美国联合技术汉胜公司亚太区供应商管理策略研究

发布时间：2018-04-15 18:08

本文选题：供应商 + 管理策略　；参考：《湖南大学》2013年硕士论文

【摘要】：在经济全球化和知识经济时代的背景下，无国界化企业经营已成为不可逆转的时代潮流。因此，如何充分利用不同国家的特色和优势，在全球范围内整合资源，，获取竞争优势，并且以最快的速度反应市场的变化和需求从而获得市场竞争力，适应新的竞争环境已成为全球企业家关注的焦点。本文希望通过对美国联合技术汉胜(Hamilton Sundstrand)公司供应商管理进行分析和研究，为汉胜公司亚太区的采购策略提出改进方向和应对措施。在为其它国外航空产品制造公司供应链管理方式提供借鉴以达到在亚太区实现更大盈利目的的同时，也为亚太区供应商应该如何利用与国外公司的合作机会改善管理、提高技术、增加盈利方面获得更多的竞争优势。本文结合供应链物流管理以及运营管理专业的相关知识对美国联合技术公司旗下的汉胜(Hamilton Sundstrand)公司供应链规划和管理现状进行了深入地调查和分析，分析了汉胜公司亚太区供应商管理现状和存在的问题，提出了汉胜公司亚太区供应商管理优化策略目标、优化策略方案及具体优化策略：一是提出了汉胜公司组织结构优化优化策略，即汉胜各个分公司全球采购归口管理方式；二是提出了提升供应商准时交付率的策略，即推行客户需求滚动管理，原材料控制和供应商的供应商质量和交付业绩控制，供应商瓶颈设备产能的识别和改善等5个策略方案；三是提出了供应商质量管理的优化策略，即质量要求协议管理和产品生产过程质量管理等，以及新产品开发流程与通行证管理模式。最后，从供应商管理团队培养，供应商自身能力提升与供应商开发标准程序建立等三方面提出了供应商管理优化策略保障措施本文通过对汉胜公司供应商管理的策略研究，为汉胜公司后续各区域的供应商开发和管理提供可供借鉴的管理策略和优化模型，同时也为其它国外航空产品制造公司在亚太区的供应商开发和管理提供参考借鉴。
[Abstract]:Under the background of economic globalization and knowledge economy era, the operation of enterprises without national boundaries has become an irreversible trend of the times.Therefore, how to make full use of the characteristics and advantages of different countries, to integrate resources globally, to gain competitive advantage, and to respond to market changes and demands as quickly as possible in order to gain market competitiveness,Adapting to the new competitive environment has become the focus of global entrepreneurs.This paper hopes to analyze and study the supplier management of American joint technology Hansheng-Hamilton Sundstrand Company, and put forward the improvement direction and countermeasures for the procurement strategy of Hansheng Company in Asia Pacific region.While providing reference for other foreign aviation manufacturing companies to achieve greater profitability in the Asia-Pacific region, how should suppliers in the Asia Pacific region take advantage of the opportunities of cooperation with foreign companies to improve management?Improve technology, increase profitability to gain more competitive advantage.Based on the relevant knowledge of supply chain logistics management and operation management, this paper makes an in-depth investigation and analysis of supply chain planning and management status of Hansheng Hamilton Sundstrand, a company owned by United Technologies Corporation of the United States.This paper analyzes the current situation and existing problems of supplier management in Asia Pacific region of Hansheng Company, and puts forward the strategic objectives of supplier management optimization in Asia Pacific region of Hansheng Company.The optimization strategy and the specific optimization strategy are as follows: first, the optimization strategy of the organizational structure of Hansheng Company is put forward, that is, the global purchasing management mode of each branch company of Hansheng Company; the second, the strategy of improving the on-time delivery rate of suppliers is put forward.That is to promote customer demand rolling management, raw material control and supplier quality and delivery performance control, supplier bottleneck equipment capacity identification and improvement, third, proposed supplier quality management optimization strategy,Quality requirement agreement management and product production process quality management, as well as new product development process and pass management model.Finally, from three aspects: training of supplier management team, promotion of supplier's own ability and establishment of standard procedure of supplier development, this paper puts forward some measures to guarantee the optimization of supplier management.Through the research on the strategy of supplier management in Hansheng Company, this paper provides the management strategy and optimization model for the development and management of suppliers in the following regions of Hansheng Company.At the same time, it also provides reference for the supplier development and management of other foreign aviation products manufacturing companies in the Asia-Pacific region.
【学位授予单位】：湖南大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F416.5;F274

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