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论文编号：	12176
作者编号：	2320180693
上传时间：	2020/12/14 17:12:27
中文题目：	DS公司非生产类物料的采购管理优化研究
英文题目：	Research on the Improvement of Non-Production Material Purchasing Management of DS Company
指导老师：	梁峰
中文关键字：	非生产类物料；采购流程；采购职能管理；供应商管理
英文关键字：	Non-production material；Purchasing Process；Purchasing function management；Supplier Management
中文摘要：	随着互联网的兴起和信息互通的快速发展，对企业发展提出了新的要求，企业的经营模式正在随着社会的不断前进悄然发生变革。成本的改善和效率的提升永远是保持企业竞争力的武器之一，采购的组织结构改善面临着转型和更新换代，以此来保障企业的运营高效。越来越多的公司已经逐步意识到非生产类物料采购的重要作用，跟随时代的发展逐步将其提升到战略性的位置。 DS公司作为高端汽车配件生产制造商，虽然品牌发展历史久具备一定的市场影响力和固定客户群，但是进入到中国市场中汽车行业内的日趋激烈的竞争，也面临着巨大的成本压力和优化的迫切性。非生产类物料采购部通过逐步发展，愈加受到DS公司管理层的重视，但是由于部门建立时间短，人员资历浅，职能定位不准确等问题一直阻碍着非生产类物料的采购部的发展。 本文以DS公司非生产类物料为研究对象，提出了公司目前面临的两个方面的管理漏洞：首先，从采购业务过程方面来看，采购流程不清晰，职能不明确，导致执行和沟通等成本过高，运行低效；缺少针对采购需求的系统化管理，导致采购订单执行方式缺乏针对性，缺乏系统有效的物料管理的方法，导致采购员在本来就资历不深的情况下无所适从。其次，由于非生产类物料采购物料多，覆盖广，价值低，导致供应商种类繁多，资质能力参差不齐；同时缺乏对供应商的差异化管理和完整的绩效考核方式。由此，本文通过针对性的对其采购流程、采购职能、采购需求分类和物料分析的引入、供应商开发、筛选、认证和绩效考核等方面的改善，参考相关的理论知识为DS公司提供相对应的解决方案和对策，以此来帮助DS公司提高非生产类物料采购业务运营和供应商管理的效率，降低运营总成本，为DS公司提高竞争力奠定基础。 希望通过本文的改善建议，对DS公司的发展有所帮助，同时对于同行业其他企业非生产类物料采购的改革提供参考价值。
英文摘要：	With the rise of the Internet and the rapid development of information exchange, new requirements have been put forward for the development of enterprises, and the business model of enterprises is quietly changing with the continuous advancement of society. Cost optimization and efficiency improvement are always one of the weapons to maintain the competitiveness of enterprises. The optimization of the organizational structure of procurement is facing transformation and upgrading to ensure the efficient operation of enterprises. More and more companies have gradually realized the important role of non-production procurement, and gradually upgraded it to a strategic position following the development of the times. As a high-end automotive parts manufacturer, DS company with a long history of brand development in the basic of a certain market influence and a fixed customer base, but involved in the increasingly fierce competition in the auto industry of Chinese market, it is also facing huge cost pressure and optimization necessity. Through the gradual development of the non-production material purchasing department, getting more and more attention from DS company management. However, due to the short establishment time of the department, the low qualifications, and the inaccurate function positioning, the development of the non-production material purchasing department has been hindered. This article takes DS company's non-production material procurement management as the research object, and puts forward two management loopholes that the company currently faces: First, from the perspective of the procurement business process, the procurement process is not clear and the functions are not clear, leading to execution and communication cost is too high and the operation is inefficient; lack of a systematic and effective material management method causes the purchasers to be at a loss when they are not well-qualified; lack of systematic management for the procurement requirements leads to the lack of pertinence in the implementation of purchase orders. Secondly, due to the large number of non-production materials purchased, the coverage is wide, and the value is low, leading to a wide range of suppliers and uneven qualification capabilities; at the same time, there is a lack of differentiated management of suppliers and a complete performance evaluation method. Therefore, this article aims to improve its procurement process, improve material management methods, complete procurement demand classification management, supplier development, screening, certification and performance appraisal improvement, and refer to relevant theoretical knowledge to provide DS companies with corresponding solutions. Plans and countermeasures are used to help DS company improve the efficiency of non-production material procurement business operations and supplier management, reduce total operating costs, and lay the foundation for DS company to improve its competitiveness. It is hoped that the optimization suggestions in this article will be helpful to the development of DS company and provide reference value for the reform of non-production procurement to the other companies in the same industry.
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