基于供应链视角的房地产开发企业材料类战略供应商评价与选择研究

发布时间：2018-02-28 14:54

本文关键词： 房地产开发企业供应链材料类战略供应商选择模糊层次分析法　出处：《南京农业大学》2013年硕士论文　论文类型：学位论文

【摘要】：从2004年至今,我国房地产行业突显出其独特而又强大的创造GDP的能力和水平,其经济地位也上升为我国的重要支柱产业之一。全球化的市场、个性化明显的用户需求以及日益激烈的竞争环境,使得房地产开发企业面临着越来越严峻的挑战。这些挑战鞭策着房地产开发企业必须不断调整管理模式,以求得更加长远的发展。现代房地产开发项目具有投资大、时间长、范围广、阶段多等特点。而且针对新形势的发展要求,部分房地产开发企业就某些业务进行了战略合作等形式的创新尝试。但从总体来看,多数企业之间的合作仍处于一种短期性的合作状态,缺少基于企业长远发展的长期战略合作。供应链管理是一种强调供应链上各节点企业实施战略合作的管理模式。目前,供应链管理模式在制造业中取得了很大成功,这对房地产开发领域的研究具有一定的借鉴意义。文章尝试从供应链的角度对房地产开发企业材料类战略供应商的评价与选择展开研究。第一章分析了研究背景和意义；对国内外有关战略供应商评价与选择的研究现状进行了详细的评述；提出研究内容、方法及框架。第二章在对房地产开发的涵义、程序及所涉及的企业进行研究的基础上,构建了以房地产开发企业为核心的供应链结构模型；然后对房地产开发企业材料类战略供应商的内涵和重要性进行了研究；同时对战略供应商与一般供应商的区别进行了分析。第三章首先对房地产开发企业材料类战略供应商选择的重要性、原则及程序进行了阐述；然后根据评价指标体系的构建原则,构建了一套比较完善的材料类战略供应商评价指标体系,创新性的提出供应商绿色度、上游供应商总评两个评价指标；最后在对比分析常用的评价选择方法的基础上,构建了基于模糊一致矩阵的模糊层次分析法模型。在模型中,结合专家打分法和模糊层次分析法,在构建模糊一致矩阵的基础上计算各评价指标的权重系数；并根据最大隶属度原则对定性指标和定量指标进行无量纲标准化处理,最终得到综合评价结果并进行方案决策。第四章对A企业的背景及供应商管理情况进行了介绍；并以A企业某次地砖类战略供应商的评价与选择为例进行了实例分析；研究证明提出的评价指标体系和评价方法是可行的；同时从激励、信任、信息共享、利益分配及冲突管理五个方面对材料类战略供应商选择后的关系维护提出了建议或对策。
[Abstract]:Since 2004, China's real estate industry has highlighted its unique and powerful ability and level to create GDP, and its economic status has also risen to be one of the important pillar industries of our country. The individuation obvious user demand and the increasingly fierce competition environment make the real estate development enterprise face more and more severe challenge. These challenges urge the real estate development enterprise to adjust the management mode continuously. In order to achieve more long-term development, modern real estate development projects have the characteristics of large investment, long time, wide scope, many stages, and so on, and in view of the development requirements of the new situation, Some real estate development enterprises have made innovative attempts in some forms, such as strategic cooperation in certain businesses. But generally speaking, the cooperation between most enterprises is still in a state of short-term cooperation. Lack of long-term strategic cooperation based on long-term development of enterprises. Supply chain management (SCM) is a kind of management mode which emphasizes the strategic cooperation of enterprises in each node of supply chain. At present, supply chain management model has achieved great success in the manufacturing industry. This paper tries to study the evaluation and selection of material strategic suppliers from the perspective of supply chain. The first chapter analyzes the background and significance of the research. The research status of strategic supplier evaluation and selection at home and abroad is reviewed in detail, and the research contents, methods and framework are put forward. The second chapter is based on the research on the meaning, procedure and enterprises involved in real estate development. The supply chain structure model with real estate development enterprises as the core is constructed, and then the connotation and importance of material strategic suppliers in real estate development enterprises are studied. At the same time, the differences between strategic suppliers and general suppliers are analyzed. Chapter three expounds the importance, principles and procedures of selecting strategic suppliers of materials in real estate development enterprises. Then, according to the construction principle of evaluation index system, a set of relatively perfect evaluation index system of material strategic supplier is constructed. The green degree of supplier and the general evaluation index of upstream supplier are put forward innovatively. Finally, on the basis of comparing and analyzing the commonly used evaluation and selection methods, a fuzzy analytic hierarchy process model based on fuzzy consistent matrix is constructed. In the model, the expert scoring method and the fuzzy analytic hierarchy process are combined. The weight coefficient of each evaluation index is calculated on the basis of constructing fuzzy consistent matrix, and the dimensionless standardization of qualitative index and quantitative index is carried out according to the principle of maximum membership degree. In chapter 4th, the background and supplier management of A enterprise are introduced, and an example of evaluation and selection of strategic supplier of floor tile in A enterprise is given. It is proved that the proposed evaluation index system and evaluation method are feasible, and suggestions or countermeasures are put forward for the relationship maintenance after the selection of material strategic suppliers from the following five aspects: incentive, trust, information sharing, benefit distribution and conflict management.
【学位授予单位】：南京农业大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F299.23;F274

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