B公司OEM供应商的选择和评价策略研究

发布时间：2019-01-27 12:35

【摘要】：伴随着过去数十年的经济发展,企业间的竞争从过去的单体企业的竞争发展成为复杂的供应链之间的竞争。而其中的OEM外包制造模式使企业剥离了自身制造所带来的高资产的投入的同时,使企业集中发展自身的优势以及快速对市场进行响应。这种模式同时促进了家具零售行业的发展。旅游酒店业的发展,城市化的进程及高净值人群的快速涌现,家具的角色从必须品逐渐成为一种生活态度及享受,高端家具的市场日益膨胀。但由此带来的竞争也日益激烈,在建设自身品牌的前提下,如何控制成本及应对市场的快速转变,建立科学可操作性强的体系,淘汰落后产品,成为了家具流通企业取得竞争优势的关键。这要求家具流通企业提升对OEM供应商的管理水平,并在切实可行的科学体系下进行采购业务的内部调控。正是在此背景下,本文展开了对B公司OEM供应商选择和评价的研究。通过对B家具公司的案例研究,本文尝试呈现家具零售行业中OEM供应商选择和评价过程中的问题,分别是流程单一固化、标准覆盖狭窄、缺乏科学体系及以成本为中心的错误合作定位。产生上述问题的主要原因是企业不同采购标的采购金额存在巨大差异,如半成品、家具成品或饰品的,缺乏区别化对待导致了小批量采购或低值采购的供应商合作意愿低,整体企业效率不高及浪费企业资源。企业长久以来以成本为主要导向限制了选评的指标,也决定了与供应商的关系是基于短期利益。针对B家具公司现存的问题,本文运用通过德尔菲法搜集的有关专家的评分结合AHP法建立相关的指标体系进行验证,从而建立属于B公司有效的选择和评价方法,同时结合最优结果挑选出优质供应商建立战略合作关系。由于B公司的选择及评价研究的问题在家具行业有一定的普遍存在性,本文希望通过为情况相近的的家具零售企业提供操作性强的示范,为企业构建属于自己的体系提供科学思路,进而提高供应链的管理水平。
[Abstract]:With the development of economy in the past decades, the competition among enterprises has changed from that of single enterprises to that of complex supply chains. While the OEM outsourcing manufacturing model makes the enterprise peel off the investment of high assets brought by its own manufacturing, it also makes the enterprise concentrate on its own advantages and respond to the market quickly. This pattern promotes the development of furniture retail industry at the same time. With the development of tourism hotel industry, the process of urbanization and the rapid emergence of people with high net worth, the role of furniture has gradually become a kind of life attitude and enjoyment from essential goods, and the market of high-end furniture is expanding day by day. However, the competition brought about by this is becoming increasingly fierce. Under the premise of building its own brand, how to control the cost and cope with the rapid change of the market, establish a scientific and operational system, and eliminate the backward products, Has become the furniture circulation enterprise obtains the competitive advantage the key. This requires furniture circulation enterprises to improve the management level of OEM suppliers and to carry out internal regulation and control of procurement business under a feasible scientific system. Under this background, this paper studies the selection and evaluation of OEM suppliers in B Company. Through the case study of B Furniture Company, this paper attempts to present the problems in the process of OEM supplier selection and evaluation in the furniture retail industry. Lack of scientific system and the cost-centered mispositioning of cooperation. The main reason for the above problems is that there are huge differences in the purchase amount among different purchasing objects, such as semi-finished products, finished furniture or accessories, the lack of differentiation of treatment results in low willingness to cooperate with suppliers who purchase small quantities or low value purchases. The overall enterprise efficiency is not high and waste enterprise resources. For a long time, the cost-oriented approach has limited the selection and evaluation criteria, and decided that the relationship with suppliers is based on short-term benefits. In view of the existing problems of B Furniture Company, this paper uses the relevant expert scores collected by Delphi method combined with the AHP method to establish the relevant index system to establish the effective selection and evaluation method belonging to B Company. At the same time, combined with the optimal results to select quality suppliers to establish a strategic relationship. As the selection and evaluation of B company has a certain degree of universality in the furniture industry, this paper hopes to provide a strong operational demonstration for similar furniture retail enterprises. Provide scientific ideas for enterprises to build their own system, and then improve the management level of supply chain.
【学位授予单位】：广东外语外贸大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F274

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