B公司非关键材料采购风险管理分析

发布时间：2018-04-14 22:16

本文选题：非关键材料 + 供应链风险管理　；参考：《西南交通大学》2014年硕士论文

【摘要】：20世纪在欧美盛行的OEM模式,由于其在运营管理、核心技术研发和市场开拓等方面具有有效投资的优势,使得其在现代国内外大多数知名企业中仍被推崇和沿用,如惠普、思科等。同时因为此种模式涉及跨国公司合作,对应供应链在地域合作方面比以往更加宽广,企业间合作也比以往更加纵深,因此,这种模式下的供应链风险管理便成为诸多国内外学者和企业研究的重要领域之一。查阅国内外相关文献,关于OEM环境下供应链风险分析的资料很少或者说甚少公开。对于中国,印度等发展中国家经济的崛起,使得很多亚太OEM代工商正在寻求往OEM品牌转化的道路,介于此种情况,笔者认为研究此种模式环境下的供应链风险有比较现实的社会意义和经济效益。在本文中,笔者通过收集国内外相关文献、杂志和书籍,了解国内外研究现状以及动态完成在理论方面的积累。同时,结合自己的职业经历,以当前从业的公司及其非关键物料采用的采购管理模式为研究对象,即以采用OEM品牌模式的B公司和非关键材料全权外包模式对研究对象,对于非关键物料供应链中的关键采购风险点如：物料分类、优先供应商管理、产品变更通知管理、新旧项目风险管理进行风险的分析、识别、衡量和控制,并对相应的策略实施后产生的经济效果进行评估。另外,创新性地提出从关键物料和非关键物料中再分离出次关键物料,借鉴关键物料的稽核模式来管理非关键材料,并提出从战略层和执行层上积极改变策略,以及从根本上改变非关键材料成本有效管理机制的一些建议。本文提出优化建议和对策,部分已在B公司实施并见效果,部分还在筹备阶段。希望这些建议对于与B公司同类型企业具有一定的参考价值。
[Abstract]:The OEM model, which prevailed in Europe and America in the 20th century, has the advantages of effective investment in operation management, research and development of core technology and market development, so it is still respected and used in most famous enterprises at home and abroad, such as Hewlett-Packard (HP).Cisco, etc.And because this model involves transnational corporation cooperation, the corresponding supply chain is wider than ever in terms of geographical cooperation and inter-firm cooperation is more profound than before.Supply chain risk management in this mode has become one of the most important research fields for many domestic and foreign scholars and enterprises.Referring to domestic and foreign relevant literature, the information about supply chain risk analysis under OEM environment is little or very little public.As for the rise of the economies of China, India and other developing countries, many Asia-Pacific OEM generation industry and commerce are looking for a way to transform to the OEM brand. In this situation,The author thinks that the study of supply chain risk in this mode has practical social significance and economic benefit.In this paper, the author collects relevant literature, magazines and books at home and abroad to understand the domestic and foreign research status and dynamic completion of the theoretical accumulation.At the same time, combined with their own professional experience, the current companies and their non-critical materials used procurement management model as the research object, that is, the OEM brand model of B company and non-critical material outsourcing mode of the research object.Risk analysis, identification, measurement and control for key purchasing risk points in the non-critical material supply chain such as material classification, priority supplier management, product change notification management, new and old project risk management,The economic effect after the implementation of the corresponding strategy is evaluated.In addition, the second key material is separated from the key material and non-critical material innovatively, the non-critical material is managed by the audit mode of the key material, and the strategy is changed actively from the strategic layer and the executive layer.Some suggestions on how to fundamentally change the effective cost management mechanism of non-critical materials are also presented.In this paper, some suggestions and countermeasures are put forward, some of which have been implemented in Company B and some are still in the preparatory stage.I hope these suggestions have certain reference value for the same type of enterprise with B company.
【学位授予单位】：西南交通大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F274

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