GQ公司供应商管理问题研究
摘要
在当今全球经济一体化、企业之间依存日益密切、用户需求越来越个性化的环境下,供应链之间的竞争已成为21世纪的主要竞争形式。采购是供应链的源头,供应商管理又是有效采购的基础,所以研究如何抓好供应链的源头一一供应商管理,建立科学、合理的供应商管理模式,对于提高企业核心竞争力,降低运营成本,取得供应链整体效益最大化具有重要理论指导意义。
本论文采用理论分析与应用研究、定性分析与定量分析相结合的方法,综合运用供应商管理的理论和方法,对GQ公司的供应商管理模式进行了较为系统的研究。
本论文首先综述了供应链管理和供应商管理的基本理论；然后阐述了当前GQ公司供应商管理现状,强调了GQ公司供应商管、用分开的独特管理模式,同时分析了GQ公司现有供应商管理模式存在的问题,认为原有的供应商管理体系不够全面、系统,一些方法不科学,没有从供应链的角度来考虑：接着在前文分析的基础上,结合GQ公司业务特点,提出了完善其现有供应商管理模式的几点建议,尤其提出了对GQ公司的供应商进行过程控制、分级管理、关系管理及评价指标体系设计等具有创新意义的具体措施；最后对实施效果和进一步关注的问题进行了初步分析。实施本论文提出的供应商管理改进建议,能使企业与供应商建立持久、稳定的互利双赢合作关系,从而为企业,也为供应商带来经济效益。
With the background of global economic integration and much more interdependence of enterprises plus variations in customer demand, supply chain's competitiveness has become a key competing factor in 21st century. Purchasing is the source of the supply chain, while supplier's management is the core foundation of efficient purchasing. Therefore, it is valuable to make a research into the key aspect of the supply chain, namely supplier management and to develop a scientific and a reasonable supplier management model, as such investigations can aid in the holistic optimization of the supply chain by enhancing competitiveness and reducing operational costs.
This article aims to systematically investigate the supplier management model used within GQ company. Combined theoretical and applied analyses are performed towards the supplier management model using both qualitative and quantitative methods.
Firstly, this article will describe the basic theory of supply chain management and supplier management. Next, it will review the current supplier management status of GQ company, who takes a special management model that separates'management' and'utilization'. This article will analyze the problems and limitations of the current model which was not constructed systemically or sufficiently holistically, with aspects of the supply chain not fully considered. Improvements will be presented that incorporate relevant aspects of supply management, in particular, for the GQ company, the criteria for suppliers were designed to incorporate the management of progress control, classification, multi-level, relationships and evaluation. Also, this article will put forward implementation strategies of these improvements. With successful implementation of these suggestions, it will build up a steady, long-term relationship with suppliers, as well brings mutual economic benefits.
本论文采用理论分析与应用研究、定性分析与定量分析相结合的方法,综合运用供应商管理的理论和方法,对GQ公司的供应商管理模式进行了较为系统的研究。
本论文首先综述了供应链管理和供应商管理的基本理论；然后阐述了当前GQ公司供应商管理现状,强调了GQ公司供应商管、用分开的独特管理模式,同时分析了GQ公司现有供应商管理模式存在的问题,认为原有的供应商管理体系不够全面、系统,一些方法不科学,没有从供应链的角度来考虑：接着在前文分析的基础上,结合GQ公司业务特点,提出了完善其现有供应商管理模式的几点建议,尤其提出了对GQ公司的供应商进行过程控制、分级管理、关系管理及评价指标体系设计等具有创新意义的具体措施；最后对实施效果和进一步关注的问题进行了初步分析。实施本论文提出的供应商管理改进建议,能使企业与供应商建立持久、稳定的互利双赢合作关系,从而为企业,也为供应商带来经济效益。
With the background of global economic integration and much more interdependence of enterprises plus variations in customer demand, supply chain's competitiveness has become a key competing factor in 21st century. Purchasing is the source of the supply chain, while supplier's management is the core foundation of efficient purchasing. Therefore, it is valuable to make a research into the key aspect of the supply chain, namely supplier management and to develop a scientific and a reasonable supplier management model, as such investigations can aid in the holistic optimization of the supply chain by enhancing competitiveness and reducing operational costs.
This article aims to systematically investigate the supplier management model used within GQ company. Combined theoretical and applied analyses are performed towards the supplier management model using both qualitative and quantitative methods.
Firstly, this article will describe the basic theory of supply chain management and supplier management. Next, it will review the current supplier management status of GQ company, who takes a special management model that separates'management' and'utilization'. This article will analyze the problems and limitations of the current model which was not constructed systemically or sufficiently holistically, with aspects of the supply chain not fully considered. Improvements will be presented that incorporate relevant aspects of supply management, in particular, for the GQ company, the criteria for suppliers were designed to incorporate the management of progress control, classification, multi-level, relationships and evaluation. Also, this article will put forward implementation strategies of these improvements. With successful implementation of these suggestions, it will build up a steady, long-term relationship with suppliers, as well brings mutual economic benefits.
引文
[1]刘春林.供应链的协作供应问题研究[J].管理科学学报,2002(5)：12-14
[2]古桥,杨茂盛,刁阳.掌控供应链[J].企业管理,2006(2)：30-37
[3]Ellram, L. M. The Supplier Selection Decision in Strategic Partnerships[J].Journal of Purchasing and Materials Management, 1990(20):8-14
[4]梁世翔,林敏晖,陈志红,楼伯良.采购实物[M].北京：人民交通出版社,2005：7
[5]黄明等.供应链管理中供应商选择问题的研究[J].计算机集成制造系统,2002(2)：41-44
[6](英)Andrew, Kakabadse and Nada, Kakabadse.灵捷外包一如何快速在全球获取资源[M].北京：经济管理出版社,2003：9
[7]沈小静.生产企业供应管理[M].北京：中国物资出版社,2002：11
[8]菲利普·科特勒著,梅汝和译.营销管理[M].上海：上海人民出版社(第八版),1999：324-346
[9]林长威.制造企业供应商管理研究[D].四川：西南交通大学,2004
[10]Leenders, Harold E. Fearon. Purchasing and Supply Management[M].北京：机械工业出版社,2001：122-130.
[11]盂林丽,丁以中.基于神经网络的供应商选择模型[J].物流技术,2006(3)：109-111
[12]梁昌勇,陈增明,丁勇.基于DS／AHP的供应商选择方法[J].运筹与管理,2005(6)第14卷：33-38
[13]霍佳震.集成化供应链绩效及其评价[M].石家庄：河北人民出版社,2001：205-240
[14]王惠,吴冲锋等.企业敏捷评价指标体系[J].工业工程与管理,1999(6)：50-54
[15]薛华成.管理信息系统[M].北京：清华大学出版社,2003：19-21
[16]郜振廷.一流三网：海尔物流创新模式[M].北京：中国时代经济出版社,2003：11-13
[2]古桥,杨茂盛,刁阳.掌控供应链[J].企业管理,2006(2)：30-37
[3]Ellram, L. M. The Supplier Selection Decision in Strategic Partnerships[J].Journal of Purchasing and Materials Management, 1990(20):8-14
[4]梁世翔,林敏晖,陈志红,楼伯良.采购实物[M].北京：人民交通出版社,2005：7
[5]黄明等.供应链管理中供应商选择问题的研究[J].计算机集成制造系统,2002(2)：41-44
[6](英)Andrew, Kakabadse and Nada, Kakabadse.灵捷外包一如何快速在全球获取资源[M].北京：经济管理出版社,2003：9
[7]沈小静.生产企业供应管理[M].北京：中国物资出版社,2002：11
[8]菲利普·科特勒著,梅汝和译.营销管理[M].上海：上海人民出版社(第八版),1999：324-346
[9]林长威.制造企业供应商管理研究[D].四川：西南交通大学,2004
[10]Leenders, Harold E. Fearon. Purchasing and Supply Management[M].北京：机械工业出版社,2001：122-130.
[11]盂林丽,丁以中.基于神经网络的供应商选择模型[J].物流技术,2006(3)：109-111
[12]梁昌勇,陈增明,丁勇.基于DS／AHP的供应商选择方法[J].运筹与管理,2005(6)第14卷：33-38
[13]霍佳震.集成化供应链绩效及其评价[M].石家庄：河北人民出版社,2001：205-240
[14]王惠,吴冲锋等.企业敏捷评价指标体系[J].工业工程与管理,1999(6)：50-54
[15]薛华成.管理信息系统[M].北京：清华大学出版社,2003：19-21
[16]郜振廷.一流三网：海尔物流创新模式[M].北京：中国时代经济出版社,2003：11-13