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论文编号：	169
作者编号：	052296
上传时间：	2007/12/21 15:03:12
中文题目：	跨国公司战略采购网络研究
英文题目：	Study of Strategic Sourcing in
指导老师：	林润辉
中文关键字：	战略采购、供应链、战略采购网络
英文关键字：	Strategic Sourcing Supply Cha
中文摘要：	在现代快速发展的国际竞争环境下，原材料供应的持续性、稳定性、成本优势等越来越多地受到各公司的重视，特别是对于一些加工和制造行业。而战略采购作为整个价值链中管理培养供应商保障原材料供应和原材料总体成本的关键环节，针对他的相关研究和实践探索也越来越深入。本文将从网络的角度进行讨论如何有效地组织战略采购的相关资源，成为一个有效运营的网络系统，实现战略采购的战略作用，使其成为跨国公司供应链战略部署中的一个关键环节。 本文所讨论的战略采购不同于通常大家所理解的下采购订单购买原材料的活动，而是指在实施“购买”之前如何从战略的高度，选取和培养合格供应商、得到最佳谈判价格、建立采购价格系统等，其范围涵盖制定采购战略、寻找和开发供应商、新产品供应商选择、价格谈判、确立采购合同、供应商持续发展和管理。从网络的概念上我们将战略采购系统构建划分为两部分： 1）根据所制定的采购战略，构建支持战略采购的内部网络：包括战略采购的组织网络、IT信息系统、战略采购流程，以及他们之间形成的信息流、关系流、控制流。 2）管理和维护战略采购资源的外部网络：供应商资源的管理，即如何寻找、培养和扶持一批符合公司长期发展所需的优秀供应商。 本文从分析战略采购在提升公司竞争力方面的作用开始，强调其在公司整体战略中的作用，引出对战略采购概念、范围的介绍和分析。然后介绍如何建立跨国公司的内部及外部战略采购资源网络。之所以称其为网络，是因为所有的战略采购资源在跨国公司实施战略采购中互相依存，彼此形成点到点的关系，成为整个战略采购体系中不可或缺的重要组成部分。在构成公司战略采购体系的内部网络中，文章着重介绍了战略采购的组织网络、信息网络、以及内部战略采购流程管理控制网络，并结合一些跨国公司在实施战略采购中遇到的实际问题和解决方案进行分析。在公司的战略采购外部网络中，我们着重分析了跨国公司如何对其外部资源—供应商进行开发和管理。本文的论述对我国跨国公司建立战略采购具有很有价值的参考意义，可以帮助我国的制造商参考跨国公司建立更加有效的内、外部战略采购网络提高战略采购管理水平，增强在国际市场中的竞争力。 跨国公司的战略采购基于经济全球化和贸易自由化，源于跨国公司经营理念的变化，同时也得益于供应链理论、信息技术和现代物流业的发展。各公司在实施全球化战略采购时遇到了一些问题同时也探索出一些经验，这些对于公司长期战略采购业务的发展及整个战略采购行业的发展具有战略意义。 本文是一项理论联系实际的应用型研究，实证方法贯穿全文。文中结合了笔者近几年实际工作经验和摩托罗拉、通用汽车、沃尔玛等跨国公司建立跨国采购的实际活动和经验教训，非常具有实践意义和针对性。
英文摘要：	In the modern rapid growing and high competitive global environment, timely material supply and low cost have been getting more and more attention from companies, especially in manufacturing and fabrication industries. Strategic sourcing is playing a key role in the whole supply chain, and there are more and more studies around this important section. In this thesis, we’ll discuss how to effectively organize company’s resource to develop systematic strategic sourcing networks, to efficiently perform the important role of strategic sourcing in the supply chain, and achieve the whole company’s overall strategies. The strategic sourcing addressed in this article is not the purchasing activities, which has been familiared by people. Since purchasing only cover the activities like releasing orders to vendor, expediting material for delivery, it’s more focus on daily routine activities around the material availability to meet production demand and schedule. Our strategic sourcing focus on the activities prior to purchasing, it’s at more strategic level, covering the activities to search, select and develop qualified vendors, negotiate reasonable price with vendor, setup the contract price system, ensure the contract price is implemented at all purchasing system not only in company internally but also the EMS/ODM manufacturing sites. From the concept of setting up the strategic sourcing networks, we can divide the whole strategic sourcing resources into two portions: 1） Plan the strategic sourcing strategies, setup company’s internal network, including Strategic Sourcing Organization, Information Technology System, Strategic Sourcing Process, and all of the information flow, relation flow, control flow. 2） Manage and control the strategic sourcing’s external networks, including how to select a good vendor, how to develop it to be company qualified vendor to continuously support companys’ business and have a long term strategic relationship. This article starts from discussing the strategic role played by strategic sourcing in terms of enhancing the company’s overall competitive capability. From this point, we discussed about the definition, scope of strategic sourcing. After this, we introduced how to setup the overall strategic sourcing resources network, the reason why we talk this with network concept, it’s because all of the related resources rely on each other in the strategic sourcing scope, has relationship from point to point, and integrate into the whole strategic sourcing environment. All of the resources in the internal and external network play the in-replaceable roles in the system. In the internal network, our article focus on dicussing the strategic sourcing organization, information technology system, and the internal process control network, we also introduced some real issues happended in the global company internal strategic sourcing system and how to solve those issues. In the external network, we focus on analyzing how to search, manage and develop the external resource, i.e. vendor. All of the internal & external system network structure can be a good reference to our Chinese companies to setup more efficient strategic sourcing networks, and enhance the overall sourcing capability, reduce the cost, increase the competition advantage in the global markets. The article contains both theories and practices; we use a lot of real case to introduce the strategic sourcing resources structure and how to solve the issues within the internal, external network. There are a lot of experiences sharing from the Strategic Sourcing daily operations, and some international company’s real cases, e.g. Motorola, IBM, HP. Hopefully these solutions can be helpful to our local company and other international companies when they need to setup the global strategic sourcing networks.
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