基于原料分类的Q公司M产品重要原料采购策略研究

发布时间：2018-03-04 15:20

本文选题：采购策略　切入点：原料分类　出处：《燕山大学》2013年硕士论文　论文类型：学位论文

【摘要】：现今中国城镇现代化的步伐越来越快，电梯行业作为城市发展的结晶成为制造业的新兴行业并有了巨大的发展。Q公司作为此行业里的一员，在面临的竞争激烈的发展大潮里遇到了自己的问题：生产成本增高，销售利润走低。导致这一问题的发生有以下主要原因：客户需求多样化给生产和采购带来了新的难题；需求订单提前期缩短而采购期却很长；原料价格变动大、购买种类复杂；采购人员处理临时订单和小订单数量多导致采购效率低下；原料采购的计划不周详等。本论文以理论知识与实际情况相结合的方式，在充分认识高效采购对降低成本的能动作用影响下，通过分析现状研究符合Q公司实际的采购策略以解决它所面临的问题。本文从重点原料细分的角度出发。首先，结合M产品的物料清单，采用模糊综合评判决策分析出对M产品的原料采购成本影响较大的几种原料。目的是对这些重要原料进行重点管理，以期在付出相同努力的前提下，可以快速收到效果，并积累管理经验，为日后更加详致的采购管理打下坚实基础。其次，结合Q公司现状在对原料分类相关知识进行阐述和分析的前提下，本文提出了将模糊聚类与Kraljic矩阵分类原则相结合的原料分类方法。通过分析近几年各学者对分类指标的研究，筛选出了适合Q公司在原料重要性和供应风险这两个维度的的分类指标，，成功建立了分类指标体系，最终将原料分为四大类：一般原料、瓶颈原料、杠杆原料和战略原料。最后，在重要原料分类的基础上本文分别分析各类原料的特点，根据Q公司的现状选择出适合各类原料的采购策略，包括：框架协议采购策略、单一化采购策略、准时化采购策略以及战略采购采购策略，并给出了相应策略的实施流程和实施建议。本文不仅验证了评价指标体系和分类方法的有效性，更重要的是通过层层分析，找到了节约成本、增加利润并且提升Q公司竞争力的根源，并从策略层面设法找到采购技巧、给出了具体提高工作效率的实施方法。
[Abstract]:Nowadays, the pace of urban modernization in China is getting faster and faster. The elevator industry, as the crystallization of urban development, has become a new industry of manufacturing industry and has a great development. Q Company is a member of this industry. In the fierce competition in the tide of development encountered their own problems: higher production costs, lower sales profits, leading to this problem has the following main reasons: the diversification of customer demand has brought new problems to production and procurement; The demand order lead time is shortened but the purchase period is very long; the raw material price changes greatly, the purchase type is complex, the procureur handles the temporary order and the small order quantity many causes the procurement efficiency to be low; This paper combines the theory knowledge with the actual situation, and fully understands the dynamic effect of efficient purchasing on reducing the cost. Through the analysis of the current situation of Q company in accordance with the actual procurement strategy to solve the problems it faces. This paper starts from the point of view of the subdivision of key raw materials. First of all, combining with the bill of materials of M products, Several kinds of raw materials which have a great influence on the purchasing cost of M products are analyzed by using fuzzy comprehensive evaluation decision. The purpose is to manage these important raw materials so as to get results quickly under the premise of paying the same efforts. And accumulated management experience to lay a solid foundation for more detailed procurement management in the future. Secondly, combined with Q Company's current situation on the basis of the introduction and analysis of the related knowledge of material classification, In this paper, a method of classifying raw materials based on fuzzy clustering and Kraljic matrix classification principle is put forward. The classification indexes suitable for Q Company in the two dimensions of material importance and supply risk are selected, and the classification index system is established successfully. Finally, the raw materials are divided into four categories: general raw materials, bottleneck raw materials, and so on. Finally, on the basis of the classification of important raw materials, this paper analyzes the characteristics of all kinds of raw materials, and according to the current situation of Q Company, selects the procurement strategy suitable for all kinds of raw materials, including: framework agreement procurement strategy, The single purchasing strategy, the punctual purchasing strategy and the strategic purchasing strategy are presented, and the implementation flow and suggestions are given. This paper not only verifies the effectiveness of the evaluation index system and classification method, but also finds out the root of cost saving, increasing profit and improving Q company's competitiveness through layer by layer analysis, and tries to find the purchasing skills from the strategic level. The implementation method of improving working efficiency is given.
【学位授予单位】：燕山大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F274;F224;F426.4

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