摘要
供应商管理是企业采购管理和供应管理的重要环节。供应商整体能力的高低,直接
影响到自身企业的市场竞争力。供应商管理是一个连续的动态管理过程,由供应商评估、
供应商选择、供应商分类、供应商关系建立等几个阶段组成。这几个阶段并没有固定的
顺序,企业应根据自己的实际管理需求分析来合理分配资源,安排每个阶段的具体人员
与时间的投入
笔者针对J公司在供应商管理的实际情况和面临的问题,在深入调查的基础上,并
在供应商管理的相关理论和方法的指导下,发现相关的问题。同时给出了原因分析,并
且对问题进行合理诊断,提出在实践中完善和改进的建议。在改进方案设计过程中,笔
者通过在企业的工作实践中,把层次分析法和供应细分等理论应用于供应商管理工作中
的供应商评估、选择、分类及合作关系管理。通过对供货的供应商和供货物品进行类别
的划分,定性定量评估和选择供应商,进而有针对地对供应商和供应物品进行程度不同
的管理,并且由此与重点供应商建立战略联盟合作伙伴关系。设计的整体方案通过加强
对供应商的定期评估,根据评估结果进行遴选,然后按照遴选结果有针对性地管理,最
终实现深化与关键供应商的战略伙伴关系。笔者希望通过设计的方案来提升J公司的供
应商管理水平,实现在同等质量水平下有效降低采购的总体成本,从而增强企业的产品
竞争力
关键词:供应商管理;层次分析法;供应细分;合作伙伴关系
第II页
华东理工大学硕士学位论文
Solution Design for J Company's Supplier Management
ABSTRACT
Supplier management is the important part of company procurement and supply
management. Suppliers integrated capacity directly lead to the impact of company market
competence. Supplier management is a continuous and dynamic process, consisting of
supplier evaluation, supplier selection, supplier classification and supplier relationship
building. There is no solid sequence for above phases, and company can arrange their own
resources and people and time investment based on company's own actual management
needs.
This article focuses on the actual situation and current problems in J company operation.
On the basis of in-depth investigation and under the guidance of related theories of supplier
management, this article gives advice for problem improvement solution. In the solution
design process, this article applies theories like Analytic Hierarchy Process and Supplier
segmentation etc into J company specific operation process such as supplier evaluation,
selection, classification and relationship management. Through dividing suppliers and their
supplies, to evaluate and select suppliers qualitatively and quantitatively, then to aim at
diversified management of suppliers and supplies, finally to build strategic partnership
relationship with key suppliers. To strengthen supplier evaluation at regular intervals, and
select by evaluation result, and then manage to enforce strategic partnership relationship. It is
hoped to strength company J,s supplier management, realize total cost of ownership reduction
effectively under the same quality level and eventually improve company product
competence.
Keywords: Supplier Management; Analytic Hierarchy Process; Supply Segmentation; Partner
Relationship