P公司间接采购成本控制研究
发布时间：2023-10-22 12:47
自2020年起新冠疫情的突然袭来,以及去年由于全球能耗危机国家出台了能耗双控措施,这这些因素的影响下,很多企业的生存竞争环境发生了根本性的变化。制造企业想要生存,必须关注企业经营内部的各个环节,提升总体竞争力。采购部门作为企业经营的组成部分,能够为企业创造价值,其重要性早已被多数企业家认识和关注。但是作为制造业的间接采购(非生产性采购),其自身特点为产品和项目种类多,涉及的型号和供应商也多,管理复杂度高,而年度采购总金额比直接采购(原材料采购)低,所以在成本管控上往往没有得到过多的关注。随着企业间的竞争越来越激烈,在间接采购上获得的成本优势,也逐渐成为企业关注的制胜点,很多企业家已经在关注这方面。对于如何通过管控间接采购成本提升企业总体竞争力。这是当前制造企业,尤其是规模较大的制造型企业正在重点思考和急需解决的问题。本文的研究对象为P公司,其通过近年来的努力,在成本控制方面取得了一定的成效。但是成本改善并非一劳永逸,它是需要不断推动且持续提升的项目。因此,本文的研究内容是对公司中国区的间接采购管理现状进行分析,从信息管理,供应商管理,采购成本三个方面入手,并运用了信息平台建设,Kral...
【文章页数】：82 页
【学位级别】：硕士
【文章目录】：
摘要
ABSTRACT
LIST OF ABBREVIATIONS
1 Introduction
1.1 Research background and significance
1.1.1 Research background
1.1.2 Research significance
1.2 Research contents
1.3 Research Methodology
2 Literature review
2.1 Overview of procurement cost management
2.2 Procurement management theory
2.2.1 The definition of procurement
2.2.2 Procurement management
2.2.3 Supplier management
2.3 Cost management theory
2.3.1 Cost management of procurement
2.3.2 Cost control method of Procurement
3 P company indirect procurement current situation
3.1 P Company Overview
3.2 P Company indirect procurement management current situation
3.2.1 Procurement organization structure
3.2.2 Classification of indirect procurement items
3.2.3 Supplier management situation
3.3 P Company Indirect procurement current situation
3.4 Indirect procurement cost control situation of the P Company
4 Problem analysis and optimization scheme on procurement cost control of P company
4.1 Problem analysis on procurement cost control of P company
4.1.1 Low degree of systematization
4.1.2 Pursue low prices, not TCO
4.1.3 Lack of performance management on strategy suppliers
4.1.4 Lack of category management
4.2 Optimization scheme on procurement cost control of P company
4.2.1 Creation and optimization of the database platform
4.2.2 Category division and management strategy
4.2.3 Establish a supplier performance management mechanism
4.2.4 Establish strategy TCO model
5 The guarantee measures of the program implementation
5.1 Establish the strategic position of indirect procurement
5.2 Improve the skills and accomplishment of indirect procurement personnel
5.3 Enhancing cross-functions cooperation
6 Conclusion and Outlook
6.1 Conclusion
6.2 Outlook
REFERENCE
ACKNOWLEDGEMENTS
APPENDIX P Company procurement management process survey
本文编号：3856547
【文章页数】：82 页
【学位级别】：硕士
【文章目录】：
摘要
ABSTRACT
LIST OF ABBREVIATIONS
1 Introduction
1.1 Research background and significance
1.1.1 Research background
1.1.2 Research significance
1.2 Research contents
1.3 Research Methodology
2 Literature review
2.1 Overview of procurement cost management
2.2 Procurement management theory
2.2.1 The definition of procurement
2.2.2 Procurement management
2.2.3 Supplier management
2.3 Cost management theory
2.3.1 Cost management of procurement
2.3.2 Cost control method of Procurement
3 P company indirect procurement current situation
3.1 P Company Overview
3.2 P Company indirect procurement management current situation
3.2.1 Procurement organization structure
3.2.2 Classification of indirect procurement items
3.2.3 Supplier management situation
3.3 P Company Indirect procurement current situation
3.4 Indirect procurement cost control situation of the P Company
4 Problem analysis and optimization scheme on procurement cost control of P company
4.1 Problem analysis on procurement cost control of P company
4.1.1 Low degree of systematization
4.1.2 Pursue low prices, not TCO
4.1.3 Lack of performance management on strategy suppliers
4.1.4 Lack of category management
4.2 Optimization scheme on procurement cost control of P company
4.2.1 Creation and optimization of the database platform
4.2.2 Category division and management strategy
4.2.3 Establish a supplier performance management mechanism
4.2.4 Establish strategy TCO model
5 The guarantee measures of the program implementation
5.1 Establish the strategic position of indirect procurement
5.2 Improve the skills and accomplishment of indirect procurement personnel
5.3 Enhancing cross-functions cooperation
6 Conclusion and Outlook
6.1 Conclusion
6.2 Outlook
REFERENCE
ACKNOWLEDGEMENTS
APPENDIX P Company procurement management process survey
本文编号：3856547
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