ES公司间接材料采购流程优化与绩效提高

发布时间：2018-03-10 14:59

本文选题：间接材料采购管理　切入点：采购定位模型　出处：《南京大学》2017年硕士论文　论文类型：学位论文

【摘要】：在经济一体化的今天,为争夺全球市场,企业之间的竞争日益激烈,尤其是制造型企业,随着材料和人力成本的上涨,竞争尤为激烈。在这样的大背景下,企业与企业的竞争已扩展到企业之间整个供应链的竞争,采购管理成为企业降本增效的重要竞争优势。企业的采购管理分为直接用于生产的原材料采购管理和维护企业运营所需的各类设备,耗材,服务等不构成最终产品的间接材料采购管理。近年来,随着企业对成本控制的日益精准,很多企业开始关注间接材料采购的管理,并通过设置专门职能部门,制定采购战略和规范供应商管理等策略,加强了对间接材料采购的控制与管理,有效的降低了成本,提高了企业的竞争力。本文所讨论的ES公司,隶属于世界500强E集团,是一家典型的制造业企业,生产空调压缩机、冷凝机组、流体控制元器件等拥有世界领先技术的产品,并提供技术和售后服务。近年来,业务发展壮大,采购金额逐年上升,公司推行精益生产与流程优化理念,以应对制造业原材料和劳动力等成本上升的压力。在这样的背景下,公司管理层主导了间接材料采购管理流程优化的项目,以期能够达到降本增效。本文通过概括介绍ES公司目前间接材料采购部门的组织架构,现状,品类特点和流程等,归纳总结了目前在间接材料管理中所存在的主要问题和面临的挑战。如,缺乏相应的品类分类,从而造成采购战略的缺失,供应商管理流程不完善,各部门缺乏沟通,采购人员没有明确的考核机制,采购作业缺乏有效的信息系统支持,从而影响了采购管理的效率。本文借鉴国内外的相关理论,如流程再造理论,流程优化理论,采购管理理论,供应商管理理论等,结合实践,尝试对存在的问题进行分析,并提出了相应的采购流程与管理优化的解决方案。例如,根据采购定位模型,将间接材料品类分为常规类,杠杆类,关键类和瓶颈类,并以此制定相对应的采购战略和供应商管理战略。从价值链分析的角度,优化现有的采购流程,推行Oracle信息系统,完善供应商管理流程,加强对组织内部各部门的有效沟通,建立采购人员的考核激励体系等。ES采购流程与采购管理优化项目取得了阶段性的成果,在优化流程,供应商管理,采购效率,成本控制等方面都得到了很大的提升。但是流程优化与绩效提高是一个需要在具体实施中持续改进的过程。同时希望这一优化项目能够为其他企业的间接物料采购管理提供一定的思路和参考。
[Abstract]:In today's economic integration, in order to compete for the global market, the competition among enterprises is increasingly fierce, especially for manufacturing enterprises, with the rising costs of materials and manpower, the competition is particularly fierce. The competition between enterprises has extended to the competition of the whole supply chain between enterprises. Procurement management has become an important competitive advantage for enterprises to reduce costs and increase efficiency. The procurement management of enterprises is divided into various types of equipment and consumables that are directly used in the procurement management of raw materials for production and for maintaining the operation of enterprises. In recent years, with the increasing precision of cost control in enterprises, many enterprises begin to pay attention to the management of indirect materials procurement, and through the establishment of special functional departments, The establishment of purchasing strategy and the standardization of supplier management have strengthened the control and management of indirect material procurement, effectively reduced the cost and improved the competitiveness of the enterprises. The es Company discussed in this paper belongs to the Top 500 Group E in the world. Is a typical manufacturing enterprise, producing air conditioning compressors, condensers, fluid control components and other products with the world's leading technology, and provide technology and after-sales service. The company promotes the concept of lean production and process optimization to cope with the rising cost of manufacturing raw materials and labor. In this context, the management of the company leads the project of indirect material procurement management process optimization. This paper introduces the organization structure, current situation, category characteristics and process of indirect material purchasing department of es Company. The main problems and challenges in indirect material management are summarized. For example, the lack of category classification leads to the lack of procurement strategy, imperfect supplier management process, and lack of communication among various departments. There is no clear appraisal mechanism for purchasing personnel, and the procurement work lacks effective information system support, which affects the efficiency of procurement management. This paper draws lessons from relevant theories at home and abroad, such as process reengineering theory, process optimization theory, etc. Purchasing management theory, supplier management theory and so on, combined with practice, try to analyze the existing problems, and put forward the corresponding procurement process and management optimization solutions. For example, according to the procurement positioning model, The indirect material category is divided into conventional class, lever class, key class and bottleneck class, and the corresponding procurement strategy and supplier management strategy are formulated. From the point of view of value chain analysis, the existing purchasing process is optimized and Oracle information system is implemented. Consummating the supplier management process, strengthening the effective communication to the various departments within the organization, establishing the purchasing staff's examination and incentive system, etc. The procurement process and the procurement management optimization project have achieved the stage results, in the optimization process, the supplier management, Procurement efficiency, Cost control and other aspects have been greatly improved. But process optimization and performance improvement is a process that needs continuous improvement in concrete implementation. It is also hoped that this optimization project can be used as indirect materials for other enterprises. Buy management to provide certain train of thought and reference.
【学位授予单位】：南京大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F274;F416.4

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