摘要
当前，市场经济飞速发展，汽车零部件企业快速崛起。随着汽车消费市
场需求的快速变化，加快车型改款和更新换代已经成为整车企业市场竞争的
常态。汽车零配件企业需快速反应，才能在行业中生存和发展。如今企业不
可能脱离市场独自发展，从源头供应商供应物料，到制造商生产产品以及销
售商销售产品，再到消费者使用反馈的整条供应链的管理，已经成为当前
企业管理的重点，也是企业发展的重要保障。作为链条源头的供应商，其对
企业提供物料的质量、采购成本、研发能力、物料交付等都直接影响企业发
展前景。所以，供应商管理相当重要，供应商评价与选择对供应商管理又是
最重要的一步。只有科学的评价指标体系作支撑，才能选择出实现双赢、建
立长期合作关系的战略供应商。
本文根据 AK公司及其行业发展现状，对其公司采购管理、供应商管理的
现状作了深入的分析，找出供应商管理、评价与选择存在的系列问题，并运
用理论结合实际的方法对存在的问题进行详细的分析。通过细致的研究，发
现 AK公司最大的问题是供应商评价指标体系不完整，导致供应商选择和评价
不科学。本文根据 AK公司所采购物料的供应风险和收益风险，对供应商进行
分类（卡拉杰克模型），建立了新的供应商评价与选择指标体系。该指标体
系是在部分学者研究成果的基础上，结合 AK公司的实际，利用专家打分法和
层次分析法来确定新体系各项指标及指标权重。新建立的指标体系增加了供
应商设备故障率、总资产周转率等指标。最后运用新指标体系对 AK公司的四
家特殊钢类物料供应商评分，最终为 AK公司选出一家得分最高、综合实力最
强的供应商建立战略合作关系，同时对新的评价指标体系评价结果运用进行
了分析。
关键词：供应商管理，层次分析法，供应商评价与选择，战略供应商
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ABSTRACT
At present, the market economy is developing rapidly, and auto parts
companies are rising rapidly. With the rapid changes in demand in the automotive
consumer market, accelerating model remodeling and upgrading has become the
norm for vehicle manufacturers to compete in the market. Auto parts companies
need to respond quickly in order to survive and develop in the industry. Nowadays,
it is impossible for enterprises to develop independently from the market. The
management of the entire supply chain, from the supply of materials by source
suppliers, to the production of products by manufacturers and the sales of products
by sellers, to the feedback from consumers, has become the focus of current
enterprise management. An important guarantee for enterprise development. As a
supplier at the source of the chain, the quality, procurement cost, R&D capability,
material delivery, etc. of the materials it provides to the enterprise directly affect
the development prospects of the enterprise. Therefore, supplier management is
very important, and supplier selection and evaluation is the most important step in
supplier management. Only with the support of a scientific evaluation index system,
can we select strategic suppliers that achieve a win-win situation and establish
long-term cooperative relations.
According to the development status of AK Company and its industry, this
paper makes an in-depth analysis of the current status of its procurement
management and supplier management, finds out a series of problems in supplier
management, evaluation and selection, and uses the method of combining theory
with practice to analyze the existing problems. issues are analyzed in detail.
Through careful research, it is found that the biggest problem of AK company is
that the supplier evaluation index system is incomplete, which leads to unscientific
supplier selection and evaluation. According to the supply risk and profit risk of the
materials purchased by AK Company, this paper classifies the suppliers (Karajack
model), and establishes a new supplier selection and evaluation index system. The
indicator system is based on the research results of some scholars, combined with
the actual situation of AK Company, using expert scoring method and AHP to
determine the indicators and indicator weights of the new system. The newly
established indicator system has added indicators such as supplier equipment
failure rate and total asset turnover rate. Finally, the new index system was used to
score four suppliers of special steel materials of AK Company, and finally selected
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a supplier with the highest score and the strongest comprehensive strength to
establish a strategic partnership for AK Company
KEY WORDS： supplier management, analytic hierarchy process,
supplier selection and evaluation, strategic supplier
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