在此背景下，本文首先从企业竞争内外部环境分析出发，结合近年来汽车行
业供应商链管理发展趋势和供应链管理的相关理论，分析并明确企业面临问题的
实质，找到支撑形成企业核心竞争力的要点——构建适用、可行的零部件供应商
考核体系。为了达成以上目标，文章通过对公司现状的调查分析，以企业的客观
为依据，综合运用 MBA 课程相关的理论知识，如供应链管理理论、战略管理相
关理论、织组理论、运营管理理论，进行思考、分析、构建和验证。其整个过程
遵循了提出问题、分析问题、解决问题的思维范式，同时，辅以大量行业和企业
管理的第一手数据资料，完成了比亚迪汽车供应商考核体系中相关细则的制定。
在文章的后半部分，我们本着持续改进的精神，从考核流程制定和措施保障
两个方面下功夫，确保供应商考核细则得以顺利地落地实施。这也使得供应商考
核体系本身在管理实践过程中，不断地发展和完善。最后，我们又通过若干既定
指标进行对比验证，最终得出结论：该供应商考核体系在企业管理实践中行之有
效，并且达到了预期的目的。
关键词：比亚迪汽车；供应商；考核体系; 供货能力；持续改善After China’s entry into WTO, the country’s auto industry has experienced
almost 10 years’ high-speed development. In 2012, the total sales volume hit 19.27
million units in China. After rapid development in the past few years, BYD Auto, as a
young member of China’s automobile industry, is now facing with much fiercer
competition than ever before. Therefore, it is necessary for BYD to review and adj ust
its traditional development strategy. Unfortunately, being in lack of
supplier-performance evaluation system, BYD’s supplier management system could
not provide the firm’s strategy transformation with adequate support.
According to the competition environment analysis of the company and the new
developing trend and the relative theories of supply-chain management, the author, is
trying to find out what problem BYD is actually confronting with, and the key factors
which could help to enhance the core competency of the firm. And the solution to the
problem is to establish a feasible supplier performance evaluation system for the
company .Making use of the experience of certain domestic competitors, the author
set up several goals for BYD’s supplier-performance evaluation system, according to
the basic condition of the company. After that, we managed to reach to the targets
through a series of methods, using both the knowledge of MBA courses and the
first-hand information of the company. In this way, the company was able to establish
its supplier performance evaluation criteria.
Moreover, with the spirit of continuous enhancement, the author attaches great
importance to implementation process and the corresponding Safeguard Measures, so
that, the supplier-performance evaluation system could be carried out successfully.
All above, as a whole, has also improved the system, to be more and more practical
and workable. Finally, it is necessary for us to choose certain factors to verify the
effectiveness of the system. As a result, the statistical data, has also proved the system
to be a successful and effective one.
Keywords: BYD Auto; Supplier evaluation system; Supply capacity; Continuous
improvement
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