本文選題：供應(yīng)鏈采購管理　切入點：供應(yīng)商管理　出處：《西南交通大學(xué)》2014年碩士論文

【摘要】：2014年互聯(lián)網(wǎng)企業(yè)的異軍突起,“移動支付”、“02O”、“C2B"等新概念的出現(xiàn),讓我們看到新興的“輕資產(chǎn)”互聯(lián)網(wǎng)企業(yè)已經(jīng)在向傳統(tǒng)企業(yè)宣戰(zhàn)。新型商業(yè)模式會驅(qū)動未來中國經(jīng)濟(jì)發(fā)展成為不爭的事實。借用當(dāng)下最流行的一句話很好的詮釋傳統(tǒng)企業(yè)現(xiàn)在的處境：“不改革就是等死,改革就是找死”。在目前競爭格局下,傳統(tǒng)企業(yè)要重新獲得核心競爭力,就必須緊抓“效率與效益”—推進(jìn)供應(yīng)鏈采購管理與供應(yīng)商管理變革,對市場快速做出反應(yīng),迅速搶占市場份額,加快產(chǎn)成品周轉(zhuǎn),減少持有成本：通過規(guī)�；少彙⑴c戰(zhàn)略供應(yīng)商強(qiáng)強(qiáng)聯(lián)合,重新構(gòu)建企業(yè)供應(yīng)鏈采購戰(zhàn)略。本文為國內(nèi)知名彩電企業(yè)供應(yīng)鏈采購優(yōu)化案例,首先介紹國內(nèi)外供應(yīng)鏈管理及采購等相關(guān)理論知識,再結(jié)合A家電公司實際情況分析供應(yīng)鏈采購現(xiàn)狀及存在的問題,提出供應(yīng)鏈采購與供應(yīng)商管理優(yōu)化的必要性、緊迫性,以及解決方案。本文從A公司組織架構(gòu)及崗位職能入手分析供應(yīng)鏈采購與供應(yīng)商管理存在的問題及導(dǎo)致問題產(chǎn)生深層次的原因,針對緊密聯(lián)系的各業(yè)務(wù)環(huán)節(jié)進(jìn)行流程再造,利用先進(jìn)的SRM管理信息系統(tǒng)對供應(yīng)鏈采購管理與供應(yīng)商管理,提升公司供應(yīng)鏈上信息流、產(chǎn)品流、資金流的反應(yīng)速度,加速企業(yè)供應(yīng)鏈采購與供應(yīng)商管理變革。供應(yīng)鏈采購與供應(yīng)商管理的優(yōu)化設(shè)計,不但迎合了以用戶為中心的經(jīng)營理念,快速通過設(shè)計出滿足用戶需求的產(chǎn)品,通過比競爭對手“快一步”的策略,迅速切入市場,贏得豐厚的收益。同時通過供應(yīng)鏈的上下游緊密的戰(zhàn)略合作,規(guī)模化降低采購、生產(chǎn)、物流及管理平臺成本,為企業(yè)及股東創(chuàng)造更多的價值。
[Abstract]:The emergence of new concepts such as "mobile payment", "02O", "C2B", etc. Let us see that the new "light assets" internet enterprises are already declaring war on traditional enterprises. The new business model will drive China's economic development into an indisputable fact in the future. The present situation of traditional enterprises: "if we do not reform, we will be waiting to die." Under the current competitive situation, if traditional enterprises want to regain their core competitiveness, they must pay close attention to "efficiency and effectiveness"-push forward the reform of supply chain procurement management and supplier management, and react quickly to the market. Quickly seize market share, speed up the turnover of finished products, reduce the cost of holding: through large-scale procurement, and strategic suppliers strong alliance, This paper introduces the supply chain management and purchasing theory at home and abroad for the case of supply chain procurement optimization of well-known color TV enterprises in China. Combined with the actual situation of A home appliance company, the paper analyzes the current situation and existing problems of supply chain procurement, and points out the necessity and urgency of the optimization of supply chain procurement and supplier management. This paper analyzes the problems existing in supply chain procurement and supplier management and the causes of these problems from the perspective of company A's organizational structure and post functions, and carries out process reengineering for each business link that is closely connected. Use advanced SRM management information system to supply chain purchase management and supplier management, improve the information flow, product flow, capital flow on the company's supply chain response speed, The optimization design of supply chain procurement and supplier management not only caters to the management concept of the customer, but also designs the products to meet the needs of the users quickly. Through the strategy of "one step ahead" of the competitors, quickly cut into the market, and earn a lot of profits. At the same time, through the close strategic cooperation between upstream and downstream of the supply chain, the cost of purchasing, production, logistics and management platform can be reduced on a large scale. Create more value for enterprises and shareholders.
【學(xué)位授予單位】：西南交通大學(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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