随着全球经济形势越来越紧张，国内制造成本逐年上升，迫使许多国内企业通过更 加关注生产经营中各环节的成本管控来提升综合竞争力。采购成本作为企业运作的一项 重要成本支出，一直被企业所关注，只是大多企业更重视原材料的采购成本，对于非生 产相关的采购成本如非标设备的采购并未作为管理的重点，造成非标设备的采购管理不 够完善。但随着竞争压力的增强，很多企业更愿意尝试用非标设备的导入来提高竞争力， 非标设备的采购成本也随之迅速上升，故急需通过非标设备采购管理的优化来降低采购 成本。 本文所研究的D公司作为手机代工的龙头，服务于苹果客户，其业务特点主要是生 产量大，手机年出货超过1.2亿部；生产时间集中，高峰期在每年7月至10月，要求短 时间内大量出货；高低峰产线人力需求悬殊大，高峰期需30万人，低峰则只需5万人。 而近年因人力招募难，客户要求的提高以及竞争对手的不断增多变强，D公司面临很大 挑战，希望通过导入非标自动化设备来缓解人力招募难，招募成本高的现状，从而非标 设备的采购管理在D公司也逐渐被重视。 作者基于多年对D公司丰富的采购经验，充分结合国内外理论，运用文献研究、案 例分析等方法，尝试对D公司非标设备采购管理存在的问题进行分析，并给出一些改善 建议。 本文从D公司采购体系的组织人力及业务分布、非标设备采购系统流程、供应商管 理等方面分析了非标设备采购管理中存在的不足，如组织分工不合理，人力布局及人力 素养无法满足实际需求，采购流程不完善，核价机制传统，系统化程度低，供应商管理 不健全等，并针对以上存在的问题，从采购管理部门组织架构调整、培养采购人员专业 素养、优化采购作业系统流程、完善供应商开发及管理机制等提出了优化对策，期望通 过此研究可为D公司的降本提供帮助。 同时，D公司作为3C制造业的龙头，作者也希望本文的研究可以对同行的发展提 供参考借鉴价值。 关键词：非标设备，采购管理，供应商管理 III ABSTRACT Withtheincreasinglysevereglobaleconomicsituationandtherisingdomesticmanufacturingcost yearbyyear,manydomesticenterprisesareforcedtopaymoreattentiontocontrolcostinallaspectsof productionandmanagementtoimprovecomprehensivecompetitiveness.Procurementisthemost importantcostexpenditureofenterprises,andmanycompaniesfocusonprocurementcostofrawmaterials, whileeasilyignorecostrelatingtonon-productionprocurement,suchasprocurementofnon-standard equipment,itisnotthecoreofanenterprise,soitsprocurementmanagementisnotwellmanaged.Many enterprisesaretryingtointroducenon-standardequipmentstoimprovecompetitivenessandofcoursecost ofnon-standardequipmentwillriserapidly,soitisurgenttoreducetheprocurementcostthroughthe optimizationofnon-standardequipmentprocurementanditsmanagement. TheDcompanystudiedinthispaperistheOEMleaderofmobilephonewhichisservingApple enterprise.Itsbusinessischaracterizedbylargeproductionvolume,annualmobilephoneshipmentsmore than120million;concentratedproductiontime,peakfromJulytoOctobereveryyear,requiringalarge numberofproductioninashort-time;desenlylaborresource,hugegapinlabordemandbetweenhighand lowpeakproductionlines,thepeakneeds300,000people,lowpeakonly50,000people.Inrecentyears,D companyfacesbigchallengeduetohighcostoflaborrecruitmentandvariousrequirementsfromtheend customer.Asaresult,Dcompanywantstochangethecurrentsituationbyintroducingnon-standard automationequipments,ofcourseprocurementandrelatedmanagementbecomsemoreandmoreimportant ofinDcompany. Basedonrichpurchasingexperience,theauthortriestoanalyzetheproblemsexistinginthe purchasingmanagementofnon-standardequipmentofDcompanybycombiningdomesticandforeign theories,applyingliteratureresearch,caseanalysisandothermethods,thengivesomesuggestionsto improvethewholeprocess. ThepaperanalyzesDcompanyissuesfromtheaspectsoforganizationalmanpowerandbusiness distribution,processofnon-standardequipmentprocurementsystem,suppliermanagement,etc,andfound someissuessuchasunreasonabledivisionoflabor,manpowerdisabilitytomeetactualneeds,poor IV procurementprocess,traditionalpricemanagementmechanism,lowsystematization,andimperfectsupplier management.Inordertosolvetheseissues,theauthorputforwardsomesuggestionsfromorganizational structureadjustmentofprocurementmanagementdepartment,thecultivationofprofessionalprocurement personnel,optimizationoftheprocurementoperationsystemprocess,improvementofsupplier developmentandmanagementmechanism,etc.Itishopedthatthisstudyishelpfulforreducingcostof procurementofDcompany. Meanwhile,asaleaderin3Cmanufacturingindustry,theauthorhopesthatthisstudycanprovide helpfulreferencetoallrelatedenterprisesanditsdevelopment. KEYWORDS:non-standardequipment,procurementmanagement,suppliermanagement V 目录 摘要...........................................................................................................................................I ABSTRACT.............................................................................................................................III 1引言.......................................................................................................................................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...................................................................................................................2 1.2国内外研究现状述评......................................................................................................2 1.2.1国内外研究现状综述...............................................................................................2 1.2.2国内外研究现状评价...............................................................................................4 1.3研究内容及研究方法......................................................................................................4 1.3.1研究内容...................................................................................................................4 1.3.2研究方法...................................................................................................................5 1.4技术路线及创新点..........................................................................................................5 1.4.1技术路线...................................................................................................................5 1.4.2研究创新点...............................................................................................................6 2相关理论概述.........................................................................................................................7 2.1采购管理的基本概念......................................................................................................7 2.1.1采购管理的定义.......................................................................................................7 2.1.2采购管理的目的.......................................................................................................7 2.2采购管理流程的相关理论..............................................................................................7 2.2.1采购管理流程基本内涵...........................................................................................7 2.2.2采购管理流程优化的方法.......................................................................................8 2.3供应商开发管理理论及方法........................................................................................10 2.3.1供应商管理理论.....................................................................................................10 2.3.2供应商管理方法.....................................................................................................10 2.4非标设备采购管理相关理论........................................................................................12 2.4.1非标设备及其采购管理的概念.............................................................................12 2.4.2非标设备采购成本控制的方法.............................................................................13 VI 3D公司非标设备采购管理的现状........................................................................................15 3.1D公司非标设备采购现状.......................................