基于战略采购的R连锁超市供应商关系改进研究

发布时间：2018-03-09 20:40

本文选题：战略采购　切入点：连锁超市　出处：《福州大学》2014年硕士论文　论文类型：学位论文

【摘要】：随着社会经济的发展,市场竞争日益激烈,供应链间的横向竞争已成为主流。企业要在竞争中处于不败之地,必须和供应链上下游的企业实现较好的对接与合作。处于流通渠道上游的供应商与零售企业提供的商品质量、成本、交货期、客户满意度密切相关。连锁超市以其门店规模化、经营多样化及管理专业化的优势在零售业中已占据主要地位,与供应商建立长期的合作关系,能够保障产品质量、减少供应风险、提高顾客满意度。而连锁超市直接向最终消费者提供产品和服务,顾客满意度在很大程度上影响着超市的销售额和利润率。但是我国大多数连锁超市的供应商关系管理仍然局限于传统的买卖关系,超市方对所有的供应商“一视同仁”,交易双方的信息未充分共享,这给连锁超市的发展带来较大的负面影响,因此连锁超市供应商关系的改进极为重要。本文选取较有代表性的R连锁超市,将战略采购理论应用于其供应商关系管理,尝试设计供应商关系的改进方案,取得了一定的成效。首先,整理、回顾国内外供应商关系管理、连锁超市采购、战略采购等方面的研究。其次,将关系营销与战略采购及供应商关系管理理论相结合,强调战略采购与传统采购的不同,阐明战略采购环境下供应商关系管理的具体内容。再者,分析R连锁超市原有的供应商关系管理的现状、问题与原因,指出现阶段存在着选择与评估指标单一、分类管理不善、关系维护力度较弱等方面的问题,针对这些问题设计一套基于战略采购的供应商关系管理方案。第一,结合R连锁超市的具体情况,基于战略采购环境下的特殊指标要求,运用数据包络法和模糊综合评价法对牙膏供应商进行选择。第二,结合kraljic矩阵和供应定位模型对R连锁超市的供应商进行分类。第三,从激励机制和完整的风险管理应急机制两方面维护供应商关系。最后,分析该方案的实施效果,主要从产品在库周转率、交货及时率、产品合格品率、单据齐全率、利润率等方面入手,收集、比较实施战略采购方案前后10个月的数据,指出实施方案过程中存在的问题,并对改进方案提出展望。
[Abstract]:With the development of society and economy, the market competition is becoming more and more fierce, and the horizontal competition between supply chains has become the mainstream. Enterprises want to be in an invincible position in the competition. The supplier and the retail enterprise in the upper reaches of the circulation channel are closely related to the quality, cost, delivery time, customer satisfaction of the goods provided by the supplier and the retail enterprise in the upper reaches of the circulation channel. The advantages of diversification and management specialization have been dominant in the retail industry. Establishing a long-term partnership with suppliers can guarantee the quality of products and reduce supply risks. Improve customer satisfaction. And supermarket chains directly provide products and services to the final consumer, To a great extent, customer satisfaction affects the sales and profit margin of supermarkets. However, the supplier relationship management of most chain supermarkets in China is still limited to the traditional trading relationship. The supermarket side "treats all suppliers equally" and the information between the two sides of the transaction is not fully shared, which has a great negative impact on the development of the supermarket chain. Therefore, it is very important to improve the supplier relationship of the chain supermarket. This paper selects the representative R chain supermarket, applies the strategic purchasing theory to the supplier relationship management, and tries to design the improvement scheme of the supplier relationship. Some achievements have been made. Firstly, the research on supplier relationship management, chain supermarket procurement, strategic procurement and so on at home and abroad is reviewed. Secondly, the relationship marketing is combined with the theory of strategic procurement and supplier relationship management. The difference between strategic procurement and traditional procurement is emphasized, and the specific content of supplier relationship management in strategic procurement environment is clarified. Furthermore, the current situation, problems and reasons of supplier relationship management in R chain supermarket are analyzed. It is pointed out that there are some problems such as single selection and evaluation index, poor classification management, weak relationship maintenance and so on. Aiming at these problems, a supplier relationship management scheme based on strategic procurement is designed. Combined with the specific situation of R chain supermarket, based on the special index requirements of strategic purchasing environment, the paper uses data envelopment method and fuzzy comprehensive evaluation method to select toothpaste supplier. Combined with kraljic matrix and supply location model, the suppliers of R chain supermarket are classified. Thirdly, the supplier relationship is maintained from two aspects: incentive mechanism and complete risk management emergency mechanism. Finally, the implementation effect of this scheme is analyzed. Starting from the following aspects: product turnover rate, timely delivery rate, qualified product rate, complete documentation rate, profit margin and so on, collecting and comparing the data of 10 months before and after the implementation of the strategic procurement plan, and pointing out the problems existing in the implementation of the program. The prospect of improvement scheme is also put forward.
【学位授予单位】：福州大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F274;F721.7

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