随着经济一体化及采购全球化,供应链管理已成为现代企业管理的核心内容之 一。 供应商管理是供应链管理的起点，供应商从源头上决定了产品价格和产品质量， 并进一步影响着企业的综合竞争力。因此，如何对供应商管理进行优化既是国内外专 家学者正在研究的热门课题,也是当前企业的重点工作之一。 M（中国）公司的总部是一家具有悠久历史的美国汽车企业, 主要业务始终是乘 用车的研发、制造和销售。随着全球汽车产业的风云变幻，特别是新能源技术、互联 网和人工智能的突飞猛进，新的竞争对手不断涌现；中国作为全球最大的汽车市场， 绿色制造和电动化等新技术的应用已经走在世界前列。M（中国）公司必须与时俱进 的自我变革才是未来的生存之道。 M（中国）公司一直沿用美国总部制定的供应商选择及评价体系至今，其目前的 供应商评价和选择侧重于价格、质量和交付，由采购部门对供应商的价格进行评估, 由供应商质量管理部门对供应商的管控现场进行评判和打分, 然后汇总来判定供应 商合格与否。这种评价流程存在风险，一是流程不够合理，缺少工程部门的参与；二 是供应商评价指标体系过于简单，没有与时俱进的纳入绿色发展和电动相关指标；三 是 M（中国）公司对关键供应商重视不够，分类管理有待改进。 本文通过大量的文献资料阅览和搜集,引入了供应链管理和供应商管理的理论知 识,再对 M（中国）公司外部宏观环境和汽车行业环境进行分析，最后针对 M（中国） 公司的自身现状，梳理出主要问题点，供应商选择与评价流程不规范、供应商评价指 标体系不完善、供应商分类管理方法不合理；相应的识别出问题产生的原因，供应商 选择与开发由单一部门主导、供应商评价指标体系不够客观全面、对关键供应商重视 不够。并对其提出了优化建议，潜在供应商选择与评价流程优化，以实际案例运用层 次分析法来完善供应商评价指标体系，进一步给出当前供应商分类管理的指标建议。 希望本文能为 M（中国）公司的转型提供指导,同时也希望能为相关制造型企业提供 借鉴。 关键词，供应商管理；供应商选择与评价；供应商关系管理III Abstract With the economic integration and procurement globalization, supply chain management has become one of the core contents of modern enterprise management. Supplier management is the starting point of supply chain management. Suppliers determine the price and quality of products, and further affect the comprehensive competitiveness of enterprises. Therefore, how to optimize the supplier management is not only the key work of the current enterprise, but also one of the urgent research topics of experts and scholars word-widely. The headquarters of M (China) company is a century-old American automobile company, whose main business has always been the research and development, manufacturing and sales of passenger vehicles. With the changes in the global automobile industry, especially the rapid development of the Internet, AI and new energy technologies, new competitors keep emerging. As the world's largest auto market, China has led the world in the application of new technologies such as green manufacturing and electrification. M (China) must keep up with the Times and shape itself that’s the only way to survive in the future. M (China) company has been using the supplier selection and evaluation system developed by the headquarters in the United States. Its current supplier evaluation and selection focuses on price, quality and delivery. The purchasing department will evaluate the supplier's price, and the SQ management department will evaluate and rate the suppliers on-site, and then summarize to determine whether the supplier is qualified or not. There are risks in this evaluation process: first, the process is not reasonable enough and lacks the participation of engineering department. Second, the supplier evaluation index system is too simple and fails to incorporate relevant indicators of green development and electrification. In addition, M (China) does not pay enough attention to key suppliers, and the supplier classification management needs to be improved. This paper introduces the theoretical knowledge of supply chain management and supplier management through a large number of literature review and collection, and then analyzes the macro environment and automotive industry environment of M (China). Finally, according to the current situation of M (China), the main problems are sorted out: the supplier evaluation index system is not perfect, the supplier selection and evaluationIV process is not standardized, and the supplier classification management method is not reasonable. The corresponding causes are identified: the supplier evaluation index system is not objective and comprehensive enough, the supplier selection and development is dominated by a single department, and the key suppliers are not paid enough attention to. And its optimization suggestions were put forward: the process optimization of potential supplier selection and evaluation, with the actual case by using Analytic Hierarchy P rocess (AHP) to improve supplier evaluation index system, further to given the current supplier classification management advice. I hope this paper can provide guidance for the transformation of M (China) company, and also hope to provide reference for relevant manufacturing enterprises. Keywords，Supplier Management; Supplier Selection and Appraisal; Supplier Relationship Management目录 致谢．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．I 摘要．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．II Abstract．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．． III 第 1 章 绪论．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．1 1.1 选题背景和意义．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．1 1.1.1 选题背景．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．1 1.1.2 研究目的．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．1 1.1.3 研究的意义 ．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．2 1.2 国内外研究文献综述．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．3 1.2.1 国外研究现状．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．3 1.2.2 国内研究现状．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．4 1.2.3 国内外研究现状综述．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．5 1.3 研究内容和论文框架．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．5 1.3.1 研究内容．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．5 1.3.2 论文框架．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．6 1.4 研究方法．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．.．6 1.5 创新点．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．.．7 第 2 章 相关理论概述．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．8 2.1 供应商管理的相关理论．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．8 2.1.1 供应链管理概述．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．8 2.1.2 供应商管理理论概述．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．8 2.2 供应商选择与评价理论．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．10 2.2.1 供应商选择的原则与方法．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．10 2.2.2 供应商评价方法-层次分析法．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．