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1、 论文摘要 随着科技的进步和世界经济的高速发展,全球化的信息网络以及全球化的竞争市场的形成,各大企业都面临着如何缩减成本、提高产品质量和缩短交货周期的挑战,通过和上下游企业建立供应链的方法可以有效的提高生产企业应对市场变化的速度,提高生产企业的核心竞争力。SP公司是一家主营光电通信产品的高科技企业,近年来,SP公司进入中国市场,其产品在中国电信行业各个领域得到了广泛的运用,相应地SP公司的各类业务也取得了较快的发展,同时也加大了对各类产品原材料的供应压力,因此SP公司采取了一系列对供应商管理的变革,本文拟结合对SP公司供应商管理的变革实践,来总结出通信产品企业供应商管理的改进策略和评估措施。
2、本研究的目的是运用供应商管理的相关理论,通过对SP公司供应商管理的现状分析,揭示 SP 公司在供应商管理中存在的各种问题,同时基于 SP 公司供应商管理变革实际和对 SP 公司供应商管理变革成效的评价,总结出 SP 公司供应商管理的成功经验。 本研究的理论意义在于进一步丰富和发展了我国企业供应商管理的研究理论体系,从通信产品企业的角度分析了供应商管理的问题,相关理论及研究成果可为我国学术界今后展开相关研究提供一定的理论参考。本研究的实践意义在于通过分析和总结SP公司供应商管理的经验,可为我国同类企业展开供应商管理和评估提供理论借鉴,也为我国同类企业对如何展开供应商管理变革成效的评估提供一定的理
3、论支持。 本文首先论述了供应商管理的相关理论,阐述了供应商管理的涵义、供应商关系的内容以及供应商关系管理。然后本文结合SP 公司的实际,首先论述了SP公司的公司背景、业务及产品范围,然后分析了SP公司供应商管理的现状,运用访谈法调查了 SP 公司供应商管理中存在的各种问题。之后,本文结合 SP公司的现状,分析了在当前形势下SP公司加强供应商管理的必要性和可行性。本文还结合SP公司供应商管理变革的实际,分别从供应商的开发管理、价格管理和绩效评估方面论述了SP公司供应商管理流程的优化,在供应商开发管理方面,SP公司建立供应商开发和管理部门,完善了供应商选择的评价指标体系,建立供应商开发和评审的流程
4、。在供应商价格管理方面,SP公司通过加强制度3建设,规范采购行为,来加强对供应商价格的监管,通过加强信息管理和市场调查,来增强对供应商价格的控制能力,通过严格采购程序,来确保供应商价格的合理性。在供应商绩效评估方面,SP公司建立了对供应商季度品质考核与现场稽核的考核方式,根据考核结果对供应商进行评级。SP公司成立关键物料评审委员会,并对SP公司的物料和供应商进行了分类,根据采购的金额量和供应商的风险把SP公司的物料分为一般材料、杠杆材料、战略材料和瓶颈材料。相应的,供应商可以分为常规供应商、合作型供应商、战略型供应商以及单一型供应商四类。对于常规供应商,SP公司与之建立短期竞争性的合作关系;对
5、于合作型供应商,SP公司建立中长期竞争性的合作关系;对于战略型供应商,SP公司建立长期的战略合作和动态联盟关系;对于单一型供应商,SP公司通过寻找替代商以及建立和同行其它公司共同采购的合作关系。SP公司通过在公司中引入供应商信息管理系统来加强对供应商关系的维护。此外,SP公司通过与供应商签订供货品质协议和加强与供应商品质问题沟通和处理来加强供应商关系的风险管理。昀后,本文论述了SP公司供应商关系改革取得的成绩,SP公司通过供应商管理的变革,建立了供应商战略联盟,提高了供应链效率,降低了公司的采购成本,加强了供应商的沟通与协作,降低了原材料的供应风险,改善了供应商的绩效管理。 本文主要运用了文献
6、归纳法、访谈法、实践调研法和调查问卷法等四种研究方法,文献归纳法主要运用于与本课题有关的国内外研究现状以及供应商管理的理论资料的收集、整理、分析、对比和归纳,从而理出与本课题有关的供应商管理的理论资料,为全文的展开寻找理论支持。访谈法主要运用于SP公司供应商关系管理问题及原因的分析之中,通过对SP公司负责供应商管理的副总裁的访谈,了解公司在供应商管理变革前存在的问题以及SP公司加强供应商管理的必要性和可行性。调查问卷法主要用于SP公司供应商关系管理变革之后,对于其变革成效的检验,通过对供应商管理信息系统的调查,了解其应用的有效性。实践调查法主要运用SP公司供应商管理变革举措的调研之中,通过对S
7、P公司实际的调查,获取SP公司相关的供应商调查表、供应商管理规范、供应商供货品质协议等实际资料,从而了解SP公司在供应商管理中所采取的变革措施。本文主要的特色和实际应用价值有两个方面:第一,目前国内对于企业供4应商管理的研究多集中在问题及策略分析层面,但对于供应商管理的成效方面的评估的研究仍不多见,本文在分析SP公司供应商管理问题及变革的基础上,进一步对供应商管理变革的成效进行了检验,这是文章的一大特色。第二,本文综合运用了访谈法、调查问卷法等多种实践调研的方法,对SP公司供应商管理存在的问题及原因,以及相应的供应商管理变革的成效进行了实际的调研,这也是本文的特色点。关键词: 供应链管理;供应
8、商关系管理;伙伴关系;变革 5Abstract Along with the technical progress and world economics high speed development, the globalized information network as well as the globalized competitive markets formation, how does each big enterprise face is reducing the cost, to improve product quality and the reduction deliv
9、ery cycle challenge, through establishes with the upstream and downstream enterprise supplies chains method to be possible the effective enhancement Production enterprise to deal with the market shift the speed, enhances Production enterprises core competitiveness. SP Corporation is one sells the el
10、ectro-optical correspondence product the High-tech enterprise, in recent years, SP Corporation entered the Chinese market, its product obtained the widespread utilization in Chinese telecommunication profession each domain, SP Corporations each kind of service also has made correspondingly the quick
11、 progress, simultaneously has also enlarged to each kind of product raw material supply pressure, therefore SP Corporation adopted a series of has related the management to the supplier the transformation, this article planned to unify relates the management to the SP Corporation suppliers the trans
12、formation practice, summarized the correspondence product enterprise suppliers to relate the management the improvement strategy and the appraisal measureThis researchs goal is the correlation theories which manages using the supplier, through present situation analysis which manages to the SP Corpo
13、ration suppliers, promulgates SP Corporation, in the supplier relates each kind of question which in the management exists, simultaneously relates the management based on the SP Corporation suppliers to transform actual and relates the management transformation result to the SP Corporation suppliers
14、 the appraisal, summarizes the SP Corporation suppliers to relate the management the successful experience. the this researchs theory significance lay in further enriches and develops Our country Enterprise suppliers to relate the management the research system info, analyzed the supplier from the c
15、orrespondence product enterprises angle to relate the management the question, the correlation theories and the research results may, as soon as launch 6the related research for our country academic circle to provide the theory reference which from now on decided. This researchs practice significanc
16、e lies in through analyzes and summarizes the SP Corporation suppliers to relate the management the experience, may launch the supplier for our country Similar Enterprise to relate manages and appraises provides the theory to use for reference, also how to launch the supplier for our country Similar
17、 Enterprise to relate the management transformation result the appraisal to provide the theory support which, as soon as decidesIn the supplier price administration aspect, SP Corporation through strengthens the system construction, the standard purchase behavior, strengthens to the supplier price s
18、upervision, through strengthens the information management and the market survey, strengthens to the supplier price control, through the strict adoption process, guarantees the supplier price the rationality. In the supplier achievements appraisal aspect, SP Corporation has established to the suppli
19、er quarter quality inspection and the scene investigation inspection way, carries on the rating according to the inspection result to the supplier. SP Corporation establishes the essential material Appraisal committee, and has carried on the classification to the SP Corporations material and the sup
20、plier, divides into according to the purchase amount quantity and suppliers risk the SP Corporations material a material, the release lever material, the strategic material and the bottleneck materialCorresponding, the supplier may divide into the conventional supplier, the cooperation supplier, the
21、 strategy supplier as well as the sole supplier four kindsRegarding conventional supplier, SP Corporation with it establishment short-term competitive cooperation; Regarding the cooperation supplier, SP Corporation establishes the medium and long-term competitive cooperation; Regarding the strategy
22、supplier, SP Corporation establishes the long-term strategic cooperation and the dynamic alliance relations; Regarding the sole supplier, SP Corporation through seeks for the cooperation which substitution business as well as the establishment and colleague other companies purchase together. SP Corp
23、oration through introduces the supplier information management system in the company to strengthen the maintenance which relates to the supplier. In addition, SP Corporation through and 7strengthens with the supplier sign goods supply quality agreement with the supply commercial quality question com
24、munication and processing strengthens the risk management which the supplier relates. Finally, this article elaborated the SP Corporation suppliers to relate the result which the reform obtained, SP Corporation the transformation which managed through the supplier, has established the supplier strat
25、egic alliance, raised the supply chain efficiency, reduced companys procurement cost, strengthened suppliers communication and the cooperation, reduced raw material supply risk, improved suppliers achievements managementThis article first elaborated the correlation theories which the supplier manage
26、s, elaborated the supplier manages the implication, the supplier relate the content as well as the supplier relate the management. Then this article links to the SP Corporations reality, first elaborated the SP Corporations company background, the service and the product scope, then has analyzed the
27、 present situation which the SP Corporation suppliers manage, investigated each kind of question which using the interview law the SP Corporation suppliers manage exist. Afterward, this article unifies the SP Corporations present situation, analyzed SP Corporation strengthened the necessity which an
28、d the feasibility under the current situation the supplier managed. This article also links to the reality which the SP Corporation suppliers manage transform, separately from suppliers development management, the price administration and the achievements appraisal aspect elaborated the SP Corporati
29、on suppliers to manage the flow the optimization, developed the management aspect in the supplier, SP Corporation establishes the supplier development and the Control section, has consummated the evaluating indicator system which the supplier chose, established the supplier development and the appra
30、isal flowThis article has mainly utilized the literature induction, the interview law, the practice investigation and study law and the questionnaire law and so on four research techniques, the literature induction mainly utilizes in the theory material collection which, the reorganization, the anal
31、ysis, the contrast and the induction manages with this topic related domestic and foreign research present situation as well as the supplier, thus the principle leaves with this topic concerned supplier 8relates the management the theory material, launches for the full text seeks for the theory supp
32、ort. The interview law mainly utilizes in the SP Corporation suppliers relates the management question and during the reason analysis, through Corporation is responsible for the supplier for SP manage purchases managers interview, understood the company before the supplier relates the question which
33、 the management transforms exists as well as causes the question the reason. After the questionnaire law mainly uses in the SP Corporation suppliers relate the management transformation, regarding its transformation results examination, through to the supplier management information systems investig
34、ation, understands its application the validity. The practice survey procedure mainly manages the transformation action using the SP Corporation suppliers during the investigation and study, through to the SP Corporation actual investigation, gains the SP Corporation related supplier survey form, th
35、e supplier administrative regulations, the supplier to supply goods the quality agreement and so on actual material, thus understands SP Corporation, in the supplier relates the transformation measure which in the management adoptsPlace of this article main characteristic has two aspects: First, at
36、present domestic relates the management regarding the enterprise suppliers the research to concentrate in the question and the strategy analysis stratification plane, but related the management regarding the supplier the result aspect appraisal research still not to see, this article in analyzed SP
37、Corporation suppliers to relate the management question and in the transformation foundation, further related the result which to the supplier the management transformed to carry on the examination, this was an article big characteristic. Second, this article synthesis has utilized the interview law
38、, the questionnaire law and so on many kinds of practice investigation and study method, manages the existence to the SP Corporation suppliers the question and the reason, as well as the corresponding supplier managed the result which transformed to carry on the actual investigation and study, this
39、was also this article characteristic spotKeywords:? Supplying chain management; Supplier Relationship Management; Partnership; Transform 9目 录 第一章 绪论.13 1.1 论文研究的背景及意义13 1.1.1 研究背景.13 1.1.2 研究目的与意义.13 1.2 国内外研究的现状.14 1.2.1 国外研究现状14 1.2.2 国内研究现状15 1.2.3 研究述评.16 1.3 本文研究的框架和主要内容.17 1.4 研究方法17 1.5 论文的特色
40、与实际应用价值.18 第二章 SP公司供应商管理的流程及问题分析18 2.1 SP公司简介.19 2.2 变革前SP公司的供应商管理流程.20 2.2.1 SP公司的供应商.20 2.3 供应商管理的问题分析.22 2.3.1 缺乏供应链管理的理念.22 2.3.2 供应商开发管理流程不规范22 2.3.3 未建立有效的供应商的评价机制.23 2.3.4 未建立供应商的激励机制.23 2.3.5 缺乏对原材料和供应商的分类管理24 102.4 SP公司加强供应商管理的必要性和可行性分析.24 2.4.1 加强供应商管理的必要性.24 2.4.2 加强供应商管理的可行性.26 第三章 SP公司供
41、应商管理变革27 3.1 树立供应链管理理念.27 3.2 SP公司供应商流程的重组.28 3.2.1 供应商的开发管理.28 3.2.2 供应商价格管理.30 3.2.3 供应商的绩效评估.31 3.2.4 建立供应商的激励和约束机制.34 3.3 供应商分类管理35 3.4 建立新的合作关系.37 3.4.1 供应商关系管理策略37 3.4.2 供应商关系维护.38 3.4.3 供应商关系的风险管理39 第四章 SP公司供应商管理改革的效果.44 4.1 SP公司供应商管理改革取得的成绩.44 4.1.1 建立了供应商战略联盟.44 4.1.2 供应链效率提高.44 4.1.3 采购成本大
42、幅度降低46 4.1.4 加强了与供应商的沟通与协作.47 4.1.5 降低了原材料的供应风险.50 114.1.6 改善了供应商的绩效管理.50 4.2 SP公司供应商管理改革成功经验的借鉴意义50 第五章 结论与展望.52 5.1 论文的结论及主要贡献52 5.2 供应商管理变革的建议53 5.3 今后研究工作的展望.53 参考文献.54 附录一 沟通访谈记录表.58 附录二 SP公司变更供应商审批表.61 附录三 调查问卷62 12第一章 绪论 1.1 论文研究的背景及意义 1.1.1 研究背景 人类社会的发展已经步入了信息化时代,在二十一世纪的今天,地球村的概念已经深入人心,经济发展和
43、科技进步所带来的全球化趋势导致整个世界的市场呈现出日益增加的竞争趋势,由于需求的更新和变化日益增速,这就从根本上推动了技术改革和进步,从而导致对待产品时各个企业都在尽力缩短寿命周期。这就要求现代企业必须在产品质量、生产周期、服务水平及产品成本上做出一定程度的突破来适应这种新的竞争压力。其中用以减少生产周期的一个重要手段就是改善供应链的合作关系,这种合作关系必须符合大规模运营的模式。对于市场需求的高速变更,一个企业想要通过自身的资源来实现生产速度的提升以满足市场显然是不现实的,供应链之间的竞争已经渐渐成为企业间竞争的一个重要因素。就产业链整体分析,只有将本企业的上游和下游资源很好的整合起来,才能
44、确立企业的优势地位,才能提高质量、降低成本,在激烈的市场竞争中取得自身的优势地位。在这样一种供应链的思想指导下,生产企业对于上游供应商企业的管理的重要性显而易见,通过与上游不同的供应商企业建立其各种合作关系,有效的对其进行开发、管理、评价,对于提高生产企业的核心竞争力和优势极为重要。 SP公司是一家主营光电通信产品的高科技企业,公司业务领域涵盖各类光通信产品的研发、生产和销售,产品的范围包括各类光电通信产品的元器件、模块化产品以及子系统,公司的产品已经广泛地电信系统和数据通讯网络。近年来,SP公司进入中国市场,其产品在中国电信行业各个领域得到了广泛的运用,相应地SP公司的各类业务也取得了较快的
45、发展,同时也加大了对各类产品原材料的供应压力,因此SP公司采取了一系列对供应商管理的变革,本文拟结合对SP公司供应商管理的变革实践,来总结出通信产品企业供应商管理的改进策略和评估措施。 1.1.2 研究目的与意义 本研究的目的运用供应商管理的相关理论,通过对 SP 公司供应商管理的现状分析,揭示 SP 公司在供应商管理中存在的各种问题,以及 SP 公司供应商13管理存在问题背后的深层次原因,同时基于SP公司供应商管理变革实际和对SP公司供应商管理变革成效的评价,总结出SP公司供应商管理的成功经验。 本研究的理论意义在于进一步丰富和发展了我国企业供应商管理的研究理论体系,从通信产品企业的角度分析
46、了供应商管理的问题,相关理论及研究成果可为我国学术界今后展开相关研究提供一定的理论参考。 1.2 国内外研究的现状 1.2.1 国外研究现状 国外很早就开始研究供应链问题,通过多年来的研究,现在的外国文献持有这样一个观点:对于企业的长期发展来说,将小部分选定的供应商作为战略供应商比选择更多的供应商进行发展更为有利。风险的分担、收益的共享可以通过渠道合作伙伴来保持长期的合作进行,相互之间形成一种亲密关系close relationship,国外在供应商管理上的观点归纳如下: Weber,Current和Benton综述了74篇供应商选择的文献,调查各项评估准则在不同文献上的频率,从而决定各项评估
47、准则的相对排序。他们发现净价是讨论昀多的一项准则,接下来依次是交货、质量、生产设施/能力、地理位置、技术能力、管理和组织。 定义供应商合作伙伴关系昀早是由Cooper进行的,之后Ellram、Stuart、Heide and John等人也先后对这一概念进行了补充。亲密关系的建立表明企业有了可以利益共享、风险分担的渠道合作伙伴。两者之间的关系特点表现为优1势互补、协议持久、信息共享等 。 美国学者Kraljic首次在商业采购领域中引入了组合模型矩阵,他分别从企业的物资供应风险和采购物资的额度和利润潜力这两个维度将企业采购的物资分为四大类别,分别是一般物资、杠杆物资、战略物资和瓶颈物资,并根据四2种类别的物资相应的划分了供应商的类别 。 Carr andPearson从企业财务和采购战略两个方面对供应商和采购商的关系进行了研究,结果表明,供应商和采购商形成长期合作关系后其合作协同强度3会明显增强,同时也正面影响着企业的财务数据 。1熊伟, 韦司滢, “供应商关系管理浅析”,物流技术,2007年第2期, 第34页 2秦建军,“供应商关系管理探讨”,江汉石油职工大学学报, 2005年第5期, 第22页 3齐云英, “供应链下供应商关系管理研究”,黑龙江科技信息, 2008
