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论文编号：	1052
作者编号：	2120052284
上传时间：	2009/6/2 14:38:21
中文题目：	基于供应链的制造企业分包管理研
英文题目：	The Sub-contract Management St
指导老师：	张永强
中文关键字：	供应链管理 分包管理 分包风险
英文关键字：	Supply chain management Sub-
中文摘要：	摘 要 在经济全球化的过程中,整个世界的经济活动也呈现出全球经济一体化的特征。企业在不断地追求提高效率，降低成本，改善服务水平及建立一个具有良好运行机制的生存环境。供应链管理就成为最有诱惑力最行之有效的一种模式。供应链的管理通过控制和协调供应链节点，提高系统的效率，进而提升整个供应链的综合竞争能力。供应链管理从20世纪中期开始出现，并在全球范围得到迅速发展。对制造行业来说，从早期的MRPII，到ERP，再到SCM，从企业内部延伸到外部，都体现了其发展的过程。随着全球经济一体化到来、全球制造的出现，企业内外部环境发生了深刻的变化，企业通常面对的是世界范围的竞争者，要在竞争中取胜，就不能在靠自己孤军奋战，而是要在不同企业间展开合作，充分利用好外部资源，构建具有实力的供应链体系。企业在集中资源于自身核心业务的同时，需要通过利用其他企业的资源来弥补自身的不足，从而变的更具竞争力。外包已成为企业增加竞争力最重要和最有效的战略手段之一。外部供应者能提供比本企业内部完成价格更低的产品。企业可以将资源用于自己核心业务方面。企业可以根据自己的战略要求和供应商建立灵活的合作方式，能够更快的完成产品的交货期，能够更好提高产品质量，全面满足客户需求。 工业分包作为外包的一种形式是由主流发包商将部分设备、零部件乃至原材料的生产或采购任务交由分包商完成的并在分包商完成的任务基础上形成最终产品的过程。“工业分包”在国内被称为“行业配套”或“协作生产”，这是一种国际上通行的贸易形式，对于寸金全球工业资源在技术、成本、人力方面的优化组合发挥着重要作用。随着经济全球化的发展，国际工业分包经过全世界40多个国家二十几年的实践，已经被证明是一种先进的生产组织形式。 分包主要形式：（1）产量导向型分包：当发包商到达产量极限不能完成某项生产任务或定单需求,而将超额部分工作量委托其他的分包商完成的分包形式。在这种情况下，发包商和分包商之间一般为水平型分工。（2）专业导向型分包：为了生产出质量更好、价格更低的产品，发包商基于分包商的某项专业优势（技术、设备或人力成本等）而将生产任务委托其完成的分包形式。 分包可以使企业最有效地利用现存社会资源，降低投入成本，缩短生产时间，提高进入市场的速度，获得竞争优势，同时合理利用合作伙伴的专业化资源，提高顾客服务质量，增加顾客价值。对于一个经营业绩不断提升的制造企业，拥有一只高素质分包商队伍，能够提供良好的质量保障和明显的价格优势的设备部件。企业之间可以建立起战略联盟，通过“分包”，利用战略伙伴的优势资源，缩短产品设计、生产到销售的时间，减轻在较长时间里由于技术和市场需求变化所造成的产品风险 ，获得双赢的结果。如何制定分包决策，控制分包流程，分包管理过程中的重点控制包括供应商管理、合同管理、项目管理、风险防范，以及对分包过程常见问题的应对策略是本文研究的主要问题。 T公司作为采取分包经营策略的代表，论文主要针对T公司这种制造企业如何利用组织拥有的资源，有效制定分包决策，优化分包流程，加强分包项目的管理，以及对分包风险防范做深入研究。全文共分五章。 第一章首先通过背景介绍说明了选择该课题的意义，提出了本论文将阐述的重点和要点。使读者对整篇论文的结构安排有了清晰地了解。 第二章 对供应链和供应链管理的基本概念和理论进行了概述。因为我们研究的供应链管理模式下的制造企业分包管理。同时对采购管理，外包和分包概念之间的区别和联系做了进一步的探讨。为后面几章对分包管理的研究奠定了基础。 第三章 T公司供应链下的分包决策分析和分包流程研究。本章分为四部分。首先介绍T公司的背景及分包管理在供应链中的地位和风险。第二部分介绍分包决策的理论基础。第三部分结合T公司分析分包决策的影响因素。第四部分T公司的分包流程及详细说明。 第四章 T公司项目分包实施管理的重点。第一节 讲述分包商的管理控制，重点介绍了分包商的筛选评估，控制与关系管理。第二节讲述的是合同管理的要点，包括合同签订前的分析与交底，合同执行要点及合同的结算和归档。第三节项目实施管理重点工作，从五个不同的角度，明确了项目管理要控制的重点。第四节分包模式下的风险管理。 第五章 案例分析。通过实例分析供应链环境下T公司分包管理，分享摸索出的一些经验和面对出现的问题。从而进一步找出解决改进控制的方法。 随着在中国市场蓬勃发展，可以看到造企业工业分包管理必然迎来蓬勃旺盛的发展趋势：（1）分包商则向专业的加工方向分化，专业化程度更高，企业对分包的依赖度要增加，依赖程度更高。（2）分包管理将更规范化，合同管理的地位将更重要，项目正式信息沟通会更规范，工作程序也会更加规范和严格。（3）分包商授权度更高。分包商的权力会增大，企业更趋向于向客户提供更到的增值服务。对分包商的授权会增大，更多制造由分包商完成，善于自我管理的分包商更受企业的欢迎。未来的分包管理将是供应链环节下的管理，我非常希望通过运用一些最新的管理方面的技能，结合公司的实际情况，解决一些实际操作中的问题，实现分包有效管理。本文是根据笔者的工作经验，针对分包问题从各层面展开，陈述所应考虑到的方面，旨在与各位专家共同分析探讨，以便于对企业的分包管理有一个系统的考虑。最后希望本文可以为制造企业在分包管理方面提供一点借鉴。 关键词： 供应链管理 分包管理 分包风险
英文摘要：	Abstract In the process of economic globalization, the whole world's economic activity also presents the characteristic of the global economic integration. The enterprises are pursuing the high efficiency unceasingly, the cost reduction, the service level improvement and establish the good operational environment. The supply chain management becomes the most effective mode in the role of management. The Supply chain management mainly goes through to control and coordinate supply chain link spot, raises system's efficiency, then promote the synthesis competitive ability. The supply chain management appeared from the mid of 20th century to, and obtained the rapidly expand in the global scale. To the manufacture companies, from early MRPII, to ERP, to SCM again, the supply chain extended from the interior to the exterior, had manifested its development process. Along with the global manufacture’s appearance, the internal and external environment of the enterprises have changed a lot . The enterprises usually face the worldwide competitors, which can’t depend on themselves if they expect to win in the competition. They must develop the cooperation among the different enterprises and fully use the exterior resources， the purpose is to construct the solid supply chain system. The enterprises centralize resources in own core business, on the other hand, make use of other enterprise's resources to make up own insufficiency, thus become more power. The outsourcing of the enterprise has become one of the most important and effective strategic methods to strengthen their competition. The exterior suppliers can provide product with a lower price than the enterprise produce itself .The enterprises may focus all resources on the core business. The enterprises may establish the flexible cooperation according to their strategic request, in order to satisfy the delivery date on time, improve the product quality, and meet the customer requirements. The industry sub-contract is one form of the outsourcing. It means a process that mainstream contractors hand over the equipment components, the spare parts, and even raw material production or procurement duty to sub -contractors and on the basis of the completion to form the final products. “The Industry Subcontract” is called “the cooperation production” in China, this is one kind of international trade forms, which plays a influential role for the optimization in the technical, the cost, the manpower aspect. Along with the economic globalization's development, the international industry subcontract becomes one kind of the advanced production organization form which is proved by more than 40 countries around the world in twenty years’ practice. The main types of the subcontract: (1) Output oriented sub-contract: When contractor reach to output limit , not to complete more production task or the order demand, the contractor allot the over workloads to the subcontractors to complete. (2) Specialization oriented sub-contract: Based on sub-contractor's specialized superiority (such as technical, equipment or manpower cost and so on), the contractor entrust some production task to subcontractors in order to manufacture the such products with the better quality and a lower price. Through the channel of sub-contract, the enterprises may use the extant social resource effectively, reduce the invest cost, shorten the productive cycle, increase the speed entering into the market, obtain the competitive advantage. Simultaneously the enterprise may make use of the partner’s specialized resources to improve the customer service quality and customer value. For a manufacture company with outstanding achievement, which must have a high quality team to provide the good quality guarantee and the equipment component with the competitive price. The enterprises may establish the strategic alliance, adopt the form of “sub-contract” to make full use of strategic partnership's resources, reduce the cycle from design to sales, minish production risk due to the technology and the market changes, finally obtain the win-win result. The subject issues which the article studies is how to make the sub-contract decision, how to control subcontract flow, the key process of sub-contract control management such as the supplier management, the contract management, the project management, the risk management, as well as some sub-contract questions. T company as the representative who adopts the sub-contract management strategy, The paper mainly study this kind of Manufacturing firm ,which how to use the organization resource, make the effective sub-contract decision, optimize sub-contract flow, strengthen the sub-contract project management, as well as to defend the risk. The full paper is divided five chapters, The first chapter introduces the research background, the goal, the method, the content and the frame. Make sure that the readers can duly understand the structure and content of the thesis. The second chapter elucidates the basic concept and the relative theory of the supply chain management, as well as the concept clarify of purchasing, outsourcing, sub-contract. To settle a good base for studying the sub-contract management. The third chapter introduces sub-contract decision analysis and sub-contract flow optimization, which is divided four parts. Firstly introduce T company background and the importance of sub-contract in supply chain management. And next illustrate the thesis base of sub-contract , the third part is to analysis the effect factors of sub-contract decision- making, the forth part is the sub-contract process and detailed explanation, and finally give an summary. The fourth chapter emphasis the key points of sub-contract implementation management. Firstly introduce sub-suppliers control management, including sub-suppliers select, appraisal and the relational management. The second section is to state the contract management including contract the analysis and clarification , the contract settlement and the filing-up. The third section introduces the key point of project management, which point out the control point from different direction. The fourth section is sub-contract risk management. The fifth chapter states the case analysis .Through the real sample , T company shares some experiences of sub-contract management and face the stuff questions. And then further discover the improved solution . Along with the Chinese market speedy development, we may foresee industry sub-contract management will face the flourishing future: (1) Sub-contractor trends to develop towards the more specialized direction, the specialized degree is more higher, the enterprise depends sub-contractors more deeply. (2) Sub-contract management standardization, contract management will be more important, the project official information communication will become more standard, the working process will be more strict and professional.(3)The sub-contractors authorization will be increased, the enterprise will tend to provide more additional value service to customers . The more manufacture task will be completed by sub-contractors, the self-control sub-contractors will be more popular to the enterprises . In future, sub-contract management will be under the supply chain management. Combining with company's actual situation, I hoped to utilize some newest management skills to solve some actual operation problems, and realize the effective sub-contract management. This article is subject to author's work experiences, illustrates the sub-contract management from different point of view. The purpose is to discuss and analysis with the experts to form a system's consideration for sub-contract management. Finally expect the thesis may provide a spot reference for the manufacturing company in the sub-contract management aspect. Key Words: Supply chain management Sub-contract management Sub-contract risk management
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