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论文编号：	10747
作者编号：	2120162841
上传时间：	2018/12/9 22:47:26
中文题目：	E海外工程公司货物供应商履约评价研究
英文题目：	The study for cargo supplier performance evaluation in
指导老师：	齐善鸿
中文关键字：	供应商管理；供应商履约评价；层次分析法；海外工程
英文关键字：	Supplier management；Supplier performance evaluation； Analytic Hierarchy Process; Overseas engineering
中文摘要：	近年来,在国际政策支持下,越来越多的中国工程承包类企业迈出国门,走向海外市场。在这些企业面向更多的国际市场机会的同时，市场和行业的竞争也与日俱增，穿越当下国际工程“拼价、拼条件，拼融资、拼投资，拼装备、拼联合”要素穷极、创新迭出的硝烟，我们应该看到，承包商间差距在拉大，不坐拥核心资源的承包商正在淡出，行业集中度越来越高，优势承包商对供应链上游的深化管理和整合已经开始。国际工程项目中，货物类供应商分为国外属地供应商和国内供应商。目前，我国的建筑工程行业类的物资供应市场已经非常成熟，材料、设备的种类、规格型号、制造的工艺标准及质量要求等已能够满足国际工程项目的需求。并且，国内的釆购有采购进度、质量等方面的可控性强,采购的成本相对较低等优点。所以我国建筑工程企业在对外承接海外的工程项目时，其项目实施过程中所需的设备、材料大部分是从国内进行采购，然后发运到国外施工现场的。因此，针对国内货物类供应商管理进行的研究具有指导意义。供应商履约评价一直是供应商管理中一个十分重要的议题，特别是当前在工程承包类企业业务国际化的趋势下，对于工程企业货物采购项目而言，供应商履约评价至关重要。准确、客观、及时的供应商履约评价是供方分类管理、综合绩效评估、引导供应商履约行为改进等的重要基础。本论文以E海外工程公司为例，通过货物供应商履约评价方面的研究，拟解决其在供应商管理方面的问题，使其实现供方管理由“监控式”到“评估式”转变，成为“有评估，分类管，促提升”的供应商管理模式；建立供方履约全过程评价机制，通过多维度、高效度的供方履约全过程评价数据的长周期积累和深度分析，形成供应商评级及分类管理的依据，作为公司招标采购工作的重要参考依据，促进公司采购活动和项目履约的管理协同；同时约束和引导其货物供方理性报价、积极履约、不断改进，最终实现采购工作对海外工程项目履约支持能力的提升。
英文摘要：	In recent years, with the support of international policies, more and more Chinese engineering contracting enterprises have stepped out of the country and moved to overseas markets. At the same time that these enterprises are facing more opportunities in the international market, the competition between the market and the industry is also increasing day by day. Through the current international projects, “price-fixing, spelling conditions, fighting for financing, fighting for investment, fighting for equipment, and uniting” are extremely poor and innovative. The smoke, we should see that the gap between contractors is widening, contractors who are not sitting on core resources are fading out, industry concentration is getting higher and higher, and the deeper management and integration of superior contractors on the upstream of the supply chain has begun. In international engineering projects, goods suppliers are divided into foreign territorial suppliers and domestic suppliers. At present, the material supply market in China's construction engineering industry is very mature. The types of materials, equipment, specifications, manufacturing process standards and quality requirements have been able to meet the needs of international engineering projects. Moreover, domestic procurement has the advantages of strong controllability in terms of procurement progress and quality, and relatively low procurement costs. Therefore, when China's construction engineering enterprises undertake overseas engineering projects, most of the equipment and materials needed for the project implementation process are purchased from China and then shipped to foreign construction sites. Therefore, research on the management of domestic cargo suppliers is instructive. Supplier performance evaluation has always been a very important issue in supplier management. Especially in the current trend of internationalization of engineering contracting enterprises, supplier performance evaluation is very important for engineering enterprise goods procurement projects. Accurate, objective and timely supplier performance evaluation is an important basis for supplier classification management, comprehensive performance evaluation, and guidance supplier performance improvement. This paper takes E overseas engineering company as an example. Through the research on the performance evaluation of cargo suppliers, it plans to solve its problems in supplier management, so that it can realize the transformation of supplier management from “monitoring” to “evaluation”. Supplier management model of “assessment, classification management, promotion”; establish a supplier-responsibility evaluation process, and form a supplier through long-term accumulation and in-depth analysis of multi-dimensional and efficient supplier performance evaluation process The basis of rating and classification management, as an important reference for the company's bidding procurement work, promotes the management coordination of the company's procurement activities and project performance; at the same time, it constrains and guides the rational supply of its goods suppliers, actively fulfills the contract, continuously improves, and finally realizes the procurement work. Improvement of the performance support capability of overseas engineering projects.
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