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论文编号：	9003
作者编号：	2120142819
上传时间：	2016/12/16 19:15:17
中文题目：	L公司商品分类采购战略的研究
英文题目：	The research of Commodity Strategy in L Company
指导老师：	李荣
中文关键字：	供应链、商品分类采购战略、供应商绩效、供应链风险、全球采购
英文关键字：	Supply Chain；Commodity sourcing strategy；Supplier performance evaluation； Supply chain risk management；Global sourcing
中文摘要：	在全球经济一体化的背景下，产品的总体利润空间越来越小,企业相互之间的竞争越来越激烈，对供应链的要求越来越高，传统的供应链管理已经不能满足企业的发展需求。质量、交付和成本是供应管理永恒的话题，无论国内国外、公司规模大小，经济实力强弱，每个公司都会面临着三者之前的平衡。L公司也不例外，他虽然是世界农机和工程机械的巨头，但是他的每一个采购活动，每一个战略都在诠释三者之前的平衡。作为世界农机的排名第一的公司，供应链管理一直被公司视为核心的竞争优势。L公司一直倡导高品质，低成本以及准时交付的理念。这个理念被植入了每个供应管理人员的思想里面，在这种背景下商品分类采购战略管理的流程被提出。本文首先介绍了L中国公司运行初期的基本情况以及运用传统采购模式遇到的困难和挑战，然后对L公司面对困难和挑战进行转型，建立了中国区供应链团队取代之前6个工厂的采购团队集中管理整个中国区的采购业务，并在中国区实施了商品分类采购战略流程进行了详细的分析。制定商品分类采购战略需要考虑众多因素，这对于企业来说非常重要，因为它设定了企业的竞争方向和企业的特色。企业应以战略的眼光考虑采购何种产品，生产何种产品,制定采购战略之前要考虑企业的性质，企业希望参与的业务以及企业的核心竞争力，与此同时我们还会面对的5个主要问题：风险管理、社会责任、战略外包、全球化问题和供应商关系问题。本文介绍了L 中国公司开发商品分类采购战略的步骤，从开发商业计划、制定开发商品分类采购战略计划、数据信息收集、评估数据、供应商选择和谈判到最后的战略实施的整个过程。在这六个步骤中，战略的实施和维护是其中的核心，战略不是一成不变的，它需要不断地调整来适应企业发展的变化。制定战略不是最终的目的，战略的实施和后期的维护才是这个流程的核心内容，这也是现在国内制造企业忽视的重要环节。供应商业绩考核就是一个商品分类采购战略实施的重要流程，它为L公司和他的供应商交付世界上最好的设备提供竞争优势。L公司的供应商绩效考核致力于通过供应商评估流程来发展其与供应商的关系，以促进在整个产品周期沟通和持续改进。参与、承诺、信任、协作和团队合作是基本方针。客户和市场将决定我们的合作关系成功与否。供应商绩效考核的愿景是成为企业级的供应链绩效沟通流程，提供互惠竞争优势，交付世界上最出色的解决方案、设备、服务于支持价值。成本降低是供应链管理的永恒话题，在商品分类采购战略流程中，供应商成本降低机会分享是一个重要的工具。它参与、记录供应商在成本降低方面所做的努力。供应商成本降低机会分享的意义包括：改善供应商与L公司双方的盈利能力、为客户提供更多价值、保持我们在市场中的竞争力。供应商成本降低机会分享的好处是共享和节约资源、为客户降低成品成本、提高盈利能力、加强沟通、业务量增加潜力、提取供应商意见、增强合作关系、构建信任和尊重等。供应商成本降低机会分享的愿景是使成本降低不仅可使企业和供应商获益，还能为客户增加价值。供应链风险管理是贯穿于商品分类采购战略始终的一个核心，为了降低供应商风险，我们需要密切关注供应商的“一举一动”来保证公司的正常运转。对于L公司来说我们的风险主要来自于合规风险、 财务风险、国家和特殊事件风险、供应商绩效风险、战略风险。通过实施商品分类采购战略流程，我们在战略开发的过程中进行风险评估，并制定降低风险的计划，从实现了风险可控。此外，在实施商品分类采购战略流程的过程中，供应管理的组织架构直接影响了商品分类采购战略流程实施的绩效。有好的流程但是没有人执行，那么流程没什么意思。好的流程需要强有力的团队进行实施，这样才能发挥流程最大的作用。所以建立支持商品分类采购战略流程的人员组织架构变成重中之重。国内企业目前的供应管理还是以成本降低为导向，成本降低固然重要但是我们要跳出原有的圈子，重新审视体系，体系改进了成本自然就降低。L公司商品分类采购战略流程实施的成功经验，对我国传统制造企业的供应链管理有极大的借鉴价值，给目前国内的传统制造企业树立了标杆，为商品分类采购战略在中国企业的推行提供了发展方向。
英文摘要：	Under the background of global economic integration, the overall product margins getting lower and lower, company have been required a stronger supply chain capability during the competition. The traditional supply chain management couldn’t feed the needs of company’s competition. quality、delivery and cost are the core competences in supply management. Either the company is large or small, or the company’s finance is stronger or not, all of them must to face the balance of quality, delivery and cost. L company is not an exception, although they are the global leader of agriculture and construction machine, but each of their purchase activity shows the balance of quality, delivery and cost. As they are the one of global manufacture leader, supply management is the core competence of their competitive advantage. L company always follow the idea of high quality, low cost and on time delivery. This ideal have been sow into every employee’s heart. Commodity strategy have been proposed in this background. This paper illustrates the environment and situation of L company and analyze the challenge and difficulties of L company to use traditional procurement process at the beginning. Base on this situation L company have restructured their organization and establish commodity sourcing strategy process to face the challenges, they have centralized supply management function from 6 factories, and set up a regional supply management team to manage the whole region’s supply management responsibility. And Set up a strategic sourcing team to execute commodity sourcing strategy process in China. Develop commodity strategy should consider a lots factors, this is very critical. Because company’s direction have been set up during the sourcing strategy development. The company should think about which components we should out source, which one we should made in house, what kind of business we want to develop, what is the core competence for our business. All of above questions we should be very clear before developing the strategy. Meanwhile we will face five major questions during the sourcing strategy development. Risk management、responsibility、outsource、global development and supplier relationship. This paper also illustrates the six steps of developing commodity sourcing strategy, it includes: develop the business plan, develop strategic sourcing plan, commodity data collection, commodity data evaluation, supplier selection and negotiations, commodity strategy implementation and maintenance. The one of core step among the six step strategy development is strategy implementation and maintenance, we can’t think strategy as static, strategy should be modified regularly to meet the company’s growth. Develop a strategy is not the goal, strategy implementation and maintenance are the core, but it have been ignore by our local manufactures. In the phase of strategy implementation, supplier performances evaluation is a critical process of sourcing strategy implementation, it provides L company and their supplier’s best competitive advantage in the world. Throng the supplier performance evaluation process, the product can be improved during their whole life. Participation,commitment,trust,cooperation,collaboration are the core value. Our success depends on our customer and market. Supplier performance evaluation ‘s vision is to establish the worldclass level supplier performance evaluation process, drive the win-win result and provide the best solution、equipment and customer service to final customer. Cost reduction is always the hot topic in supply management. Supplier cost reduction ideas share process is another critical process in the phase of sourcing strategy implementation. It will record the effort from supplier of cost reduction. Benefit of implementation cost reduction ideas process include: Win-win model between L company and supplier, provide value added to costumer, keep L company’s competitiveness. Supplier also will gain benefit from this process, they will get more and more business through this tool, build trust with L company, improve their internal management through this process. Cost reduction ideas’ vision is thronging cost reduction to provide more value to final customers and also do supply chain optimization. Risk management isa core step in all the phases of commodity sourcing strategy implementation. In order to mitigate the supplier risk, we have to monitor supplier’s behaviors very carefully. The risk level will break down to Compliance risk, finance risk, country and events risk, performance’s risk and strategy risk. We can define the risk during all and phases and make the risk mitigation plan after we implement the commodity sourcing strategy process. Supply management organization’s structure is an important factor of organization’s performance. We need the good process, we also need to people to implement the process. Without the people, the process is useless. So set up the organization structure base on commodity sourcing strategy process is very important . Currently, our local manufacture only focus on the cost reduction, but ignore the supplier performance, relationship management and strategy. L company’s successful experience of commodity sourcing strategy implementation give an good example to our local manufactor, show us the right direction of how we execute the commodity strategy.
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