TP公司供应商选择及评价体系的研究

发布时间：2018-08-03 06:46

【摘要】：随着全球化市场竞争的日趋激烈,制造业所面临考验也同步加剧。生产产品的寿命周期愈来愈短,客户的个性化需求不断增长,产品的种类和服务的期望值也对企业提出更高的要求。如何更好地满足客户的要求,能够在激烈的市场竞争中生存并能占一席之地,降低成本以获取更好的利润是每个企业都必须面临的一道课题。现代化的社会分工使企业必须将目光锁定在如何改善和提升自身的供应链管理上面,企业的竞争从企业之间的竞争变成了各自拥有的供应链之间的竞争。要选择一条合适的供应链,首要课题就是要选择合适的供应商,尤其是可以实现双赢的供应商,因此如何去开发这样的供应商、以及怎样对供应商进行评估、考核等等手段将会成为企业必须要认真考虑的问题。本论文旨在重点研究供应商选择和评价体系的问题,首先对TP公司早期的供应商管理现状进行分析,找出TP公司内部采购部门问题,如信息不对策,不重视供应商质量,对供应商评价存在浅薄的意识。分别对目前TP公司的供应商选择和评价体系的现状进行分析,得出TP公司采购部分职责不明确,供应商分类管理粗放、过于强调价格竞争、很少参与产品早期开发、尤其是评价体系不健全、供应商交流不畅等,这些因素直接影响到公司的供应商质量在降低,跟不上公司业务发展以及国际水平的步伐。为此,本文选择了重新制订供应商选择的原则、分类、构建信息化系统、搭建良好的评价体系,可以为今后更好的开发新的供应商提供重要的依据,也为提高后期的登机桥产品质量达到国际标准,减少浪费的成本,提升利润空间。本文的最后针对这个比较注重实际管理效果的企业提出了运用比较先进的层次分析法理论,结合其现有的体系来选择和评价供应商,这要可以避免人为因素干扰,用科学的方法为公司找到可以长期合作的战略合作伙伴,为企业的迅速发展提供重要的资源。
[Abstract]:With the increasingly fierce competition in the global market, the test of manufacturing industry is also intensified. The life cycle of production products is getting shorter and shorter, the individuation demand of customers is increasing, and the types of products and the expectation of service also put forward higher requirements to the enterprises. How to better meet the requirements of customers, can survive in the fierce market competition and can occupy a place, reducing costs to obtain better profits is a problem that every enterprise must face. Modern social division of labor makes enterprises must focus on how to improve and improve their own supply chain management. The competition of enterprises has changed from competition between enterprises to competition between supply chains. To choose a suitable supply chain, the first and foremost task is to select the right supplier, especially the supplier who can achieve win-win situation, so how to develop such supplier and how to evaluate the supplier. The examination and so on means will become the enterprise must seriously consider the question. The purpose of this paper is to focus on the supplier selection and evaluation system. Firstly, this paper analyzes the current situation of TP company's early supplier management, and finds out the problems of procurement department in TP company, such as the lack of information countermeasures and the lack of attention to supplier quality. There is a shallow awareness of supplier evaluation. By analyzing the current status of the supplier selection and evaluation system of TP Company, it is concluded that the procurement responsibility of TP Company is not clear, the supplier classification management is extensive, too much emphasis is placed on price competition, and rarely participate in the early development of products. Especially, the evaluation system is not perfect and the communication between suppliers is not smooth. These factors directly affect the quality of the company's suppliers, which can not keep up with the development of the company's business and the pace of the international level. Therefore, this paper chooses to reformulate the principles of supplier selection, classify, construct information system and build a good evaluation system, which can provide an important basis for the better development of new suppliers in the future. In order to improve the quality of boarding bridge to international standards, reduce the cost of waste and improve the profit margin. At the end of this paper, aiming at this enterprise which pays more attention to the actual management effect, it puts forward the application of more advanced analytic hierarchy process theory, combined with its existing system to select and evaluate suppliers, which can avoid the interference of human factors. Scientific methods are used to find strategic partners that can cooperate for a long time, and provide important resources for the rapid development of enterprises.
【学位授予单位】：电子科技大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F274;F416.4

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