BD公司供应商选择流程问题和对策研究

发布时间：2018-10-12 13:17

【摘要】：有效的供应商选择在为组织创造竞争优势和对其绩效产生积极影响方面起着至关重要的作用。近20年来,中国成为全球生产大国,被视为最理想的外包国家。在这些外包活动中,经常由母公司集中管理和制定各种战略性文件,如关键合同,流程等。由于外包国的文化差异、发展水平和教育水平的不同,常常是母公司制定的合同或流程不适用于外包国家。冲突来临,外包变得不那么有竞争力。BD,一家德国DIY多渠道零售商,作为这类跨国公司的一员,通过他们在中国的国际采购办公室在中国购买商品。他们也面临着这样的冲突,直接的表现就是母公司编制的供应商选择流程在实施中遇到了很多的问题。本文的研究意义在于紧密运用理论联系实践的方法来解决实践中的具体问题。文献综述部分回顾了外包、全球采购、国际采购办公室的历史,让作者理解了国际采购办事处被定义为操作执行层而不参与母公司管理战略层的历史原因,让其能更加理性地对待平时的工作;紧接着回顾了供应商选择,业务流程,供应商选择流程,业务流程改进等领域的理论与工具,结合三个BD公司在供应商选择过程中的实际例子,运用这些管理学理论和工具对这三个案例进行了详细的分析,从而找出BD现有的供应商选择流程存在的问题。最后运用参照行业标杆法,即参考马士华总结的供应商选择和评估步骤图(图2-4),来评估和优化BD当前的供应商选择流程。供应商选择流程是由欧洲的母公司起草的,而优化的流程则由中国采购办事处的中国员工通过实践后首先提出,这在实践中是非常少见的。因为中国的采购办事处通常是被母公司定位为提供协助的操作层,而不是创新或参与制定公司战略的管理层。希望通过此论文的撰写,在用管理理论解决实际工作问题的同时,也能为其他处于操作层的中国采购办事处员工的供应商选择流程提供参考,同时也为那些在中国进行采购的跨国母公司能从中国员工的视角看待他们在中国的供应商选择问题提供参考。
[Abstract]:Effective supplier selection plays a crucial role in creating competitive advantages and having a positive impact on the performance of an organization. In the past 20 years, China has become a global production power and is regarded as the most ideal outsourcing country. In these outsourcing activities, the parent company often centrally manages and develops various strategic documents, such as key contracts, processes, etc. Because of the cultural differences in outsourcing countries and the differences in development and education levels, it is often the parent company that makes contracts or processes that are not applicable to outsourcing countries. As conflict approaches, outsourcing becomes less competitive. BD, a multi-channel retailer in DIY, Germany, buys goods in China through its international sourcing office in China as a member of such multinationals. They also face such conflicts, the direct performance is that the parent company of supplier selection process in the implementation of a lot of problems. The research significance of this paper is to use the method of combining theory with practice to solve the specific problems in practice. The literature review section reviews the history of outsourcing, global procurement, and the Office of International Procurement, giving the author an understanding of the historical reasons why international procurement offices are defined as operating executive layers rather than participating in the parent company's management strategy layer. And then review the theories and tools in the fields of supplier selection, business process, supplier selection process, business process improvement and so on. Combined with the practical examples of three BD companies in the process of supplier selection, this paper makes a detailed analysis of these three cases by using these management theories and tools, and finds out the problems existing in the current supplier selection process of BD. Finally, the current supplier selection process of BD is evaluated and optimized by using the reference industry benchmarking method, that is, the supplier selection and evaluation process diagram summarized by Maersk China (Fig. 2-4). The supplier selection process is drawn up by the European parent company, while the optimized process is first proposed by the Chinese staff of the China Procurement Office, which is rare in practice. Because the procurement office in China is usually positioned by the parent company as the operational layer to provide assistance, not the management who innovates or participates in the development of the company's strategy. It is hoped that through the writing of this paper, the management theory can be used to solve the practical work problems, and at the same time, it can also provide a reference for the supplier selection process of other Chinese procurement office employees in the operation layer. It also provides a reference for multinational parent companies that purchase in China to view their supplier selection in China from the perspective of Chinese employees.
【学位授予单位】：广东外语外贸大学
【学位级别】：硕士
【学位授予年份】：2016
【分类号】：F274

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