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论文编号：	2819
作者编号：	2120082312
上传时间：	2010/12/6 19:55:46
中文题目：	AN公司中国区物流运输服务集中采购管理研究
英文题目：	The Research on Transportation Procurement Centralization In AN Company
指导老师：	侯文华
中文关键字：	集中采购，服务采购，运输采购，规模效应
英文关键字：	Procurement centralization, Service purchasing, Transportation purchasing, Scale economy
中文摘要：	摘 要 本文主要论述采购战略之一的集中采购的理论对于大中型企业集团的现实应用以及取得的成效，重点对于AN集团在中国区进行的运输服务集中采购项目进行剖析。集中采购正越来越多的被企业应用在原材料的采购活动中，集中集团公司所有的需求量与供应商进行价格商订，并提出更高的售后服务要求。由于业务量的增加以及需求量的总体稳定性，集中采购在原材料的购买中发挥了巨大的作用。在服务类别的采购中，我们看到的更多是集团下属企业的各自为政，即使有统一的推荐供应商，因为供应商本身问题，或者因为在下属企业执行层面的监督问题等，取得的效果也不明显。本文作者作为AN集团公司在服务类别集中采购内容之一的运输集中采购项目中的负责人之一，在本文中总结汇报了运输服务集中采购在执行过程中容易出现的问题，采取的应对措施，并且归纳出如何确保集中采购的成果能切实的执行到各个具体采购动作之中，进而推广到其他服务类别的集中采购，更广之为类似企业提供参考借鉴之处。归纳出建设性的指导建议。 AN公司的成功之处在于首先机遇的选择，正值世界经济危机发生，成本控制成为重中之重，另外公司上层领导的决心，团队执行力度的坚决以及供应商的支持都是密不可分元素，本文写作思路步骤为首先对本文涉及的集中采购理论，供应商关系理论，第三方物流等理论进行回顾。集中采购理论主要阐述了集中采购理论发展的过程，集中采购的优点、缺点。集中采购从成本角度由于采购量的增加和采购对象的集中化将给企业带来谈判能力的加强从而有明显的价格优势，并且规范了采购行为，发展一批和企业共同成长、共同成功的战略供应商。缺点主要为项目进度控制有难度，易拖延。同时如何做到快速有效的决策并能不打折扣的执行落实到具体运作单位。针对缺点提出了应对的方法和策略。之后供应商理论主要涉及到战略供应商的选择和培养，战略供应商首先在理念，企业愿景等方面要和公司相吻合，比如同样的社会责任感，同样的企业发展目标规划。同时要有和公司匹配对应的组织架构，一个个人主导的供应商很难成为一个组织架构完善，决策机制公平的企业的长期战略供应商，要么被淘汰要么供应商做出调整，并且供应商愿意着眼长远利益来配合公司的战略行为，在短期利益上不做过多的纠缠而是着眼长期目标和长期利益。因为本文主要讨论运输业务的集中采购，所以也需要对第三方物流理论中物流供应商的审核、选择有所涉及。 在理论之后对AN公司实施运输服务的集中采购案例进行了梳理。首先介绍AN公司在华业务运营情况，公司在中国区的企业文化对于集中采购的阻挠，典型集团类型企业的事业部特征为横向联系较少，纵向控制严格，不利于在集团层面联合所有事业部所有工厂进行联合集中采购。而且AN公司由于之前的历史原因，很多工厂都是合资性质，导致AN公司在全球的一些战略和策略并没有完全落实到中国区的各个工厂，使得中国区的企业文化更倾向与分散花而不是集中化。进而分析之前AN公司的的运输情况和存在的问题，运输由于供应商素质参差不一，选择评价标准不统一，造成无法正确评价供应商并规范供应商与AN公司的运输要求一致性。在表面的背后是目前状况存在下的深层次原因分析，并且指明目前运输模式，供应商采购管理模式下存在和潜在运营风险。至此结合之前归纳的相关理论提出了实施集中采购的必要性和紧迫性。之后章节紧扣集中采购的规划和实施进行逐项讨论，首先从组织架构和管理架构上AN公司要做出相应的调整，同时成立项目组，利用项目组集体力量综合决策。并且考虑到时间进度安排，引入了咨询公司，在咨询公司的支持下快速准确进行数据分析。结合各个工厂的业务要求和业务特点，发展出一套针对供应商的合理供应商评选指标，通过现场审计，归纳汇总，报价比较，当面协商等步骤甄选合适的供应商。在项目部署实施之后，通过模拟计算，得出集中采购所带来的直接经济效益，同时带来的服务质量提升，最后由于整体集中采购带来的付款条件的改变，对公司现金流的提升所带来的好处。同时也指出了一些存在的问题，比如项目进度拖延，不能满足所有工厂的期望值，初期新供应商的磨合等。在保障集中采购的效果能持久作用方面，大力推行供应商的引入和退出政策，同时定期组织回顾项目决策的执行情况。 在针对此项目讨论之后，通过梳理归纳，对于服务产品的采购做出通用性分析，如何将运输项目集中采购所取得的经验和教训总结概括，从而对普遍使用的服务产品集中采购给出借鉴方案。 另外本文希望可以对于国内外组织架构类似，运行情况类似的集团类型企业如何实施集中采购给出指导意见。 最后在论文结束部分提出后续工作的展望，如何应用数学模型做更精确的测算，如何利用项目管理相关知识指导集中采购，如何发展一套针对行业特点的合理、有效绩效考核方案都是本文之后需要继续做的研究工作。 关键词：集中采购 服务采购 运输采购 规模效应
英文摘要：	Abstract The paper is focus on one of strategy procurement: centralized procurement, how to implement the procurement method in medium and large enterprises, especially illustrate the logistics transportation service centralized procurement project in AN company. Centralized procurement is used by more and more firms in raw material purchasing activity and be proved that the method contribute much to business from cost aspect. Regarding the service purchasing, what we observed is many factories do it by decentralized, even have the preferred or recommended suppliers on service category, the result is not in good condition caused by supplier capacity, sense or no concrete monitoring action on subsidiary factories. The writer is one of leaders on AN company service purchasing category, the transportation centralized procurement, in the paper, summary and report the frequent problems during the centralized procurement ongoing, what’s the corresponding actions, and summary how to ensure the agreed action be implemented in all firms and factories without discount, furthermore, how to implement in other service category with similar project methodology, even hope provide suggestion and example to other group enterprises. How AN company can achieve the quite successfully result for transportation purchasing centralized project, the right thing in right time! When global crisis happening, almost all companies suffered by that, and cost control, cash flow management are the most important things to company, also it can’t be so good if without top management support, team professional execution and the support from suppliers. The construction of the paper is to review related theories firstly including procurement centralization, supplier relationship and third party logistics supplier management. In procurement centralization part, focus on the development history, the advantage and disadvantage, and how to overcome the difficulty during procurement centralization implementation, typically like low working efficiency and poor execution. The second theory is supplier relationship, only involve the part of strategic supplier selection and cooperation. The strategic supplier must be matched with company from the philosophy and vision, and should be equipped with similar organizational structure and like to cooperate with company to be succeed from a long term view. Last theory is about third party logistics provider. The paper focus on transportation purchasing, the transportation is one of logistics categories , so need to involve how to select and audit logistics service supplier. After the theory review, goes into case study about AN company logistics transport procurement centralization, in first, introduce the operation of AN company in China, total six business units in China and about thirty factories in North, South and East of China. The AN company in China is somehow special due to the history, at before, all factories in China are joint venture due to political restriction, so some AN company global strategies can’t be implemented in China completely, the culture is decentralized. And as AN company in China is by business unit to manage and operate. So lack the relation on landscape orientation but controlled by portrait orientation, it's one of disadvantage to implement centralized procurement. Then analysis the transportation current situation in China and the problem we encountered, and dig out the root cause behind it and the potential risk in current transportation mode, then linked with theory give the solution to do centralization procurement. In following chapters, closely analyze how to plan and implement the centralization, and how to powered by project team to make decision, how to do data analysis, how to develop suitable supplier evaluation indicators. After project finish, with simulative calculation, come out the benefit to company by cost saving and service quality improvement, also company benefit by payment term extension to contribute to cash flow and working capital. Meanwhile, point out the problems during implementation like time control, and didn’t satisfied all factories expectation, new suppliers coordination. In order to make the decision can be acted solidly, track with new supplier introduction and old supplier quit, to review operation performance quarterly. Finishing case study, do following jobs: summary how to do service product centralization procurement, how to apply to other service category centralization procurement. The paper is to be the guideline to other companies who own similar organizational structure and encounter problems on service purchasing centralization, with this paper, give other companies suggestion and good example on centralization procurement activity planning and execution. At the end of paper, point out the following jobs, how to develop the mathematic model to do more accurate calculation even with the model to adjust transportation optimization, how to use project related theory to guideline centralization procurement and what’s the universal KPI to service category and industry. Key words: Procurement centralization, Service purchasing, Transportation purchasing, Scale economy
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