HP公司OEM项目采购风险管理

发布时间：2018-01-12 05:19

本文关键词：HP公司OEM项目采购风险管理　出处：《华东理工大学》2013年硕士论文　论文类型：学位论文

【摘要】：中国制造业发展至今,代工现象已经非常普遍,而OEM在制造业,尤其是在迅速发展的IT产业,应用更是广泛。OEM作为应用最广泛的代工模式之一,品牌提供商不仅可以享受到OEM厂商专业的生产管理和供应链管理服务,以及其由于规模优势带来的成本优势,更能使品牌提供商更专注于品牌建设和销售环节。但反过来,由于代工的很多环节不由品牌提供商自主控制,如果不进行风险分析,事先预防,就会使项目被代工厂商所牵制,甚至失去控制。因此,如何管理好OEM代工项目中的各种风险,在OEM项目管理中,具有很重要的意义。本文站在品牌提供商HP公司的角度,以项目风险管理理论为工具,在新成立的部门内部,对OEM代工项目的各种采购风险进行了研究,给出对策,以改变目前由于流程制度不完善和人员经验不足面临的被动局面。首先,采用风险管理档案和头脑风暴相结合的方法,对HP公司OEM项目中的采购风险的类别进行了风险识别,其中包括时间风险和进度风险。再采用层次分析法(AHP)对产生这些风险的风险因素逐一进行评价,找出对项目中采购风险影响最大、占据风险比例前80%的两个最主要风险。再分别对每个风险制定相应的应对策略,是预防风险还是避免风险。最后实施控制方案,随时跟踪风险发展的趋势,并将其更新到风险管理档案中。
[Abstract]:With the development of China's manufacturing industry, the phenomenon of contract manufacturing has been very common, and OEM in manufacturing, especially in the rapidly developing IT industry, is widely used as one of the most widely used contract manufacturing mode. Brand providers can not only enjoy the OEM manufacturer's professional production management and supply chain management services, as well as its cost advantages due to the advantages of scale. Brand providers can be more focused on brand building and sales links. But in turn, because many aspects of contract manufacturers are not independently controlled by brand providers, if risk analysis is not carried out, pre-prevention. Therefore, how to manage all kinds of risks in OEM contract manufacturing project is of great significance in OEM project management. Based on the theory of project risk management, this paper, from the perspective of HP Company, a brand provider, studies the procurement risks of OEM contract manufacturing projects and gives the countermeasures. In order to change the current process system is not perfect and personnel experience is not enough to face the passive situation. First, the use of risk management files and brainstorming method combined. The classification of procurement risk in HP OEM project is identified. It includes time risk and schedule risk. Then the risk factors that produce these risks are evaluated one by one by using Analytic hierarchy process (AHP) to find out the greatest impact on the procurement risk in the project. The two main risks that occupy the first 80% of the risk ratio. Then the corresponding coping strategies are made for each risk, which is to prevent or avoid the risk. Finally, the control scheme is implemented to track the trend of risk development at any time. And update it to risk management files.
【学位授予单位】：华东理工大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F253.2;F426.6

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