L公司供应商绩效评估体系研究
发布时间：2018-09-18 06:51
【摘要】：近年来,由于受金融危机及国内人力成本上升的影响,L公司的经营压力日益增加。L公司作为服装行业的一站式供应链服务商,其销售部门没有自己的工厂,没有缝纫机器,没有面料厂;L公司的主要资产是在全球60个国家有15000个供应商资源。主要通过现有的15000个供应商为客户提供产品和服务,从而创造价值和利润。所以,如何成功管理这15000家供应商是能否创造价值的前提;而供应商绩效评估体系的设置与实施,则是供应商管理的关键。因此,建立一套完整的供应商绩效评估体系来系统管理L公司的供应商资源,不仅能够为L公司创造价值和利润,也维护了L公司的声誉;而且也提升了供应商自身的竞争力水平;同时,为L公司达到「为全世界消费者提供合适、合时、合价的产品」的目标提供保障。促进L公司整条供应链的健康可持续发展,保持行业竞争力,并使L公司在疲软的经济环境下仍能提高利润率水平。论文研究了在快速上升的劳动力成本,日益提高的环保标准,不断变化的客户需求和激烈的同行业竞争等环境下如何设计与实施供应商绩效评估体系。论文的主要工作:首先,对L公司供应商管理及绩效评估系统进行了研究和分析,指出主要存在以下五大问题:一,供应商绩效评估指标选取的不合理,仅涵盖了质量体系和合规方面的审核;供应商的交期,成本等目前理论界普遍认可的指标却没有选取,而这些指标大多依赖于业务员的经验判断。二,是评估的资料繁杂,每一项评估需要填写和核对冗长的表格;三,评估的周期设置不合理,评估的周期设置为一年一次,这不符合业务部门实际操作的需求和L公司供应商分类管理;四,是评估后没有具体的整改指导和实时跟进,评估结束后有部分建议却没有进行具体的指导和跟进;五,评估后也没有激励措施,只是出具一份评估报告和结果。其次,针对以上问题,笔者从自身的工作经验出发,根据实际工作中遇到的问题,结合L公司达到「为全世界消费者提供合适、合时、合价的产品」的目标,并且在综合前人研究成果的基础上,构建了一套相对全面的、合理的、科学的供应商绩效评估体系。即重新选取了合理的绩效评估指标并运用层次分析法分析确定各项指标权重;简化了评估流程;并根据绩效评估的结果进行供应商分级和动态管理供应商。同时,也设计了供应商激励机制,从而根据绩效评估的结果对供应商进行有效的激励。然后,在L公司内部实施此绩效评估体系,成立供应商绩效评估委员会,负责进行此绩效评估体系的培训和实施;最后,以笔者所在部门的658个供应商样本为例,进行实施前后的对比,证实此绩效评估体系的有效性。贯彻实施此绩效评估体系,不仅能提高L公司在行业的竞争力,同时通过动态管理供应商,不断的改进绩效措施,也提升了供应商自身的竞争力水平。不断完善和发展L公司与供应商之间的战略合作伙伴关系,最终达到互利共赢的局面。并为L公司所在的服装行业的供应商绩效评估提供了一个很好的实施范例,在该行业的管理实践有相当的指导价值和现实意义,也为L公司的供应链管理提供了一个很好的方法。
[Abstract]:In recent years, due to the financial crisis and rising domestic labor costs, L company's operating pressure is increasing. L company as a one-stop supply chain service provider in the clothing industry, its sales department has no own factory, no sewing machine, no fabric factory; L company's main assets in 60 countries around the world have 15000 suppliers capital. Source. Mainly through the existing 15,000 suppliers to provide customers with products and services, thus creating value and profits. So, how to successfully manage these 15,000 suppliers is the premise of value creation; and supplier performance evaluation system setup and implementation is the key to supplier management. Therefore, to establish a complete set of supplier performance. Efficiency evaluation system to systematically manage the supplier resources of L company can not only create value and profit for L company, but also maintain the reputation of L company; it also improves the competitiveness of suppliers themselves; at the same time, it provides guarantee for L company to achieve the goal of "providing suitable, timely and priced products for consumers all over the world". This paper studies how to design and implement the supply chain in such environments as rapidly rising labor costs, increasing environmental standards, changing customer needs and fierce competition in the same industry. The main work of this paper is as follows: Firstly, the supplier management and performance evaluation system of L Company is studied and analyzed. Firstly, the selection of supplier performance evaluation index is unreasonable, which only covers the quality system and compliance auditing; the delivery time and cost of suppliers. The most commonly accepted indicators in the theoretical circles are not selected, and most of these indicators rely on the experience of the business staff. Second, the evaluation data are complex, each evaluation needs to fill in and check long forms; third, the evaluation cycle is unreasonable, the evaluation cycle is set once a year, which does not meet the actual operational needs of the business department. Fourth, there is no specific rectification guidance and real-time follow-up after the evaluation, but some suggestions after the evaluation are not specific guidance and follow-up; Fifth, there is no incentive measures after the evaluation, just issued an evaluation report and results. Secondly, in view of the above problems, the author proceeds from his own work experience. According to the problems encountered in the actual work, combined with L company to achieve the goal of "providing the world's consumers with appropriate, timely and affordable products", and on the basis of previous research results, a relatively comprehensive, reasonable and scientific supplier performance evaluation system is constructed, that is, a reasonable performance evaluation index is re-selected. And it uses the analytic hierarchy process to determine the weight of each index, simplifies the evaluation process, and carries on the supplier classification and the dynamic management supplier according to the performance evaluation result. At the same time, it also designs the supplier incentive mechanism, thus carries on the effective incentive to the supplier according to the performance evaluation result. Finally, taking 658 samples of suppliers in my department as an example, the effectiveness of the performance evaluation system is verified by comparing before and after implementation. Implementing this performance evaluation system can not only improve L company's industry performance. At the same time, through dynamic management of suppliers, continuous improvement of performance measures, but also enhance the level of suppliers'competitiveness. Continuous improvement and development of strategic partnership between L company and suppliers, and ultimately achieve mutual benefit and win-win situation. A good example of implementation, the management practice in the industry has considerable guiding value and practical significance, but also for L Company's supply chain management provides a good method.
【学位授予单位】：电子科技大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F274
本文编号：2247116
[Abstract]:In recent years, due to the financial crisis and rising domestic labor costs, L company's operating pressure is increasing. L company as a one-stop supply chain service provider in the clothing industry, its sales department has no own factory, no sewing machine, no fabric factory; L company's main assets in 60 countries around the world have 15000 suppliers capital. Source. Mainly through the existing 15,000 suppliers to provide customers with products and services, thus creating value and profits. So, how to successfully manage these 15,000 suppliers is the premise of value creation; and supplier performance evaluation system setup and implementation is the key to supplier management. Therefore, to establish a complete set of supplier performance. Efficiency evaluation system to systematically manage the supplier resources of L company can not only create value and profit for L company, but also maintain the reputation of L company; it also improves the competitiveness of suppliers themselves; at the same time, it provides guarantee for L company to achieve the goal of "providing suitable, timely and priced products for consumers all over the world". This paper studies how to design and implement the supply chain in such environments as rapidly rising labor costs, increasing environmental standards, changing customer needs and fierce competition in the same industry. The main work of this paper is as follows: Firstly, the supplier management and performance evaluation system of L Company is studied and analyzed. Firstly, the selection of supplier performance evaluation index is unreasonable, which only covers the quality system and compliance auditing; the delivery time and cost of suppliers. The most commonly accepted indicators in the theoretical circles are not selected, and most of these indicators rely on the experience of the business staff. Second, the evaluation data are complex, each evaluation needs to fill in and check long forms; third, the evaluation cycle is unreasonable, the evaluation cycle is set once a year, which does not meet the actual operational needs of the business department. Fourth, there is no specific rectification guidance and real-time follow-up after the evaluation, but some suggestions after the evaluation are not specific guidance and follow-up; Fifth, there is no incentive measures after the evaluation, just issued an evaluation report and results. Secondly, in view of the above problems, the author proceeds from his own work experience. According to the problems encountered in the actual work, combined with L company to achieve the goal of "providing the world's consumers with appropriate, timely and affordable products", and on the basis of previous research results, a relatively comprehensive, reasonable and scientific supplier performance evaluation system is constructed, that is, a reasonable performance evaluation index is re-selected. And it uses the analytic hierarchy process to determine the weight of each index, simplifies the evaluation process, and carries on the supplier classification and the dynamic management supplier according to the performance evaluation result. At the same time, it also designs the supplier incentive mechanism, thus carries on the effective incentive to the supplier according to the performance evaluation result. Finally, taking 658 samples of suppliers in my department as an example, the effectiveness of the performance evaluation system is verified by comparing before and after implementation. Implementing this performance evaluation system can not only improve L company's industry performance. At the same time, through dynamic management of suppliers, continuous improvement of performance measures, but also enhance the level of suppliers'competitiveness. Continuous improvement and development of strategic partnership between L company and suppliers, and ultimately achieve mutual benefit and win-win situation. A good example of implementation, the management practice in the industry has considerable guiding value and practical significance, but also for L Company's supply chain management provides a good method.
【学位授予单位】：电子科技大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F274
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