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论文编号：	15974
作者编号：	2320234070
上传时间：	2026/5/30 16:33:21
中文题目：	供应链视角下Y公司生产物料采购管理 优化研究
英文题目：	Research on the optimization of material procurement management in Y company from the perspective of supply chain
指导老师：	王晶
中文关键字：	供应链；生产物料；采购管理；库存优化；成本管控
英文关键字：	Supply chain；Production materials；Procurement management；Inventory Optimization；Cost Control
中文摘要：	在全球制造业竞争日趋激烈与供应链格局深度变革双重背景下，阀门生产企业 Y 公司的传统采购管理模式正面临严峻挑战。当前采购流程繁琐冗长，供应商管理体系粗放，综合采购成本居高不下等现实问题，严重制约了其供应链协同效率的提升与整体市场竞争力的增强。基于此，本研究从供应链战略视角切入，以 Y 公司生产物料采购管理为研究对象，系统探索其优化路径与实施方案。这一研究不仅对提升 Y 公司运营效益、强化供应链韧性具有直接的实践价值，亦为同类型制造企业突破采购管理瓶颈、实现降本增效提供了有益的理论参考与实践范式。 本研究以供应链管理等核心理论为基础，融合精益管理思想，并引入模糊综合评价法等定量分析工具。通过深度访谈与问卷调查相结合的方式，全面剖析 Y 公司采购管理的实际现状，精准识别存在问题并深挖根源。研究结果表明，Y 公司现行采购流程存在审批层级冗余，跨部门协同机制不畅等效率瓶颈。供应商选择机制缺乏科学评估体系，致使供货质量不稳定、交货延迟等问题频发。库存管理因库存无分类、库存信息更新不及时，呆滞物料处置滞后等问题导致大量的呆滞物料。采购成本受小批量采购议价能力弱、流程低效导致隐性成本增高等因素影响而难以控制。 针对上述痛点，本研究提出一套系统性的优化方案。在采购流程优化方面，主张通过简化审批层级、明确岗位职责与引入信息化管理工具，构建采购需求确定、供应商遴选、合同履约到供应商绩效管理的全流程协同闭环；在供应商管理升级方面，构建以产品质量、交货及时性、价格优势及服务水平为核心的评价指标体系，并运用模糊综合评价法进行动态评估与分级管理，推动供应商资源的优胜劣汰；在物料管理方面，采用 ABC 分类法对生产物料实施差异化管控，并同步优化仓储布局与库存水平。在成本控制方面，建立健全物料台账体系，实施精细化成本管控策略，从采购策略制定、供应商谈判到成本监控全链条挖掘降本增效潜力。通过上述多维举措的协同实施，以期显著提升 Y 公司采购管理效率与运营响应速度，有效降低综合运营成本，增强供应链的整体抗风险能力，从而为企业在激烈的市场竞争中构筑可持续的竞争优势。
英文摘要：	Against the dual background of increasingly fierce global manufacturing competition and profound changes in the supply chain landscape, the traditional procurement management model of company Y, a valve manufacturer, is facing severe challenges. Current problems such as cumbersome and lengthy procurement processes, extensive supplier management systems, and persistently high overall procurement costs have seriously restricted the improvement of its supply chain collaboration efficiency and the enhancement of its overall market competitiveness. In view of this, this study takes the perspective of supply chain strategy, focuses on the procurement management of production materials in company Y, and systematically explores its optimization paths and implementation plans. This study not only has direct practical value for improving the operational efficiency of company Y and strengthening supply chain resilience, but also provides useful theoretical references and practical paradigms for similar manufacturing enterprises to break through procurement management bottlenecks and achieve cost reduction and efficiency improvement. Based on core theories such as supply chain management, this study integrates lean management thinking and introduces quantitative analysis tools including the fuzzy comprehensive evaluation method. Through in-depth interviews and a combination of questionnaire surveys , it comprehensively analyzes the current situation of procurement management in company Y, accurately identifies existing problems and explores their root causes. The results show that the current procurement process of company Y has efficiency bottlenecks such as redundant approval levels and poor cross-departmental collaboration mechanisms; the supplier selection mechanism lacks a scientific evaluation system, leading to frequent problems such as unstable supply quality and delayed delivery; Due to problems such as the absence of inventory classification, untimely updates of inventory information, and delayed disposal of slow-moving materials, inventory management has resulted in a large volume of obsolete and slow-moving inventory. procurement costs are difficult to control due to weak bargaining power in small-batch procurement and increased hidden costs caused by inefficient processes. In response to the above pain points, this study proposes a systematic optimization plan: in terms of procurement process optimization, it advocates simplifying approval levels, clarifying job responsibilities and introducing information-based management tools to build a full-process collaborative closed loop from procurement demand determination, supplier selection and contract performance to supplier performance management; in terms of supplier management upgrading, it constructs an evaluation index system centered on product quality, delivery timeliness, price advantage and service level, and uses the fuzzy comprehensive evaluation method for dynamic evaluation and hierarchical management to promote the survival of the fittest among supplier resources; in material management, the ABC classification method is adopted to implement differentiated management and control of production materials, and the warehouse layout and inventory level are optimized simultaneously; at the cost control level, it establishes and improves a material ledger system, implements refined cost control strategies, and taps the potential of cost reduction and efficiency improvement across the entire chain from procurement strategy formulation and supplier negotiation to cost monitoring; Through the collaborative implementation of the above multi-dimensional measures, it is expected to significantly improve the procurement management efficiency and operational response speed of company Y, effectively reduce comprehensive operating costs, enhance the overall risk resistance capacity of the supply chain, and thus build a sustainable competitive advantage for the enterprise in the fierce market competition.
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