供应链环境下CF公司原材料采购管理研究

发布时间：2018-03-02 11:23

本文选题：原材料采购　切入点：供应商绩效管理　出处：《电子科技大学》2015年硕士论文　论文类型：学位论文

【摘要】：信息技术的发展和经济的全球化促进了供应链管理水平的提升与完善,而随着供应链的发展,企业间的竞争也从产品间的竞争演变为整个供应链间的竞争。同时,国内外经济环境的变化及竞争的加剧对航空发动机及其衍生品的价格、质量等的要求也越来越高,而原材料采购作为生产制造的源头,其管理水平的高低对产品成本控制及利润的影响也越来越大。基于这些变化,成发公司原材料采购管理中暴露出越来越多的问题,如原材料采购体系建设不完善、采购流程不够细化、采购风险防控不到位、供应商绩效管理不到位、采购管理信息系统应用不完善等问题。针对这些问题,本文在大量的理论研究基础上,对成发公司原材料采购管理现状及存在问题进行深入分析,最终提出了一系列相应的优化策略,即将民品原材料采购业务进行整合,建立军、贸、民统一的原材料采购体系;细化原材料采购流程,建立采购供方选择流程、采购合同审批流程、材料到货入库流程、材料退换货流程;完善采购风险及采购廉洁风险防控体系,重点建立风险预警机制;优化供应商绩效管理体系,加强供应商分类管理、完善供应商绩效考核指标及强化考核结果的应用;提高采购信息系统建设水平,建立采购ERP系统包含供应商管理、采购价格管理、采购计划/预算管理、采购订单管理、应付账款管理、采购质量问题管理等功能,强化采购分析能力。
[Abstract]:The development of information technology and the globalization of economy promote the improvement and perfection of supply chain management level. With the development of supply chain, the competition among enterprises also evolves from the competition among products to the competition among the whole supply chain. The changes of economic environment at home and abroad and the intensification of competition also require higher and higher prices and quality of aero-engines and their derivatives, and raw material procurement is the source of production and manufacture. Based on these changes, more and more problems are exposed in the raw material purchasing management of Chengfa Company, such as the imperfect construction of raw material purchasing system. The procurement process is not detailed enough, the procurement risk prevention and control is not in place, the supplier performance management is not in place, the procurement management information system is not perfect and so on. This paper deeply analyzes the current situation and existing problems of raw material procurement management in Chengfa Company, and finally puts forward a series of corresponding optimization strategies, that is, integrating the purchasing business of civilian raw materials and establishing a unified raw material purchasing system of army, trade and people. Refine the raw material purchasing process, establish the purchasing supplier selection process, purchase contract approval process, material delivery process, material return flow, perfect procurement risk and procurement integrity risk prevention and control system, focus on the establishment of risk warning mechanism; Optimize supplier performance management system, strengthen supplier classification management, improve supplier performance evaluation index and strengthen the application of evaluation results, improve procurement information system construction level, establish procurement ERP system including supplier management, Purchasing price management, purchasing planning / budget management, purchase order management, accounts payable management, purchasing quality issues management, etc.
【学位授予单位】：电子科技大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F274

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