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论文编号：	15614
作者编号：	2320234017
上传时间：	2025/12/8 13:27:01
中文题目：	G水电公司欧洲区焊接结构件的供应商开发管理改善研究
英文题目：	G Hydro Company European Region Welded Structures Suppliers Development and Management Improvement Research
指导老师：	梁峰
中文关键字：	供应商管理；采购管理；制造业；层次分析法
英文关键字：	Supplier management; Sourcing management; Manufacture industry; AHP
中文摘要：	随着水电市场竞争的日趋激烈，采购管理作为运营管理的关键环节，已成为企业降本增效、提升企业核心竞争力的重要方法和手段。以项目制模式运营的大型单件小批量定制化设备生产企业G水电公司，其主要业务是生产制造水电站所需的主机设备，由于全过程时间跨度大，环节众多，其中的设计、产品采购和生产制造环节是重要的节点，本文涉及内容与产品采购环节相关。由于该公司所处的市场地位，采购管理和供应商管理的成果直接关系到企业的运营发展和市场地位。在市场前端，能够保障企业在市场竞标中的竞争力；在后期执行阶段，有助于提升产品质量、确保交货期可靠以及降低运营成本等。 供应商作为企业极为宝贵的外部资源，其开发与管理成效对企业的持续发展起着至关重要的作用。 本文以G水电公司欧洲区焊接结构件供应商开发管理改善为主要研究课题，采用SWOT分析法，从欧洲市场采购焊接结构件的角度进行优劣势及根本原因分析。针对上述问题，本文结合相关理论概念，提出了下方优化方案：一是利用G能源公司其他事业部获取初步供应商清单，组建跨部门供应商认证开发小组进行评审，降低后期供货的风险；二是利用层次分析法、TOPSIS评价法，制定供应商打分指标、权重等，并评价出用于未来长期合作的供应商名录，三是将成功引入的东欧供应商与现有西欧供应商进行整合，定义相应的东欧供应商追踪和西欧供应商改善方案以及采购订单分布策略，实现欧洲区不仅能够应对欧洲本地市场订单激增，并且能够实现关键指标的提升。同时，从制度、企业文化、人员、培训以及激励政策等多个维度，提出了合理化的保障措施，旨在全方位助力G水电公司供应商管理水平的提升，进而提升G水电公司核心竞争力，助力企业快速发展。 本文以G水电公司欧洲区焊接结构件供应商开发管理改善为研究案例，对项目制大型设备生产企业的供应商开发管理进行了科学且有效的优化方案设计，为后续供应商开发管理工作的改善提供了理论参考，也可作为同类型企业供应商管理优化的借鉴依据，在理论和现实两个维度均具有一定的指导意义。
英文摘要：	With the increasingly fierce competition in hydro market, sourcing management, as a critical part of operations management, has become an critical means for enterprises to reduce costs and increase efficiency, in the meantime enhance core competitiveness. G hydro company, a large project-based enterprise specialized in the production of small-batch customized component, mainly focused on manufacturing main equipment for hydro stations. It lasts a long duration and involves numerous stages during whole process, among which the design, sourcing, and production manufacturing phases are core and critical nodes. The content discussed in this thesis is related to the product procurement phase. Due to the company's market position,the outcomes of procurement management and supplier management directly impact its operational development and market standing. At the front end of the market, it ensures the company's competitiveness in bidding;in the later execution phase, it helps improve product quality, ensure reliable delivery times, and reduce operational costs. Suppliers, as extremely valuable external resources, play a vital role in the sustainable development of the enterprise. This thesis focuses on the improvement of supplier development and management for welded structure components in european region. With SWOT analysis, it conducts an analysis of advantages, disadvantages, and root causes from the perspective of sourcing welding structural components in the European market. To address the identified issues, this study combines relevant theoretical concepts to propose the following optimization solutions: First,leverage preliminary supplier list from other business of G energy company to form a cross-departmental supplier certification and development team for evaluation, reducing risks in later supply stages. Second, employ the AHP and TOPSIS evaluation method to establish supplier scoring indicators and weights,and evaluate a list of suppliers for long-term future collaboration. Third,integrate successfully introduced eastern european suppliers with existing western european suppliers, define corresponding tracking plans for Eastern European suppliers and improvement plans for western european suppliers, as well as a procurement order distribution strategy. This enables the European region to not only cope with surging orders from the local european market but also achieve improvements in key performance indicators. Additionally, reasonable secure methods are proposed from multiple dimensions,including systems, corporate culture, personnel, training, and incentive policies, aiming to comprehensively enhance G hydro company's supplier management level, thereby boosting its core competitiveness and supporting rapid enterprise development. Using the case of improving supplier development and management for welded structure components in European region by G hydro company, this thesis designs a scientific and effective optimization plan for supplier development and management in project-based large equipment manufacturing enterprises. It provides a theoretical reference for subsequent improvements in supplier development and management and can serve as a benchmark for supplier management optimization in similar enterprises, offering guidance in both theoretical and practical dimensions.
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