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论文编号：	15937
作者编号：	2320233780
上传时间：	2025/12/22 9:40:32
中文题目：	L公司服务器备件维修供应商管理改进研究
英文题目：	Research on Management Improvement of Server Spare Parts Maintenance Supplier in L Company
指导老师：	焦媛媛
中文关键字：	供应商管理；服务器；过保备件维修
英文关键字：	Supplier Management; Server; Over-Guaranteed Spare Parts Maintenance
中文摘要：	随着数字化的快速发展，服务器作为企业数据存储与运算的核心基础设施， 市场需求不断攀升。在服务器全生命周期服务体系中，过保备件维修业务因需求 分散、成本敏感度高、客户服务期望差异化显著，成为企业售后管理的关键难点。 L 公司作为全球服务器市场重要参与者，在过保备件维修领域面临着供应商管理 效率与服务质量不匹配的双重挑战，一方面，备件供应价格波动大，部分稀缺备 件采购成本较高，且供应商交付周期不稳定；另一方面，供应商技术能力参差不 齐。传统的供应商管理模式已难以满足过保业务“小批量、多频次、高定制”的 服务需求。 本研究以 L 公司服务器过保备件维修供应商管理为案例，依据供应链管理 理论，从供应商选择流程、指标体系等维度，聚焦供应商管理的改进探讨。通过 深入剖析 L 公司服务器过保备件维修供应商管理现状，细致研究了公司服务器 过保备件维修供应商总体情况、备件维修品类以及过保备件维修供应商开发与 选择。运用问卷调查与深度访谈相结合的方法，把调研成果与公司现状相互融合， 梳理并解析出当前供应商管理存在的弊端及成因，诸如供应商开发与选择不科 学、绩效评价不合理以及供应商管理不当。有鉴于此，首先，引入卡拉杰克采购 矩阵对供应商实施分类管控，拟定差异化的管理策略。其次，搭建基于层次分析 法（AHP）与 TOPSIS方法的供应商选择评价体系和供应商绩效评价体系，构造 权重分配模型，从多个角度对供应商展开量化评定。 最后，从组织与制度、人力资源、信息技术保障等方面为改进方案的落地施 行提供保障举措。借助上述一系列改进举措，助力 L 公司提高服务器备件维修 供应商管理与合作的效率，强化产品品质与核心竞争力。与此同时，借由对现存 问题的剖析与处置，助力 L 公司顺应供应链市场的动态变化，构建及时且行之 有效的供应商选择机制，为同行业其他企业在供应商选择实践方面提供有益借 鉴。
英文摘要：	In the context of the digital wave sweeping the world, the server as the core infrastructure of enterprise data storage and computing, the market demand is rising. In the whole life cycle service system of the server, the spare parts maintenance business has become a key difficulty in the after-sales management of the enterprise due to the scattered demand, high cost sensitivity and significant differentiation of customer service expectations. As an important participant in the global server market, L company is faced with the dual challenges of mismatch between supplier management efficiency and service quality in the field of spare parts maintenance. On the one hand, the price of spare parts supply fluctuates greatly, the procurement cost of some scarce spare parts is high, and the supplier delivery cycle is unstable. On the other hand, the technical capabilities of suppliers are uneven. The traditional supplier management model has been difficult to meet the ' small batch, multi-frequency, high customization ' service requirements of the insured business. This thesis takes the management of server out-of-warranty spare parts maintenance suppliers of Company L as a case. Based on the theory of supply chain management, it focuses on the improvement of supplier management from the dimensions of supplier selection process and index system. By deeply analyzing the current management status of the server out-of-warranty spare parts maintenance suppliers of Company L, a detailed thesis was conducted on the overall situation of the company's server out-of-warranty spare parts maintenance suppliers, the types of spare parts maintenance, as well as the development and selection of out-of-warranty spare parts maintenance suppliers. By combining questionnaire surveys with in-depth interviews, the research results were integrated with the current situation of the company to sort out and analyze the drawbacks and causes existing in the current supplier management, such as unscientific supplier development and selection, unreasonable performance evaluation, and improper supplier management. In view of this, first of all, the Karajak purchasing matrix is introduced to implement classified control over suppliers and formulate differentiated management strategies. Secondly, establish a supplier selection evaluation system and a supplier performance evaluation system based on the Analytic Hierarchy Process (AHP) and TOPSIS methods, construct a scientific weight distribution model, and conduct quantitative assessment of suppliers from multiple perspectives. Finally, from the aspects of organization and system, human resources, information technology guarantee and so on, the preparatory guarantee measures are carried out for the implementation of the optimization scheme. With the help of the above series of optimization measures, L company can improve the efficiency of management and cooperation of server spare parts maintenance suppliers, and strengthen product quality and core competitiveness. At the same time, through the analysis and disposal of existing problems, help L company to adapt to the dynamic changes of the supply chain market, build a timely and effective supplier selection mechanism, and provide useful reference for other enterprises in the same industry in supplier selection practice.
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