本文選題：供應(yīng)商 + 供應(yīng)商管理�。� 參考：《云南大學》2014年碩士論文

【摘要】：隨著近幾年整車廠汽車零部件自制率的降低,以及國產(chǎn)化的深入,使汽車供應(yīng)商的產(chǎn)品質(zhì)量對次級供應(yīng)商和整車企業(yè)的風險大大提升；如何做好新形勢下的供應(yīng)商質(zhì)量管理工作。汽車零部件供應(yīng)商的質(zhì)量水平將直接影響到整車的質(zhì)量可靠程度。如何做好汽車零部件供應(yīng)商的質(zhì)量管理是各次級供應(yīng)商和整車廠商在痛定思痛后越來越為關(guān)注的問題。 YN公司是一家國有控股上市公司,主要從事柴油機設(shè)計開發(fā)、制造銷售和服務(wù)。隨著公司業(yè)務(wù)的擴大,產(chǎn)品結(jié)構(gòu)的更新?lián)Q代,供應(yīng)商本身經(jīng)營觀念的轉(zhuǎn)變,以及用戶對產(chǎn)品品質(zhì)要求的不斷提升,原有的對供應(yīng)商管控的模式也不足以支持公司的發(fā)展。筆者根據(jù)YN公司的實際情況,圍繞公司供應(yīng)商的區(qū)域分布、供應(yīng)商質(zhì)量管理水平,對企業(yè)當前供應(yīng)商質(zhì)量管理中存在的問題進行了分析,結(jié)合供應(yīng)商質(zhì)量管理理論,提出了YN公司的供應(yīng)商質(zhì)量管理改進思路與原則,并引入新的對供應(yīng)商的質(zhì)量管控模式,規(guī)范公司對供應(yīng)商質(zhì)量管理流程,提升產(chǎn)品質(zhì)量及企業(yè)市場競爭力,滿足公司戰(zhàn)略發(fā)展要求。通過對YN公司供應(yīng)商質(zhì)量管理模式的構(gòu)建和實際運行效果。作者認為,在發(fā)動機制造、整車制造等全面依托次級供應(yīng)商行業(yè)的機械設(shè)計制造行業(yè),能否構(gòu)建一種新的供應(yīng)商質(zhì)量管理體系,將以監(jiān)控供應(yīng)商交付產(chǎn)品的質(zhì)量為特征的“被動式質(zhì)量控制”轉(zhuǎn)變?yōu)轭A(yù)防質(zhì)量問題發(fā)生的“主動式質(zhì)量控制”,對供應(yīng)商質(zhì)量管理推行所謂的“全面質(zhì)量管理”(Total Quality Management,TQM)體系,同供應(yīng)商實現(xiàn)雙方合作共贏的管理模式成為決定公司能否長期健康發(fā)展關(guān)鍵因素之一。
[Abstract]:In recent years, with the reduction of auto parts self-made rate and the deepening of localization, the quality of automobile suppliers' products has greatly increased the risk to the sub-suppliers and the whole automobile enterprises. How to do a good job in the new situation of supplier quality management. The quality level of auto parts suppliers will directly affect the reliability of the whole vehicle. How to do well the quality management of automobile parts suppliers is a more and more important problem for sub-suppliers and automobile manufacturers. YN is a state-owned listed company, which is mainly engaged in the design and development of diesel engines. Manufacturing, sales and services. With the expansion of the company's business, the upgrading of the product structure, the change of the supplier's own management concept, and the continuous improvement of the customer's requirements for product quality, the original mode of supplier control is not enough to support the development of the company. According to the actual situation of YN Company, the author analyzes the problems existing in the current supplier quality management around the regional distribution of suppliers and the level of supplier quality management, and combines with the theory of supplier quality management. This paper puts forward the ideas and principles of improving the supplier quality management of YN Company, introduces a new quality control mode to the supplier, standardizes the quality management process of the supplier, improves the product quality and the market competitiveness of the enterprise. Meet the company's strategic development requirements. Through the construction and actual operation effect of supplier quality management mode of YN Company. The author thinks that whether a new supplier quality management system can be built in the machinery design and manufacturing industry, such as engine manufacturing, whole vehicle manufacturing and so on, can we build a new supplier quality management system? "passive quality control", which is characterized by monitoring the quality of products delivered by suppliers, is transformed into "active quality control" to prevent the occurrence of quality problems. The so-called "Total quality Management" (TQM) system is applied to supplier quality management. The management mode of win-win cooperation with suppliers has become one of the key factors to determine the long-term and healthy development of the company.
【學位授予單位】：云南大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F426.4;F274

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