一汽—大众汽车有限公司供应商管理优化的方案研究

发布时间：2018-02-21 14:14

本文关键词： 供应商管理全生命周期管理供应商战略供货风险考核　出处：《吉林大学》2017年硕士论文　论文类型：学位论文

【摘要】：一汽-大众近几年面临产量高速增长以及降成本的巨大压力,目前拥有700多家零部件供应商,2000多家一般性物资供应商。面对即将到来的2020年,为了全面实现公司“2020战略”目标,通过对供应商管理方法的优化和改进,帮助一汽-大众持续优化管理成本,对一汽-大众采购战略目标的完成产生非常重要的作用。本论文采取理论研究与实践研究相结合的方法,首先对汽车业制造厂商丰田、大众、通用的采购模式进行了分析对比,针对目前一汽-大众供应商管理方面存在的问题逐一进行了分析和探讨,并深入剖析了问题产生的原因。其次在供应商管理的探索中,应用战略管理理论,综合管理实践,提出了优化方案:一是要优化目前的组织架构并对各科室的职能进行优化;二是要建立统一的系统管理平台;三是对从零部件采购和一般材料采购全面实行供应商全生命周期管理;四是增加供应商供货风险的考核。最后提出为了保障优化方案的实施需要分别从人员保障、供应商激励以及信息系统资源保障这几个方面给予支撑。本论文针对一汽-大众的供应商管理现状,从零部件供应商管理和一般材料供应商管理两方面分别进行了研究。对于一汽-大众来讲,一般材料供应商管理的规模已经非常庞大,原有的简单模式已经适应不了现在的发展变化。因此,无论是零部件采购还是一般材料采购,都应建立供应商全生命周期的管理机制,即对供应商管理不再是单纯的评价打分,凭经验判断好坏,而是从供应商准入、供应商日常管理、供应商综合评价、供应商提升、供应商淘汰等多个方面进行管理和跟踪,从而提升供应商管理效果。通过研究,还明确了采购战略的实现需要完善的组织架构和人员支撑以及完善的信息系统进行数据的分析和汇总,同时面对日益复杂的市场环境,对供应商要建立相应的风险考核机制,避免出现供货问题损失主机厂利益。全生命周期采购管理是以一汽-大众现有供应商管理的方法为蓝本,讨论如何科学的进行供应商管理,实现采购的短期目标和长期目标。这套方法,不仅对于一汽-大众也对同行有一定的借鉴意义。
[Abstract]:FAW-VW has faced tremendous pressure in recent years from high output growth and cost reduction, with more than 700 component suppliers and more than 2, 000 general materials suppliers. In the face of the upcoming 2020, in order to fully realize the company's "2020 Strategy," Through the optimization and improvement of supplier management methods to help FAW-VW continue to optimize the management costs, This paper takes the method of combining theoretical research with practical research to analyze and compare the purchase models of Toyota, Volkswagen and general automobile manufacturers. This paper analyzes and discusses the problems existing in FAW-VW supplier management one by one, and deeply analyzes the causes of the problems. Secondly, in the exploration of supplier management, we apply the theory of strategic management and the practice of comprehensive management. The optimization scheme is put forward: one is to optimize the current organizational structure and to optimize the functions of each department, the other is to establish a unified system management platform. The third is to carry out the whole life cycle management of suppliers for purchasing parts and general materials, and the fourth is to increase the assessment of supplier supply risks. Finally, it is proposed that in order to ensure the implementation of the optimization program, personnel should be guaranteed separately. This paper aims at FAW-VW 's supplier management situation. The two aspects of component supplier management and general material supplier management are studied separately. For FAW-VW, the scale of general material supplier management is already very large. The original simple model can no longer adapt to the current development and change. Therefore, the management mechanism of the whole life cycle of the supplier should be established, that is, the supplier management is no longer a pure evaluation. Judging good or bad from experience, but from supplier access, daily management of suppliers, supplier comprehensive evaluation, supplier promotion, supplier elimination and other aspects of management and tracking, thereby improving the effectiveness of supplier management. It is also clear that the realization of purchasing strategy needs perfect organizational structure and personnel support, and perfect information system to analyze and summarize the data. At the same time, in the face of the increasingly complex market environment, the supplier should establish the corresponding risk assessment mechanism. The whole life cycle procurement management is based on the existing FAW-VW supplier management method, discusses how to carry out the supplier management scientifically. To achieve the short-term and long-term goals of procurement. This set of methods not only for FAW-VW but also for the peer reference.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F274;F426.471

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