蒂森克虏伯富奥公司采购流程的优化方案研究

发布时间：2018-05-07 06:33

本文选题：采购管理 + 业务流程　；参考：《吉林大学》2014年硕士论文

【摘要】：中国的制造业已经经历了广泛的三十年的发展，现在的成本上升，进一步全球化和其他形式，正面临着艰难的调整。如何打破制造企业的发展瓶颈，如何创新发展是一个摆在所有制造型企业面前的问题。经济的全球化及企业资本全球配置使得企业策划和购买的范畴渐渐扩大，采购成本在制造企业运营成本中所占的比重越来越大。因此，降低采购成本成为企业增加利润的重要途径。过去，我们因为高速发展而忽视了这种事实，今天面临着生存危机的时候，企业的管理者们必须正视这个问题。蒂森克虏伯富奥汽车转向柱长春有限公司是一个由蒂森克虏伯股份有限公司和富奥汽车零部件有限公司共同出资成立的合资公司。公司成立于2003年，公司为制造类企业，公司的主要产品是汽车转向柱部分。公司共有职工300人，年销售额达到八个亿。首先，本文以蒂森克虏伯富奥汽车转向柱长春有限公司（以后简称“克虏伯”）的具体情况为例，通过论述公司采购成本管理的现状，剖析其在采购流程管理方面存在的一系列问题，具体体现在采购管理流程不完善、审批环节过于繁杂、采购效率低下，收货管理职责分工不清等方面。这些问题如果不妥善解决，势必会影响克虏伯公司的采购环节，并进而影响经营状况。通过对公司流程的阐述，将流程中出现的所有问题分为三类：管理问题，流程问题以及操作问题。管理问题主要是审批过程中，有大量人员参与审批，而对审批的顺序没有严格的控制，针对供应商的送货更是没有明确的收货部门，以及有待仔细分析的采购会议模式的合理性问题。而流程问题主要是流程中，针对不同采购金额的不同审批方式存在矛盾，相互交叉的现象，另外，报价过程中，也存在着失控的风险，这些都是非常显而易见的问题。针对操作问题，主要是因为第三方系统的使用比较简单，没有充分的运用系统带来的信息记录和信息共享的优势，大量使用手工才做，在大大增加操作者工作强度的同时却增加了出错的风险。这对采购流程的高效运转产生了很大的影响。其次，本文将针对克虏伯公司采购流程的问题，逐一加以讨论和分析。并且逐一给出解决方案或建议。针对上述问题，本文建议采取以下几方面措施：创建完善采购制度，明确审批者的审批职责，增强对库房收货的管理，通过信息系统的升级完成对整体流程的升级和再造。最后，本文将通过对SAP系统解决方案的介绍，并结合克虏伯法国公司的成功示例，阐述通过SAP系统的重新上线，来实现对克虏伯长春公司采购流程的再造。并且评估克虏伯公司SAP系统重新上线需要的技术支持，以及风险控制支持。最后，对系统上线后带来的收益加以总结。本文在对克虏伯公司采购流程的再造的过程中，优化了审批流程，使审批者能人尽其责的情况下，更加简单。通过采购工程师参与报价流程，严格控制报价过程中的风向。另外非常重要的一点是重新升级了公司的SAP系统。通过对系统的升级，，达到降低员工的工作强度，提升员工工作效率，提高公司经营水平的目的。另外，在整个流程再造和SAP系统上线的过程中，引入了外部风向顾问公司的对风险的控制，更是参考了集团内SAP使用的成功案例公司的成功经验。使系统上线和流程再造都具备可行性。希望通过本文的阐述，可以将公司的采购流程大大优化。从而达到降低公司采购成本的目的。
[Abstract]:China's manufacturing industry has experienced a wide range of thirty years of development, now the cost is rising, further globalization and other forms are facing difficult adjustments. How to break the bottleneck of the development of manufacturing enterprises and how to innovate is a problem in front of all manufacturing enterprises.
The globalization of economy and the global allocation of enterprise capital make the category of enterprise plan and purchase expand gradually, and the proportion of purchasing cost is more and more important in the operating cost of manufacturing enterprises. Therefore, reducing the cost of purchasing has become an important way to increase the profit of the enterprise. When the crisis of survival occurs, managers of enterprises must face up to this problem.
The company is a joint venture company funded by the Thyssen Krupp Limited by Share Ltd and the rich Austrian Beijing Great Automotive Components Company Limited. The company was established in 2003. The company is a manufacturing enterprise. The company's main product is the car to the column. The company has 300 employees, annual sales. The amount reached eight hundred million.
First of all, this paper, taking the specific situation of Changchun Co., Ltd. (hereafter "Krupp") as an example, analyzes a series of problems in the management of procurement process by discussing the current situation of the management of purchasing cost of the company, which is embodied in the imperfect process of purchasing management, too complicated examination and approval process. The low efficiency of purchase, the poor division of labor management responsibilities, and so on. If these problems are not properly solved, it is bound to affect the procurement of the Krupp Corp, and then affect the operating situation.
Through the elaboration of the process of the company, all the problems in the process are divided into three categories: management, process and operation. The management problem is mainly in the process of examination and approval, a large number of personnel are involved in the examination and approval, and the order of approval is not strictly controlled. The rationality of the purchasing conference mode should be carefully analyzed. And the process problem is mainly in the process. There are contradictions and intersecting phenomena in different methods of approval for different purchase amounts. In addition, there are also out of control risks in the process of quotation. These are all very obvious and easy problems. The main reason is the operation problem. The use of the three party system is relatively simple. It does not fully use the advantages of information recording and information sharing brought by the system. It is done by hand. It increases the operator's work intensity and increases the risk of error. This has a great impact on the efficient operation of the procurement process.
Secondly, this article will discuss and analyze the problems of the Krupp Corp procurement process one by one. And give the solutions or suggestions one by one. In view of the above problems, this paper proposes the following measures: to establish a perfect procurement system, to clear the examination and approval responsibility of the examiners, to enhance the management of the warehouse receipt, and to increase the information system through the promotion of the information system. Level to complete the overall process of upgrading and reengineering.
Finally, through the introduction of the SAP system solution and the successful example of Krupp French company, this paper expounds the reengineering of the Krupp Changchun company procurement process through the re line of the SAP system, and evaluates the technical support required by the Krupp Corp SAP system and the risk control support. Finally, The benefits of the system are summed up.
In this paper, in the process of the reengineering of the Krupp Corp procurement process, the approval process is optimized to make the approver be able to do its best. It is more simple to take part in the bidding process by purchasing engineers and strictly control the wind direction in the quotation process. The other very important point is to upgrade the SAP system of the company. In addition, in the process of the whole process reengineering and SAP system on-line, the risk control of the external wind direction consulting company is introduced, and the successful experience of the successful case company which is used by the group SAP is also referred to. Process reengineering is feasible. It is hoped that through this article, the purchasing process can be greatly optimized, so as to achieve the goal of reducing the purchasing cost of the company.

【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F416.4;F274

【共引文献】