I 摘要 工程项目建设中，采购（Procurement）、设计(Engineering)与建设（Construction） 三者共同决定了项目建设的质量和进度。采购管理在三者中起承上启下的纽带作用，显 得尤为重要。采购管理的效能直接决定了项目建设管理的水平。FU 公司 H 项目选用 E+P+C 模式，物资采购管理由 FU 公司（甲方）负责。工程项目建设物资采购管理点多、 面广、线长，采购物资具有品类繁冗、参数复杂、技术难点多、质量价格要求高、采购 周期控制严等特点，对采购团队的管理水平及业务素养提出了更高的要求。因此，提高 采购管理效能，改进采购流程设计，对项目建设质量、进度和费用控制产生重大影响， 是衡量工程项目建设能否成功的关键因素之一，对工程项目建设实施有着重要的意义。 论文在供应链、组织结构和流程再造等相关理论研究的基础上，对 FU 公司现有采 购管理组织机构、需求计划、采购方式、供应商管理及采购流程方面进行深入探析，总 结提炼出职责划分不清、需求计划混乱、审批监督缺位、供应商管理缺失、风险预判失 控、供需矛盾对立、采储信息不畅等存在的问题，结合 FU 公司发展历程及企业特有文 化分析原因。重点以问题为导向，从采购管理组织机构设计、采购计划流程设计、采购 管理流程设计、监造运输流程设计、供应商管理流程设计等方面提出 H 项目物资采购流 程改进方案，在组织、人才、制度和信息化方面提出了保障措施，为企业在类似项目建 设物资采购方面提供参考价值，积累实践经验。 论文在采购管理流程改进设计中，一是能够“因地制宜”，结合 FU 公司特有的文化 体系和发展现状，将改进方案与企业生产经营实际相融合，真正解决企业发展过程中遇 到的现实问题，切实为提高企业采购管理水平出谋划策；二是在供应链条模块职责上突 破采购供应部门的局限，将模块职责合理扩展到项目部、企管部、财务部等其他部门， 为构建全员采购理念奠定基础；三是就采购管理与经营权之间的关系进行理念纠正，化 解利益羁绊，把采购管理融入到企业管理大局之中，实现企业整体提升；四是力图通过 采购管理流程改进这项工作，转变企业管理人员重生产销售、轻采购管理的传统思维， 培养和树立采购管理是企业第三利润源的经营理念。 关键词，工程项目，物资采购，流程改进，企业管理西北大学硕士专业学位论文 II ABSTRACT In the process of Engineering project Construction, Procurement, Engineering and Construction determine the quality and progress of the project.Procurement management in the three plays a link between the link, it is particularly important.The efficiency of procurement management directly determines the level of project construction management.Project H of FU company adopts E+P+C mode, and FU company (party a) is responsible for material procurement management.Project construction materials procurement management point, wide range, long line, procurement materials with a variety of redundant, complex parameters, technical difficulties, high quality and price requirements, strict procurement cycle control characteristics, the procurement team management level and business literacy put forward higher requirements.Therefore, improving the efficiency of procurement management and optimizing the design of procurement process have a significant impact on the quality, schedule and cost control of project construction, which is one of the key factors to measure the success of project construction and is of great significance to the implementation of project construction. Papers in the supply chain, organization structure and process reengineering, on the basis of relevant theoretical research, to FU company existing purchasing management structure, demand planning, purchasing, supplier management and purchasing process of in-depth analysis, summarized refined responsibility divided not clear, demand planning chaos, absence of supervision of examination and approval, loss of supplier management, risk anticipation is out of control, the supply and demand contradictions, store the problems such as information sharing, FU company development and enterprise culture unique analysis reasons.Key problem oriented, from purchasing and supply management organization design, procurement planning process design, process design of purchasing management, supervision transportation process design, some Suggestions on supplier management process design H project material purchasing process optimization scheme, in terms of organization, personnel, system and information guarantee measures are put forward, in the similar project construction for the enterprise goods and materials procurement to provide the reference value, to accumulate practical experience. In the optimization design of procurement management process, the first is to be able toABSTRACT III adapt measures to local conditions, combined with the unique cultural system and development status of FU company, the optimization plan and the actual integration of enterprise production and operation, to really solve the practical problems encountered in the process of enterprise development, to effectively improve the level of enterprise procurement management ideas;Second, break through the limitation of the procurement and supply department in terms of the module responsibilities of the supply chain, and reasonably extend the module responsibilities to other departments such as the project department, business management department and financial department, laying a foundation for the construction of the whole procurement concept.Third, the concept of the relationship between procurement management and management right to correct, resolve the interests of fetters, procurement management into the overall situation of enterprise management, to achieve the overall improvement of the enterprise;The fourth is to try to optimize the procurement management process, change the traditional thinking of enterprise management personnel focusing on production and sales, light procurement management, and cultivate and establish the business philosophy that procurement management is the third source of profits. Keywords: Engineering Project,Materials Purchasing , Process Improvement, Business Administration西北大学硕士专业学位论文 IV 目 录 摘要...................................................................................................................................I ABSTRACT.......................................................................................................................II 目 录................................................................................................................................IV 第一章 导论...................................................................................................................... 1 1.1 研究背景及意义...................................................................................................... 1 1.1.1 研究背景.......................................................................................................... 1 1.1.2 研究意义.......................................................................................................... 1 1.2 研究思路及内容...................................................................................................... 2 1.2.1 研究思路.......................................................................................................... 2 1.2.2 研究内容.......................................................................................................... 3 1.3 研究方法.................................................................................................................. 4 1.4 创新点...................................................................................................................... 4 1.5 框架结构.................................................................................................................. 4 第二章 相关理论综述...................................................................................................... 6 2.1 供应链管理理论...................................................................................................... 6 2.1.1 供应链.............................................................................................................. 6 2.1.2 供应链管理...................................................................................................... 7 2.2 组织结构理论.............................