乌斯坦船舶设备（宁波）有限公司采购效率提升研究

发布时间：2018-03-06 03:00

本文选题：采购效率提升　切入点：采购管理优化　出处：《宁波大学》2014年硕士论文　论文类型：学位论文

【摘要】：对于所有制造型企业而言，采购物料成本占据了企业产品成本最大的比例，平均水平在60%以上，所以控制和降低采购成本成了每个制造型企业最重要的管理目标之一。采购部门的工作直接影响到这一管理目标的实现程度：采购人员与供应商谈定的价格是否足够有竞争力？采购人员所采购的产品质量是否合适？采购人员是否能够按照企业生产运营过程的实际所需适时、适量地满足供应，以使企业的资金得到最大化的利用？等等，所有这些采购工作是否可以得以全面开展，或者开展的程度以及取得的效果所体现出来的正是一个企业采购效率的高低，或者说这些程度与效果受到采购效率高低的影响和制约。乌斯坦船舶设备（宁波）有限公司是在海洋工程船舶开发和建造领域世界排名前3位的挪威乌斯坦集团在中国宁波设立的全资子公司，在经济快速发展时期，由乌斯坦集团设计开发的船舶，成本并不是船东关注的最重要的问题，但随着全球经济低迷，尤其是全球的船事从2010年开始进入低谷，海洋工程船舶的建造市场也不可避免地受到冲击，船东也逐渐提高了关注成本的意识，有着贵族般荣耀的乌斯坦船舶建造也与时俱进地将产品成本提上了日程。本论文通过研究采购管理方面的的文献资料，，结合实际的采购理论知识，分析乌斯坦宁波的工作现状和采购效率，发现乌斯坦宁波的采购效率从时间效率、资金成本效率和库存成本方面都有再优化的空间，进而提出可以使乌斯坦宁波采购效率提升的备选方案--方案1：按项目立项，每周集中采购；方案2：按项目开始生产所有物料即在库，每周集中采购。接着对提出的方案及其风险进行定量和定性分析，得出方案1在时间效率方面相对于现行工作方案会有26.96%的提升，但在资金成本效率和库存成本方面相对于现行工作方案表现平平；方案2在时间效率方面相对于现行工作方案会有5.96%的提升，并且在资金成本效率和库存成本方面相对于现行工作方案表现突出，既可以避免提前3个多月将150万的款项支付给供应商，也可以避免由于项目取消而造成大批物料形成呆滞库存的风险。考虑乌斯坦宁波的现状需求，选定最终的提升采购效率的方案为方案2，即按项目开始生产所有物料即在库，每周集中采购。最后结合目前乌斯坦宁波内部的管理契机，给出实施最终选定的优化方案的具体流程。
[Abstract]:For all manufacturing enterprises, the cost of purchasing materials accounts for the largest proportion of the cost of their products, with an average level of more than 60%. Therefore, controlling and reducing procurement costs has become one of the most important management objectives of every manufacturing enterprise. The work of the procurement department directly affects the degree to which this management goal is achieved: is the price agreed between the purchasing staff and the supplier competitive enough? Is the quality of the product purchased by the purchasing staff appropriate? Can the purchasing personnel meet the supply according to the actual needs of the production and operation process in order to maximize the use of the enterprise's funds? Wait, whether all these procurement work can be carried out in a comprehensive way, or whether the degree of development and the results achieved reflect exactly the level of procurement efficiency of an enterprise, In other words, these degree and effect are influenced and restricted by purchasing efficiency. Wushan Shipbuilding equipment (Ningbo) Co., Ltd. is a wholly-owned subsidiary set up by Norwegian Uestan Group in Ningbo, China, in the field of marine engineering ship development and construction in the world. During the period of rapid economic development, Wushan Shipbuilding equipment (Ningbo) Co., Ltd. The cost of ships designed and developed by Uestan Group is not the most important issue for shipowners, but with the global economic downturn, especially the global shipping affairs since 2010 into a trough, The construction market of marine engineering ships is inevitably impacted, shipowners have gradually raised the awareness of paying attention to the cost, and the construction of Ustan ships with aristocratic glory has put the cost of products on the agenda with the times. In this paper, through the study of procurement management literature, combined with the actual knowledge of procurement theory, the paper analyzes the status quo and procurement efficiency of Wudan Ningbo, and finds that the procurement efficiency of Wudan Ningbo from time efficiency. Capital cost efficiency and inventory cost have room for re-optimization, and then put forward an alternative to improve the procurement efficiency of Wudan Ningbo: option 1: project, weekly centralized procurement; Scenario 2: start production of all materials on a project-based basis, centralized procurement on a weekly basis. Then quantitative and qualitative analysis of the proposed scheme and its risks shows that scenario 1 will have an improvement of 26.96% over the current programme of work in terms of time efficiency. However, in terms of cost efficiency of funds and costs of inventory, performance relative to the current programme of work has been mediocre; programme 2 will have a 5.96% improvement over the current programme of work in terms of time efficiency. And in terms of capital cost efficiency and inventory cost, compared to the current work programme, it can avoid paying 1.5 million dollars to suppliers more than three months in advance. It can also avoid the risk that a large number of materials will become lacklustre inventory due to the cancellation of the project. Considering the current situation in Wudan Ningbo, the final plan to improve procurement efficiency is Project 2, that is, all materials will be produced in the warehouse at the beginning of production according to the project. At last, combined with the internal management opportunity of Wudan Ningbo, the concrete process of implementing the final selected optimization scheme is given.
【学位授予单位】：宁波大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F406.7;F416.474

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