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论文编号：	12036
作者编号：	2320180699
上传时间：	2020/12/10 17:22:20
中文题目：	M公司供应商管理改进策略与实施研究
英文题目：	Study on supplier management improvement strategy and implementation of M Company
指导老师：	李季
中文关键字：	供应商评估与选择；供应商质量；供应商关系；供应风险；供应商退出
英文关键字：	Supplier evaluation and selection; Supplier quality; Supplier relationship; Supply risk; Supplier withdrawal
中文摘要：	改革开放以来，中国经济就已接入世界经济快速发展的轨道，贸易全球化的发展，使得劳动分工越来越细，各行各业的竞争更加激烈。企业要想扩大市场份额并长久地生存下去，不仅需要有高质量的产品和研发创新的能力，企业上下游的供应链管理更是必不可少。对企业来说，采购部是生产运营的后勤保障部门，保障物料按时按质按量送达，满足生产和研发的需要是采购职能的具体体现。近些年来，很多先进的供应商管理理论被纷纷引入国内，越来越多的企业家开始改变传统的采购思维，提倡使用先进的供应商管理理论优化供应商体系，提高企业效率和产品质量，增加企业竞争优势。 M公司作为国内无创减重器械的行业领导者。它具有独特的行业优势，又拥有高尖端的技术人才，使得M公司最近几年的发展非常迅速，但同时也暴露了管理的不足。本文以M公司的供应商管理改进策略与实施研究为题目，意在回答三个问题：M公司现有供应商管理现状及存在的主要问题和原因是什么？如何改进M公司现有供应商管理存在的主要问题？如何保障M公司供应商管理改进策略的有效实施？作者通过阅读相关文献和书籍，学习了供应链管理、采购管理和供应商管理的相关概念和理论，总结出四种适合M公司的供应商管理改进方法。基于SIPOC模型完善供应商评估与选择流程，让更多的部门参与到供应商评估与选择的流程中，避免单一部门决策，控制采购风险；基于六西格玛方法论为关键供应商赋能，帮助供应商分析产品制作过程中的质量问题，实施改进方案；基于供应商集成理论深化合作关系，通过供应商早期介入、JIT和VMI策略，加强双方的业务协作；基于情景分析法识别物料供应过程中的风险，采取应对措施，防止供应中断。 本文有两个创新之处。一是首次提出从供需协同的视角，利用信息化系统，建立供应商协作平台，固化协作流程；二是首次将供应的风险管理和供应商的退出管理纳入到M公司的体系范畴，形成一个供应商管理的闭环，控制采购风险。本文以M公司为例，旨在探索一种普遍适用的供应商管理创新路径。
英文摘要：	Since the reform and opening up, China's economy has been connected to the track of rapid development of the world economy. The development of trade globalization has made the division of labor more and more detailed and the competition in all walks of life more and more fierce. If an enterprise wants to expand its market share and survive for a long time, it needs not only high-quality products and the ability of R&D and innovation, but also the supply chain management of upstream and downstream of the enterprise. For enterprises, purchasing department is the logistics support department of production and operation. It is the concrete embodiment of purchasing function to ensure the delivery of materials on time with quality and quantity and meet the needs of production and R&D. In recent years, many advanced supplier management theories have been introduced into China, and more and more entrepreneurs begin to change the traditional purchasing thinking, and advocate the use of advanced supplier management methods to optimize the supplier system, improve enterprise efficiency and product quality, increase enterprise competitive advantage. M Company is the industry leader of noninvasive weight reduction equipment in China. With its unique industry advantages and cutting-edge technical talents, M Company has developed rapidly in recent years, but at the same time, it has exposed its management deficiencies. This thesis takes M company's supplier management improvement strategy and guarantee research as the topic, aiming to answer three questions: Current situation of M Company's existing supplier management, as well as the main problems and reasons? How to improve the three main problems of M company's existing supplier management? How to ensure the effective implementation of M company's supplier management improvement strategy? By reading relevant literature and books, the author learned the theories and theories related to supply chain management, procurement management and supplier management, and summarized four supplier management improvement methods suitable for M Company. Improve the supplier evaluation and selection process based on SIPOC model, let more departments participate in the supplier evaluation and selection process, avoid single department decision-making, control the procurement risk; Based on the six Sigma method to empower key suppliers, help suppliers to analyze the quality problems in the manufacturing process, implement the improvement plan; Based on the supplier integration theory to deepen the cooperation, through the early participation of suppliers, JIT and VMI strategy, strengthen the business cooperation between the two sides; Identify supply risk based on scenario analysis and take countermeasures to prevent supply interruption. There are two innovations in this thesis. Firstly, from the perspective of supply and demand coordination, it is proposed for the first time to establish a supplier cooperation platform and solidify the cooperation process by using information system. Second, for the first time, supplier risk management and supplier exit management are brought into the system scope of M Company, forming a closed loop of supplier management and controlling procurement risk. Taking M Company as an example, this thesis aims to explore a universally applicable supplier management innovation path.
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