a strong supply chain, it has the ability to win the market. Whether the supplier has excellent performance directly affects the competitiveness of the supply chain, and the enterprise pays more attention to the supplier management day by day, and regards the supplier management as the important content in the enterprise strategic management. It can be seen that supplier management is extremely important. This paper takes JW Company as the research background, introduces the basic situation, product situation and market competition of JW Company. It is pointed out that the improvement of supplier management is necessary for JW Company to improve its management level. According to the current situation of supplier management in JW Company, the main problems in supplier management under the environment of supply chain management are analyzed. These problems are mainly manifested in the lack of a reasonable classification of suppliers, so that they cannot be managed in a targeted manner. 2) the method of selecting suppliers is single. That is, the selection of all suppliers only uses the same evaluation procedure and evaluation indicators, and most of the evaluation table indicators are qualitative ones, and the management factors of the evaluators have a greater impact on the performance evaluation of suppliers. A specific assessment index system, a single assessment method, and only one assessment per year, It is impossible to deal with the problems of suppliers in the process of cooperation in time. The deficiency of the suppliers found in the annual examination is that JW Company has not been able to follow up effectively and so on. In view of the above problems, this paper has carried out a more in-depth study. At first, according to the importance of the material supplied by the suppliers of JW Company and the complexity of the supply market, the four-image classification method is used to classify and manage the suppliers. And put forward the corresponding optimization and improvement strategy. Secondly, on the basis of improving the classification method of suppliers, the evaluation and selection methods and procedures of suppliers suitable for the actual situation of the company are put forward. In the aspect of evaluation and supervision of supplier's performance and actual cooperation, the paper puts forward the method of combining timely quantitative evaluation with annual evaluation, and perfects the corresponding evaluation index system, which makes the evaluation more consistent with the actual situation. Good suggestions for supplier performance improvement are provided.
【學(xué)位授予單位】：天津大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F274;F426.6

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