發(fā)布時(shí)間：2018-04-04 08:32

  本文選題：建筑企業(yè)　切入點(diǎn)：供應(yīng)商　出處：《北京工業(yè)大學(xué)》2013年碩士論文

【摘要】：近年來(lái)建筑施工企業(yè)正面臨著越來(lái)越激烈的競(jìng)爭(zhēng)環(huán)境。在日趨激烈的市場(chǎng)競(jìng)爭(zhēng)中，如何提高質(zhì)量、降低成本是每個(gè)建筑施工企業(yè)必須面對(duì)的難題。僅依靠企業(yè)自己的力量開(kāi)拓市場(chǎng)贏得競(jìng)爭(zhēng)變得越來(lái)越難。激烈的競(jìng)爭(zhēng)迫使企業(yè)必須在挖掘自身潛力上下功夫，提高各方面的管理水平。 目前越來(lái)越多的建筑施工企業(yè)開(kāi)始重視企業(yè)供應(yīng)商管理，謀求與有資金、人脈和技術(shù)實(shí)力的供應(yīng)商合作。供應(yīng)商管理是企業(yè)急需挖掘的利潤(rùn)增長(zhǎng)點(diǎn)。通過(guò)使用管理軟件對(duì)供應(yīng)商進(jìn)行選擇、評(píng)審、培養(yǎng)，使之成為自身可靠的合作伙伴，是建筑企業(yè)發(fā)展的必然選擇。 建筑企業(yè)在工程建設(shè)中需要與眾多的供應(yīng)商合作，如何針對(duì)建筑業(yè)的特點(diǎn)更好地對(duì)供應(yīng)商進(jìn)行管理，充分合理地利用供應(yīng)商的能力，保留優(yōu)質(zhì)供應(yīng)商、淘汰劣質(zhì)供應(yīng)商，拓寬供應(yīng)商資源，積累企業(yè)自己的供應(yīng)商信息庫(kù)，是建筑企業(yè)管理者關(guān)心的問(wèn)題。供應(yīng)商管理對(duì)建筑工程的質(zhì)量、成本、工期等起著非常關(guān)鍵的作用，是建筑施工企業(yè)實(shí)現(xiàn)差異化和低成本戰(zhàn)略的主要手段之一。 本文結(jié)合自身實(shí)際工作經(jīng)驗(yàn)，從建筑施工企業(yè)供應(yīng)商管理的理論入手，對(duì)JA公司供應(yīng)商數(shù)據(jù)進(jìn)行了分析，研究了JA公司供應(yīng)商管理優(yōu)化的問(wèn)題。JA公司ERP系統(tǒng)（Enterprise Resource Planning，企業(yè)資源計(jì)劃）的建立，加強(qiáng)了企業(yè)內(nèi)部信息的溝通交流，，為企業(yè)供應(yīng)商管理提供了平臺(tái)。ERP系統(tǒng)的使用促使企業(yè)完善了供應(yīng)商流程管理，使JA公司對(duì)供應(yīng)商的管理從分公司層面上升到公司層面，公司對(duì)采購(gòu)管理的控制力度得到了加強(qiáng)。公司與供應(yīng)商合作產(chǎn)生的物料信息、價(jià)格信息及供應(yīng)商自身信息都得到了記錄，這些信息資料為JA公司提高采購(gòu)效率、實(shí)現(xiàn)供應(yīng)商分類管理及供應(yīng)商結(jié)構(gòu)優(yōu)化、選拔供應(yīng)商合作伙伴創(chuàng)造了條件，從而達(dá)到提升企業(yè)采購(gòu)管理水平，增強(qiáng)企業(yè)競(jìng)爭(zhēng)力的目的。 首先對(duì)供應(yīng)商管理理論進(jìn)行分析研究，為JA公司供應(yīng)商的管理、選擇與開(kāi)發(fā)提供參考，接著對(duì)JA公司供應(yīng)商管理的歷史及問(wèn)題進(jìn)行分析，提出供應(yīng)商管理存在的問(wèn)題和管理目標(biāo)，在此基礎(chǔ)上就如何解決JA公司供應(yīng)商的管理問(wèn)題進(jìn)行研究，并在公司ERP系統(tǒng)創(chuàng)建過(guò)程中落實(shí)研究結(jié)果，同時(shí)對(duì)錄入系統(tǒng)的供應(yīng)商數(shù)據(jù)進(jìn)行分析，充分掌握企業(yè)供應(yīng)商資源，最后總結(jié)了JA公司供應(yīng)商管理取得的效果，并提出了改進(jìn)建議。 文中重點(diǎn)分析了JA公司為提高供應(yīng)商質(zhì)量采取的措施，企業(yè)利用管理軟件共享供應(yīng)商信息數(shù)據(jù)的益處。通過(guò)提高供應(yīng)商管理水平，實(shí)現(xiàn)企業(yè)“質(zhì)優(yōu)價(jià)實(shí)”的采購(gòu)目標(biāo)，使供應(yīng)商管理工作獲得經(jīng)濟(jì)效益。對(duì)JA公司供應(yīng)商管理的分析可以給其他建筑施工企業(yè)供應(yīng)商管理提供參考。
[Abstract]:In recent years, construction enterprises are facing more and more fierce competition environment.In the increasingly fierce market competition, how to improve the quality and reduce the cost is a difficult problem that every construction enterprise must face.It is becoming more and more difficult to win the competition by relying on the enterprises'own strength to open up the market.Fierce competition forces enterprises to make great efforts to tap their potential and improve their management level.At present, more and more construction enterprises begin to attach importance to enterprise supplier management, and seek to cooperate with suppliers with funds, contacts and technical strength.Supplier management is the profit growth point that enterprises need to excavate urgently.It is an inevitable choice for the development of construction enterprises to select, evaluate and train suppliers by using management software to make them become their own reliable partners.Widening supplier resources and accumulating enterprise's own supplier information base are the problems that construction enterprise managers are concerned about.Supplier management plays a key role in the quality, cost and duration of construction projects, and is one of the main means for construction enterprises to realize the strategy of differentiation and low cost.This paper analyzes the supplier data of JA Company based on the theory of supplier management in construction enterprise.This paper studies the optimization of supplier management in JA Company. The establishment of ERP system (Enterprise Resource Planning, Enterprise Resource Planning) of JA Company strengthens the communication and exchange of information within the enterprise.The use of ERP system for enterprise supplier management makes the enterprise perfect the supplier process management, so that JA company's management of suppliers rises from branch level to company level, and the control of purchasing management is strengthened.The material information, price information and supplier information produced by the company in cooperation with suppliers have been recorded. These information materials can improve the purchasing efficiency, realize the supplier classification management and optimize the supplier structure for JA Company.The selection of supplier partners creates conditions to improve the level of purchasing management and enhance the competitiveness of enterprises.Firstly, the theory of supplier management is analyzed and studied to provide reference for supplier management, selection and development of JA Company, and then the history and problems of supplier management in JA Company are analyzed.The problems and objectives of supplier management are put forward. On the basis of this, how to solve the problem of supplier management in JA Company is studied, and the research results are implemented in the process of establishing ERP system.At the same time, the supplier data of the input system are analyzed, and the supplier resources of the enterprise are fully grasped. Finally, the effect of supplier management in JA company is summarized, and the improvement suggestions are put forward.In this paper, the measures taken by JA Company to improve the quality of suppliers are analyzed, and the benefits of sharing supplier information data by using management software are analyzed.By improving the level of supplier management and realizing the purchasing target of "high quality and high price", the supplier management can obtain economic benefit.The analysis of JA supplier management can provide reference for other construction enterprises.
【學(xué)位授予單位】：北京工業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F274;F426.92

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 王青娥;曾磊;;考慮質(zhì)量成本的供應(yīng)商質(zhì)量水平選擇[J];系統(tǒng)工程;2008年03期

2 李小榮;;淺談ERP數(shù)據(jù)錄入中存在的問(wèn)題及對(duì)策[J];中國(guó)管理信息化;2010年06期

3 金全;李慧;崔志超;;H房地產(chǎn)公司供應(yīng)商評(píng)價(jià)指標(biāo)體系的建立及案例分析[J];消費(fèi)導(dǎo)刊;2008年24期

4 洪江濤;黃沛;張奕波;;提高供應(yīng)商質(zhì)量的企業(yè)激勵(lì)策略研究——以生產(chǎn)制造型企業(yè)A公司為例[J];工業(yè)工程與管理;2010年03期

5 孫明高,吳育華,劉俊娥;工程項(xiàng)目的供應(yīng)鏈管理[J];河北建筑科技學(xué)院學(xué)報(bào);2004年03期

6 葉強(qiáng);方安儒;魯奇;李一軍;;組織因素對(duì)ERP使用績(jī)效的影響機(jī)制——基于中國(guó)數(shù)據(jù)的實(shí)證研究[J];管理科學(xué)學(xué)報(bào);2010年11期

7 張佳;余開(kāi)朝;李毅明;;ERP運(yùn)行中的BOM及其維護(hù)[J];中國(guó)制造業(yè)信息化;2011年05期

8 謝華興;傅勇清;顏黎明;楊冬梅;;基于ERP系統(tǒng)的電力企業(yè)供應(yīng)商管理[J];價(jià)值工程;2011年14期

9 汪圣;李金云;;基于灰色關(guān)聯(lián)分析的工程項(xiàng)目評(píng)標(biāo)方法研究[J];山西建筑;2008年02期

10 廖吉林;劉建一;;ERP實(shí)施過(guò)程中的業(yè)務(wù)流程重構(gòu)路徑研究[J];科技管理研究;2010年05期

本文編號(hào)：1709179