摘要
电梯作为现代高层建筑的标配设施已经成为居民日常生活的基本需求，根据中国电梯行业协会的市场预测，未来几年内国内电梯市场的整体需求将达到50万台左右，市场潜力巨大。但随着科学技术的日益进步，以及生活质量的不断提升，电梯的质量问题逐渐收到关注，尤其是在全国各地发生多起电梯故障后，有关问题一度被媒体曝光，企业面临的压力越来越大。此外，建筑市场的不景气以及电梯市场的激烈竞争都迫使企业不得不通过降低成本、缩短交货期、提高产品质量、改进服务水平等方面来满足客户多元化的需求。因此，电梯制造企业目前的当务之急是提高市场占有率和经营利润，而产品的创新难以在短期内实现明显的效果，唯有内部的管理优化才是企业的首要目标。作者认为制造类企业的供应商管理是企业生存、发展的关键之一，根据研究表明，电梯类产品的原材料成本占比较高，如果降低每单位产品原材料的采购成本1%，则每单位产品对利润增长的贡献率可高达10%左右。
一般而言，制造企业会设立专门的采购管理部门，以此对供应商的合作情况进行评价，并对后续的采购提供建议，或采取必要的措施，所以采购部门的业务水平和用人情况将对企业产品起到决定性作用。由于受到客观因素的限制，许多制造商并没有相关的人才，对于供应商的评价和选择往往夹杂个人情感因素，甚至是利益输送，所谓的公平公正难以实施。因此，对于供应商的评价和选择应该更标准化、科学化、公平化，确保产品买卖双方的利益最大化。
因此，本文通过案例分析指出国内电梯制造公司在供应商评价和选择方面存在的问题，并借鉴国外学者的研究成果，结合国内的市场环境和企业的发展现状，提出必要的、可行的优化措施，即通过建立以供应商的生产能力、研发能力、质量管理能力、风险控制等指标为主的评价体系，对供应商进行分类管理。通过评价过滤不良供应商，避免因供应商断货而引发的种种困境，同时实现采购成本的有效控制，提高公司的后勤保障能力。高质量的产品和高效的生产能力必将提高公司的行业竞争力，助推公司发展转型。
关键词：供应商管理、分类管理、评价体系
ABSTRACT
The elevator as a modern high-rise building standard facilities has become the basic needs of the daily life of residents, according to the Chinese elevator industry association market forecast, the overall demand in the next few years the domestic elevator market will reach about 500 thousand units, the market potential is huge. But with the advances of science and technology, and constantly improve the quality of life, the quality problem of elevator gradually received attention, especially many elevator fault occurred in the country after the problem was exposed by the media, enterprises are facing increasing pressure. In addition, the construction market downturn and fierce competition of elevator market have forced enterprises by reducing the cost and shorten the delivery time, improve product quality, improve service levels to meet the diverse needs of customers. Therefore, a pressing matter of the moment elevator manufacturing enterprise now is to increase market share and profit, and product innovation is difficult to achieve in the obvious effect in the short term, only the internal management optimization is the primary goal of enterprises. The author thinks that the supplier management of manufacturing enterprises is one of the key to the survival and development of enterprises, according to the study, elevator product raw material costs accounted for relatively high, if the purchase cost by 1% per unit of product raw materials, each unit product of profit growth rate can be as high as 10%.
In general, manufacturing enterprises will set up a special department of procurement management, in order to evaluate suppliers, and provide suggestions for the subsequent purchase, or to take the necessary measures, so the procurement department of business and people will be on enterprise products play a decisive role. Due to objective factors, many manufacturers did not related personnel, for the evaluation and selection of suppliers are personal factors, even is the transfer of benefits, it is difficult to implement the so-called fair. Therefore, the evaluation and selection of suppliers should be more standardized, scientific and fair, so as to maximize the interests of both buyers and sellers.
Therefore, this article through case analysis and points out the existing domestic elevator manufacturing company in the supplier evaluation and selection problem, and the research results from foreign scholars, combined with the domestic market environment and enterprise development present situation, put forward the feasible optimization measures necessary, namely, through the establishment of the supplier’s production capacity, research capacity, quality management ability, risk control index evaluation system, classified management of suppliers. Through the evaluation of filtering bad suppliers, to avoid the difficulties caused by the supplier out of stock at the same time, to achieve effective control of procurement costs, improve the logistics support ability of the company. High quality products and efficient production capacity, will improve the company’s competitiveness in the industry, boost the company’s development and transformation.
Keywords: Supplier management; classification management; evaluation system
目录
ABSTRACT……………………………………………………….. II
1.1 研究背景…………………………………………………… 1
1.2 研究意义…………………………………………………… 1
1.3 国内外研究现状……………………………………………… 2
1.3.1 供应链管理现状………………………………………….. 2
1.3.2 供应商选择与评价研究…………………………………….. 3
1.4 研究内容…………………………………………………… 4
1.5 相关理论概述……………………………………………….. 5
1.5.1 供应商与供应链管理的理论学说……………………………… 5
1.5.2 供应商关系的演变………………………………………… 8
1.5.3 市场中主要的供应商选择方法………………………………. 10
第二章 GR公司供应商评价和选择现状………………………………… 12
2.1 GR公司概况……………………………………………….. 12
2.2 GR公司的供应商评价和选择现状……………………………….. 13
2.2.2 GR公司的供应商准入考核………………………………….. 13
2.2.3 GR公司的供应商日常考核………………………………….. 17
2.3 GR公司的供应商管理存在的问题……………………………….. 18
第三章 GR公司供应商日常考核评价体系的优化方案……………………… 21
3.1 供应商日常考核评价体系的优化目标…………………………….. 21
3.2 供应商日常考核评价体系的优化原则…………………………….. 21
3.3 供应商日常考核评价体系的组织优化…………………………….. 22
3.3.1 组织部门及评价流程的优化………………………………… 22
3.3.2 供应商管理模式的优化策略………………………………… 24
3.4 供应商评价指标体系的构建……………………………………. 26
3.4.1 供应商评价指标的确定……………………………………. 26
3.4.2 基于德尔菲法的指标重要性确定…………………………….. 28
3.4.3 基于优化的层次分析法构建评价体系…………………………. 30
3.5 实证分析………………………………………………….. 32
第四章 提升电梯制造公司供应商管理水平的建议………………………… 37
4.1 企业内部引起供应商管理问题的辩证分析…………………………. 37
4.1.1 改变传统思维，树立全局意识………………………………. 37
4.1.2 提高企业内部的信息化水平………………………………… 38
4.1.3 加强采购人员能力培训……………………………………. 38
4.2 企业外部引起供应商管理问题的辩证分析…………………………. 38
4.2.1 宏观环境的定期分析……………………………………… 38
4.2.2 对供应商进行全生命周期管理………………………………. 39
第五章 结论与展望……………………………………………….. 41
5.1 研究结论………………………………………………….. 41
5.2 研究展望………………………………………………….. 42
参考文献……………………………………………………….. 43
攻读硕士学位期间取得的研究成果……………………………………. 47
