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论文编号：	2669
作者编号：	2120082398
上传时间：	2010/11/19 15:32:42
中文题目：	中小制造企业非生产性物料供应商管理研究
英文题目：	The Research of Small and Medium Manufacturing Enterprise Non-Productive Material Supply Management
指导老师：	李季
中文关键字：	中小制造企业, 非生产性物料, 供应商管理
英文关键字：	Small and Medium Manufacturing Enterprises, Non-Productive Materials, Supplier Management
中文摘要：	摘 要 在我国经济发展进程当中，中小企业制造企业发挥着十分重要的作用，不但创造了相当数额的财富，而且也给社会提供大量的就业岗位，但是它们所面临的竞争也 是异常激烈。我国的中小制造企业基于它的自身特点：规模小，市场适应性较强，也较为适应多变的环境；企业内部的管理较为单一和扁平，市场反应快捷，管理 具有相对的灵活性；但另一方面，由此而产生的劣势也相对的明显，例如，由于权力的高度集中，企业的工作经常是命令代替计划，管理的随意性太强；技术创新 不够；人才短缺等问题在一定程度上制约着中小制造企业的发展。除了上述原因, 更主要的是中小企业供应链管理上存在着严重的缺陷, 而非生产性物料供应商管 理存在的问题是其供应链管理上的诸多主要问题之一。 作者阅读了大量文献、多渠道搜集信息，利用定性分析和案例分析相结合的方法，从中小制造企业运营管理的角度出发，综合运用供应链管理理论、采购理论，讨 论和分析了非生产性物料供应商的管理在中小制造企业中的应用过程出现的主要问题，并针对这些问题提出切实可行的改进对策。最后通过案例分析，对中小制造 企业非生产性物料供应商管理的实行提供了印证。 论文的调查研究采用了相关文献的定性研究和案例分析相结合的方法。文献研究的主要目的在于从供应链环境下非生产性物料供应商管理的独特性出发，阐述了其 核心内容。在前人所做研究的基础上，做出了非生产性物料供应商管理在中小制造企业中应用分析，涵盖了供应商的开发、供应商的选择与评价、供应商的控制和 供应商的激励和绩效管理四个方面。 案例分析主要分析了TCW公司在非生产性物料供应商管理方面存在的问题以及非生产性物料供应商管理在TCW公司的改进过程。TCW是一家小型木材加工企业， 属于传统制造行业，公司产品全部外销。近些年，受金融危机的影响，公司产品在全球的市场份额开始下滑，客户开始流失，为了挽回客户资源，公司开始全面深 挖内部潜力，提高快速反应能力。非生产性物料供应商管理开始受到了管理层极大的重视。经过进两年的努力，非生产性物料供应商管理改进方案开始在公司内部 全面实行，并取得了极大的成效，最终大大增加了企业的竞争优势。 论文的研究意义体现在以下几个方面： （1）现代企业之间的竞争在相当程度上已经演变成供应链之间的竞争，而供应商管理作为供应链的重要环节之一，已经得到了广大企业普遍的重视和认可，但是 在非生产性物料的采购和供应商管理方面，中小制造企业缺乏应有的重视，希望以此提起中小制造企业对非生产性物料采购和供应商管理的关注。 （2）研究供应链环境下的非生产性物料供应商管理的问题，能够帮助中小制造企业重新对非生产性物料采购进行定位和思考，强化成本意识，优化改进采购流程 和供应商管理流程，增强中小制造企业对供应商管理的认识，提高中小制造企业快速反应的能力。 （3）采用定性与案例分析相结合的方法，把理论应用于实际，阐述中小制造企业非生产性物料供应商管理的独特性以及如何实施非生产性物料供应商管理，对中 小制造企业成功实施非生产性物料供应商管理有一定的现实参考意义。 整篇论文研究结构大致分成三个部分： 第一章和第二章为第一部分。第一章为绪论部分，主要是介绍当前社会背景下，论述中小制造企业所面临的竞争环境，并给出了本文所研究的中小制造企业的定义 ，阐述了中小制造企业所面临的竞争环境。第二章主要是对非生产性物料供应商管理的相关理论进行了回顾，主要相关理论包括供应链及供应链管理、供应商及供 应商管理、供应链管理思想以及非生产性物料供应商管理的框架。 第三章和第四章为第二部分，主要论述了目前我国中小制造企业的非生产性物料供应商管理现状和改进动因，探讨和分析了中小企业在非生产性物料供应商管理方 面存在的问题，提出了改进方案，这部分是本文要重点论述的核心章节。 第五章案例企业分析是本文的第三部分。主要是论述作者所在的TCW公司非生产性物料供应商管理的现状和改进措施。通过分析公司现有非生产性物料供应商管 理过程中存在的问题，应用供应链管理理论、采购理论和供应商管理理论对问题进行了分析和研究，并最终成功地实施了非生产性物料供应商管理的改进，使得公 司的效率得到进一步的提高，极大地提升了公司的市场竞争力。 论文的结论如下： （1）在当前激烈的市场竞争形势下，中小制造企业为了提高自身的企业竞争力，应该从非生产性物料供应入手，加强非生产性物料供应商的管理。 （2）对非生产性物料供应商管理工作的关注，能够提高中小制造企业的工作效率，减低非生产性物料供应带来的潜在风险，从而提高中小制造企业在市场中的竞 争优势。 （3）通过采用一些科学的管理方法，提高对非生产性物料供应的认识，能对中小制造企业的非生产性物料供应商管理工作产生积极的推进作用。 论文结论对当前处在激烈竞争中的中小制造企业，在提升市场竞争能力方面具有一定的指导意义，针对中小制造企业非生产性物料供应商管理过程中出现的问题， 论文提出的解决对策对广大中小制造企业有一定的参考作用。
英文摘要：	Abstract Small and medium manufacturing enterprises play a very important role in our economy development, creating wealth and providing many working opportunities. But the competitions that small and medium manufacturing enterprises encountered become increasingly fierce. The small and medium manufacturing enterprises in our country are based on their own characters, such as small size, good market adaptability, agile management and quick response to the market. But the obvious shortages such as, authoritarian management, short of technology innovation and talents hindered the development of small and medium manufacturing enterprises. Besides the above-mentioned shortages, the most important problem is the lower efficient of non productive materials supplier management, it results of the defect supply chain management of the small and medium manufacturing enterprises. Through collecting, preparing and analyzing the variations of information, this thesis discusses non-productive materials supplier management in small and medium manufacturing enterprises under the current fierce competing background, and analyzing the problems from non-productive materials supplier management performance before working out the fit solutions that is supported by the case study of TCW. The combination of qualitative analysis of literature and case study was applied in this thesis; the purpose of literature analysis is to expound the core content of the non productive materials supplier management based on its uniqueness. On the basis of previous studies, the applied analysis of non-productive materials supplier management at small and medium manufacturing enterprise covered supplier development, supplier evaluation and selection, supplier control and supplier incentive and performance management. The case study analyzed the existed problem and the improvement of non-productive materials supplier management at TCW. TCW is a traditional small manufacturing enterprise dealing in pencil slats manufacturing. The pencil slats made by TCW are labor-intensive products and all were exported out of China. Recently, under the influence of the financial crisis, the global market share of TCW products start to shrink. To retrieve the clients, TCW starts to make innovations to save products cost and improve quick response competence, TCW management starts to focus on the non-productive materials supplier management and improve the current performance on non-productive materials supplier management. After two years, the improvement of non-productive materials supplier management worked out a tremendous effect, the competitive advantage of TCW products was increased greatly. The research significance of this thesis is as following: The competition among the modern enterprises to some extent has become the competition among the supply chain, as the important of part of supply chain management, the importance of supplier management has been recognized and accepted by the small and medium manufacturing enterprise, but the necessary attention hasn’t been put to non-productive materials supplier management. Hopefully, this thesis can draw small and medium manufacturing enterprises’ attention. The research will help small and medium enterprises on repositioning and rethinking about the non-productive materials supply, intensifying cost consciousness, optimizing work flow of purchasing and supplier management, Improving quick response competence. The combination of qualitative analysis and case study on the uniqueness of non-productive materials supplier management and how to perform supplier management provide a reference and guideline to small and medium manufacturing enterprises. The thesis includes three parts: Part one, Chapter 1, introduction about the competition environment that small and medium manufacturing enterprises confront, limited the conception of small and medium manufacturing enterprises showed in this thesis; Chapter 2, review of the relative management theory covered supply chain management, supplier management, supply chain thought and research framework of non productive materials supplier management. Part two, Chapter 3 and chapter 4, core part of the thesis, introduction of the status of non productive materials supplier management at small and medium manufacturing enterprise in China, probe and analysis of the problems from non productive materials supplier management at small and medium manufacturing enterprises, working out solutions. Part three, chapter 5, introduction of status and improvement of non productive materials supplier management at TCW. Through the analysis of the problems found from current non productive materials supplier management at TCW, the tremendous improvement was made and the working efficiency was improved greatly, the competition of the TCW was increased accordingly. The points of view of this thesis are as following: Facing the current fierce competition, to enhance competitiveness, small and medium manufacturing enterprise should make steps on non productive materials supplier management and improvement non-productive materials supplier management. Focusing on non productive materials supplier management can help small and medium manufacturing enterprises on improving working efficiency, reducing potential risk from non productive materials supply. Fully understating the importance of non productive materials supply by using scientific management methods has great impelling action on non productive materials supplier management at small and medium manufacturing enterprises. The thesis provides a guideline to the small and medium manufacturing enterprises when boosting their competitiveness, the solutions worked out here can be a very useful reference to the small and medium manufacturing enterprises.
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