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论文编号：	6776
作者编号：	2120122780
上传时间：	2014/12/6 7:54:39
中文题目：	基于跨职能团队的A公司采购与供应商管理研究
英文题目：	Research on Procurement and Supplier Management of A Company Based on Cross-Functional Team
指导老师：	李勇建
中文关键字：	供应商管理；采购管理；跨职能团队；流程再造
英文关键字：	Supplier Management; Purchasing Management; Cross Functional Team; Process Reengineering
中文摘要：	摘　要 在全球一体化的时代背景下，科学技术飞速发展，产品生命周期明显缩短——各公司依靠技术领先占领市场份额的周期也随之缩短。企业在市场成熟期中的竞争优势主要依靠运营管理来实现，供应商管理和采购管理作为其中最重要的一环，发挥着举足轻重的作用。特别是随着以中国为代表的新兴经济体经济增长的放缓，制造业产能过剩的问题日渐突出，企业不得不放弃粗放式增长方式，代之以精益生产思想指导的集约增长方式。企业供应链的整体优化，对于企业整合上下游资源，以及优化企业与供应商的价值链、优化价格构成以获得利润发挥着不可替代的作用。 供应链管理中的一个重要环节是供应商管理。供应商管理涉及到供应商的质量管理、风险管理、研发能力管理、交付能力管理、采购成本管理、合同管理等方方面面。因此，供应商管理涉及多种专业知识和技术，跨职能团队合作成为有效的解决方法。基于流程再造思想的跨职能团队的采购管理，加强了采购策略制定与执行的效率和有效性，有助于企业把采购战略上升为公司战略，为企业提供难以模仿的竞争优势。 本文简要回顾了供应商管理、供应链管理、价值链管理理论及其相互间的关系，为问题分析及解决寻求有针对性的理论依据与指导，说明采购价值链对于企业获得竞争优势的战略意义。从采购管理发展的6个阶段入手，说明高层次的采购管理以跨职能采购团队及价值链驱动为主要特征。通过PEST模型的分析，分析了采购向战略方向转型的原因及可行性。对比了职能管理与流程管理的优劣，提出在当今波动的市场条件下，流程管理能够有效地填补职能管理的不足，并得出了跨职能团队的流程再造将是这一过程的解决方案。 本文以A公司为研究背景，重点分析了装备制造业企业的供应商管理和采购管理现状, 归纳了A公司在供应商管理和采购管理相应的问题。以供应商管理、采购管理和流程再造为理论依据，以实现A公司的采购价值链持续优化为目标，分析了企业职能部门化管理对于供应商管理和采购管理的局限，进一步提出了通过由采购部驱动的跨职能团队协作的供应商管理和采购管理的重要意义和实施方法。 通过对A公司现存问题的分析结合理论研究，本论文得出如下结论： 1. 为了改善职能化管理制约采购与供应商管理的局面，A公司通过跨职能团队的流程再造方法，提升其采购与供应商管理水平，为企业创造竞争优势。 2. 对于A公司来说，跨职能团队的供应商管理，涵盖了供应商的筛选、资格化、分类、评估、发展及供应商库的持续优化的全过程，可有效提高A公司供应商管理水平。 3. 对于A公司来说，商品组是专门的跨职能采购团队。商品组及商品组委员会的组建、商品组工作方法的建立、商品组关键业务和主要工作专门工作流程的制定、策略采购在商品组工作中的软技巧、跨职能团队的KPI、平衡记分卡与成功关键因素分析法，可有效提高A公司采购管理水平。 本论文所做的研究工作最有价值的创新点表现在以下两方面： 1. 针对供应商管理的全过程，提出跨职能采购团队充分参与供应商管理的方法，包括在供应商筛选与资格化中对于价格以外的技术和质量因素的关注；在供应商分类中考虑原材料技术垄断性、质量相关性和采购额等因素；在供应商评估中，由跨职能团队动态管理供应商的评估结果，并以此为依据调整供应商在供应商库的等级或核算出影响供应商获得未来新项目的供应商比较因数；在供应商发展中建立跨职能团队供应商发展流程，并分别制定了不同级别供应商的跨职能团队协作的具体发展方法，包括公司级别的“优选供应商清单”，战略供应商早期介入，A类供应商主动发展项目和被动发展项目，B类供应商的“优选供应商候选资格”，物流协议的签订，及供应商淘汰机制的建立；最后提出基于跨职能采购团队的供应商库的持续优化，以便使跨职能团队能够把精力集中于与主要的优秀供应商共同为客户创造价值的业务中。在供应商管理的全过程中，应充分考虑跨职能团队各成员的关注点，提高其团队参与积极性和团队认同感，发挥各成员的专业背景知识为团队目标的实现贡献力量，使得供应商管理更具广泛性和前瞻性。 2. 价值链的概念强调通过跨职能协作的方法来发掘或创造潜在的价值空间。A公司建立了商品组与商品组管理委员会，为跨职能采购团队提供了组织保障；建立了包括商品组例会、制定《商品策略指导》、供应商比较因数和跨职能谈判的商品组工作方法，为跨职能采购团队提供了制度保障；制定了针对商品组关键业务和主要工作的流程，为流程中的每个关键里程碑定义了负责人并明确其他成员的支持角色，实现了跨职能团队的流程再造，使团队成员获得相应授权，为跨职能采购团队提供了流程保障；推广了适应于跨职能采购团队内部工作的软技巧，包括技术语言、让步哲学和无权威领导；建立了面向价值链的平衡记分卡与成功关键因素分析法的跨职能团队考核方法，以全盘考虑代替短期的、局部的衡量尺度，以团队统一的绩效评价指标代替个人的或单独职能的考核指标。通过上述措施，将采购在价值链中的角色从“成本削减者”发展为“价值创造者”。 由采购部驱动的跨职能团队的供应商与采购管理优于基于职能部门的管理。本文论述了由流程导向的跨职能采购团队进行的采购及供应商管理的新方法，希望对制造业企业有一定的借鉴和帮助。 关键词：供应商管理；采购管理；跨职能团队；流程再造
英文摘要：	Abstract In the era of globalization and technical development, product life cycle shortened significantly. The time frame for companies relying on advanced technology to occupy the market share is shortened. In the mutual market, enterprises’ competitive advantages mainly rely on operational management. Supplier management and procurement management as one of the most important parts play a decisive role. Especially with the slowdown in economic growth of the emerging economies such as China, excessive manufacturing capacity has become increasingly serious. The enterprises establish lean principle of the intensive growth instead of the extensive growth mode. The overall optimization of enterprise supply chain plays an important role in integration of upstream and downstream resources for enterprise, and optimization of price constitution to create value for enterprise and supplier. Supplier management is an important part of supply chain management, including quality management, risk management, R&D capability management, delivery capacity management, cost management, contract management and other aspects. Therefore, supplier management involves a wide range of professional knowledge and technology, and the cross functional team is bound to become the effective solution. Based on the concept of process reengineering, cross functional sourcing team greatly enhance the efficiency and effectiveness of procurement strategy planning and execution, thereby promoting the procurement strategy to companywide strategy and cultivating unique competitive advantages for the enterprise. This paper briefly reviews the theory of supplier management, supply chain management, value chain management and the relationship between them, which provides the theory basis and guidance, to illustrate the strategic significance of the purchase value chain on the competitive advantage for enterprises. Based on the description of 6 stages procurement management development, it is obvious that the main features of high level procurement management contain the cross functional sourcing team and value chain management. Through the analysis of PEST model, illuminate the reasons and feasibility of transformation of purchasing towards strategic direction. By comparing the advantages and disadvantages of the functional management and process management, it is apparent that process management can effectively fill the gaps of functional management in today's volatile market conditions. In other words, the process reengineering of a cross functional team will be the solution to this. This thesis takes A company as a research sample, focus on the analysis of the present situation of supplier and purchasing management of equipment manufacturing business field and summarize the problems of A company in supplier and purchasing management. With the academic basis of supplier management, purchase management and business process reengineering, the author analyzes the limit of functional department supplier and purchasing management, and puts forward the significance and implementation method of supplier and purchasing management by cross functional team driven by procurement, thereby realizing the continuous optimization of A company supplier base. Through the analysis of the existing problems of A company combined with the theoretical research, this thesis draws the following conclusion: 1. In order to deal with the restriction of functional management to purchasing and supplier management, A company improves the purchasing and supplier management level by the method of cross functional team process reengineering, thereby creating competitive advantage for enterprises. 2. As for A company, the supplier management of cross functional team covers the whole process including supplier screening, qualifications, classification, evaluation, development and supplier base optimization, which can effectively improve the supplier management level of A company. 3. As for A company, commodity team is a dedicated cross functional sourcing team. The establishment of commodity teams, commodity steering committee, commodity team working methods, work process for key business and main tasks, soft skill of strategic procurement working in commodity team, cross functional team KPI, balance scorecard, key success factors analysis, can effectively improve the purchasing management level of A company. The most valuable innovations of this thesis include the following two aspects: 1. Establish the methodology of supplier management based on cross functional sourcing team throughout the whole supplier management process, including technology and quality concerns besides price in supplier screening and qualification; consideration on the factors of technology monopoly, quality influence and purchases volume in supplier classification; cross functional team dynamic management of suppliers evaluation results in supplier evaluation, based on which adjust the supplier rank in supplier base or account supplier comparison factor to influence suppliers obtaining future projects; establishment of cross functional team supplier development process, and specific development method for different ranking suppliers with cross functional team collaboration, such as company level "preferred supplier list", strategy supplier early involvement, active and passive development project of rank A supplier, candidate of "preferred supplier list" and logistic agreement for rank B suppliers and supplier phase out provision; and continuous improvement of supplier base with the efforts of cross functional team, so that the cross functional team could focus on customer value creation together with the excellent suppliers. 2. The concept of value chain emphasizes to discover or create potential value by cross functional collaboration. A company established commodity team and steering committee, which provides the organizational guarantee for the cross functional sourcing team; established commodity team working methods including commodity team meetings, "commodity strategy master", supplier comparison factor and cross functional negotiation, which provide the regulation guarantee for the cross functional sourcing team; developed work process for the major tasks of commodity team, clearly defined the person responsible for each key milestone in the process as well as supporting role of other members, realized cross functional team process reengineering, so that the team members are entitled to obtain corresponding authorization, which provides process guarantee for the cross functional sourcing team; promoted soft skills suitable for cross functional sourcing team internal cooperation, including technical language, philosophy for concession and lateral leadership; established the balance scorecard and key success factors as the cross functional team assessment method for the value chain analysis, replacing short-term and partial assessment with overall assessment, replacing individual or separate function performance evaluation with holistic team evaluation. Through the above measures, the role of procurement in the value chain will be shifted from "cost cutter" to "value creator". Cross functional team supplier and procurement management driven by the purchasing department is superior to that based on functional department management. This thesis introduce a new method of purchasing and supplier management which is carried out by the process oriented cross functional sourcing team, thereby making corresponding manufacturing enterprises for reference. Key Words: Supplier Management; Purchasing Management; Cross Functional Team; Process Reengineering
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