PC行业非直接采购二级供应商评价及动态管理
发布时间：2018-09-12 14:47
【摘要】：随着PC行业的发展，EMSODM代工模式逐渐成为了PC行业主流的分工协作模式。论文从供应商管理的角度出发，分析、研究了PC产业的发展，指出随着产业竞争的加剧，PC制造商个体之间的竞争逐渐升级成为了供应链之间的竞争。供应商选择的效率和质量也逐渐成为供应商管理的核心内容之一。本文通过文献的阅读和研究，发现之前的研究以一级供应商的管理为主，但现有的PC行业供应商体系却要求PC制造商必须能够很好地管理二级供应商甚至更低层的供应商。 本文随后研究了PC制造商二级供应商的管理现状，发现很多PC制造商虽已建立了严格的二级供应商认证体系，却没有很好的对已认证供应商进行体系化的管理，缺乏高效的二级供应商绩效评价体系和完整的供应商动态管理流程。本文通过进一步分析研究，提出了二级供应商的管理可以借鉴一级供应商的管理模式和经验。一级供应商评价和动态管理方式可以有条件的运用到二级供应商的管理中去。随后，本文提出了综合应用层次分析法和熵值法，建立二级供应商评价体系的方法和流程。并在二级供应商评价体系的基础上，建立二级供应商动态分级的管理方法，，增加合理的供应商淘汰流程，形成完整的二级供应商动态管理体系。 之后，本文在M公司成功实践了二级供应商评价体系的构建并帮助M公司建立了完整的二级供应商动态管理体系。证明了供应商评价和动态管理体系的适用性和有效性。最后，本文总结和分析了供应商评价体系的优势和局限，为供应商评价体系和动态管理未来进一步的发展指明了方向。
[Abstract]:With the development of PC industry, EMSODM has gradually become the mainstream mode of division and cooperation in PC industry. From the perspective of supplier management, this paper analyzes and studies the development of PC industry, and points out that with the intensification of industrial competition, the competition among PC manufacturers gradually escalates into the competition between supply chains. Efficiency and quality have gradually become one of the core contents of supplier management. Through reading and studying the literature, this paper finds that the previous research mainly focuses on the management of primary suppliers, but the existing PC industry supplier system requires PC manufacturers to be able to manage secondary suppliers and even lower suppliers well.
This paper then studies the management status of secondary suppliers of PC manufacturers and finds that although many PC manufacturers have established a strict secondary supplier certification system, they do not have a good systematic management of certified suppliers, lack of efficient secondary supplier performance evaluation system and complete supplier dynamic management process. After further analysis and study, it is pointed out that the management mode and experience of the second-level supplier can be used for reference by the first-level supplier. The first-level supplier evaluation and dynamic management mode can be conditionally applied to the management of the second-level supplier. On the basis of the second-level supplier evaluation system, the dynamic management method of the second-level supplier is established, the reasonable supplier elimination process is added, and the complete second-level supplier dynamic management system is formed.
After that, this paper successfully practiced the construction of the two-level supplier evaluation system in M company and helped M company establish a complete two-level supplier dynamic management system. It proved the applicability and effectiveness of the supplier evaluation and dynamic management system. Finally, this paper summarized and analyzed the advantages and limitations of the supplier evaluation system for supplier evaluation. Price system and dynamic management will further develop in the future.
【学位授予单位】：上海交通大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F274;F416.671
本文编号：2239363
[Abstract]:With the development of PC industry, EMSODM has gradually become the mainstream mode of division and cooperation in PC industry. From the perspective of supplier management, this paper analyzes and studies the development of PC industry, and points out that with the intensification of industrial competition, the competition among PC manufacturers gradually escalates into the competition between supply chains. Efficiency and quality have gradually become one of the core contents of supplier management. Through reading and studying the literature, this paper finds that the previous research mainly focuses on the management of primary suppliers, but the existing PC industry supplier system requires PC manufacturers to be able to manage secondary suppliers and even lower suppliers well.
This paper then studies the management status of secondary suppliers of PC manufacturers and finds that although many PC manufacturers have established a strict secondary supplier certification system, they do not have a good systematic management of certified suppliers, lack of efficient secondary supplier performance evaluation system and complete supplier dynamic management process. After further analysis and study, it is pointed out that the management mode and experience of the second-level supplier can be used for reference by the first-level supplier. The first-level supplier evaluation and dynamic management mode can be conditionally applied to the management of the second-level supplier. On the basis of the second-level supplier evaluation system, the dynamic management method of the second-level supplier is established, the reasonable supplier elimination process is added, and the complete second-level supplier dynamic management system is formed.
After that, this paper successfully practiced the construction of the two-level supplier evaluation system in M company and helped M company establish a complete two-level supplier dynamic management system. It proved the applicability and effectiveness of the supplier evaluation and dynamic management system. Finally, this paper summarized and analyzed the advantages and limitations of the supplier evaluation system for supplier evaluation. Price system and dynamic management will further develop in the future.
【学位授予单位】：上海交通大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F274;F416.671
【参考文献】
相关期刊论文 前2条
1 张小朋;;供应商管理模式的探究[J];青海统计;2009年08期
2 王道平;王煦;;基于AHP/熵值法的钢铁企业绿色供应商选择指标权重研究[J];软科学;2010年08期
本文编号：2239363
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