建筑企业材料供应商关系管理研究
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摘要
随着经济全球化、现代信息技术以及交通运输业的飞速发展,建筑企业已经不再受地理区域的限制,所承担的建筑项目的地理位置逐渐从本省扩展到全国乃至国外,行业竞争日趋激烈。与此同时,不稳定的建筑材料价格、消费者对建筑产品要求的不断提高也给建筑企业带来了很大的压力。为了迎接这些挑战,建筑企业必须提升自身的竞争力,以最有效的方式使用其内部和外部资源。材料供应商是建筑企业重要的外部资源,且与建筑产品的成本有着密切的联系,故一直是建筑企业关注的对象。建筑企业传统的材料供应商管理方法主要关注降低材料价格,压缩建筑产品的成本。供应商关系管理是一种新型的供应商管理方法,它以“双赢”的经营理念为指导思想,倾向与不同种类的供应商建立亲疏不等的关系,其中与部分的供应商结成较长期的、稳定的关系,以达到提高采购效率、降低采购成本之目的,最终使建筑企业获得竞争优势。
本文依据供应商关系管理在目前的研究成果,针对建筑企业特点,从供应商关系分类、建筑企业材料供应商关系模型、供应商的评价、供应商关系建立、供应商关系维护五个方面系统地研究了材料供应商的关系管理。本文的主要研究内容有以下几点。
1.针对建筑企业材料供应商的特点,在对建筑材料分类的基础上对供应商关系依照亲疏远近分为四类,然后构建了建筑企业材料供应商关系管理模型,并设计了具体实施步骤。
2设计了建筑企业与供应商之间的供应链契约,并分析了其在现实中的实现。
3.构建了基于关系分类的供应商评价指标体系,以确保属于不同关系类别的候选供应商有不同的评价指标体系进行评价。
4.提出维护建筑企业与材料供应商关系的三种方法:建立基于电子采购的信息共享机制、供应商关系管理风险防范措施和供应商考核和激励办法。
5.对WJ公司螺纹钢供应商关系管理进行实证应用分析。
本文在文献研究法的基础上,运用调查法、定量分析法和实证研究法对该论文涉及到的内容进行研究。本文的研究为建筑企业提升竞争力提供了一个新的思路,针对建筑企业实施材料供应商关系管理提出了一套相对系统的易于实施的方法。
With the economic globalization, the rapid development of the modern information technology and the transport industry, construction companies are no longer limited by geographic region. The geographical location of construction projects gradually expanded to the whole country and even abroad from the province. Competition in the construction industry has become increasingly fierce. At the same time, unstable building materials price, the high demands from consumers also brought great pressure to construction companies. In order to meet these challenges, construction companies need to improve their competitiveness and make full use of their internal and external resources. Material suppliers are important external resources, which are closely linked to construction cost. Therefore, construction companies pay more attention to it. Conventional materials supplier management focuses on materials price in order to reduce the cost of building products. Supplier relationship management is a new supplier management method, which advocates "win-win" business philosophy. It tends to establish different relationships with different types of suppliers and make long-term, stable and mutually beneficial relationship with some excellent suppliers to improve purchasing efficiency and reduce procurement cost. It helps construction enterprises obtain competitive advantage.
According to the present research of supplier relationship management, this paper has studied construction material supplier relationship management from five aspects: the classification of supplier relationships, materials supplier relationship model, supplier evaluation, building supplier relationship and maintaining supplier relationship. The main research of this article is as followed.
1. According to the characters of material suppliers in construction enterprise, supplier relationships are divided into four categories. The model of construction materials supplier relationship management is established. Then this paper designs the concrete implementation steps.
2. This paper designs the supply chain contract between construction enterprises and the material suppliers and analyses the practical application.
3. Supplier evaluation system based on relationship classification is built to ensure that the candidates belonging to different relationship categories have different evaluation index system.
4. Performance assessment, information sharing and risk control are proposed to maintain and develop relationships between the construction companies and material suppliers.
5. According to the research of this paper, rebar supplier relationship management in a real company is given.
In this paper, literature research method, survey method, quantitative analysis and empirical research method are used to research the contents of the thesis. This study brings a new way to enhance the competitiveness of construction enterprises and establishes a systematic and feasible method to implement the construction material supplier relationship management.
本文依据供应商关系管理在目前的研究成果,针对建筑企业特点,从供应商关系分类、建筑企业材料供应商关系模型、供应商的评价、供应商关系建立、供应商关系维护五个方面系统地研究了材料供应商的关系管理。本文的主要研究内容有以下几点。
1.针对建筑企业材料供应商的特点,在对建筑材料分类的基础上对供应商关系依照亲疏远近分为四类,然后构建了建筑企业材料供应商关系管理模型,并设计了具体实施步骤。
2设计了建筑企业与供应商之间的供应链契约,并分析了其在现实中的实现。
3.构建了基于关系分类的供应商评价指标体系,以确保属于不同关系类别的候选供应商有不同的评价指标体系进行评价。
4.提出维护建筑企业与材料供应商关系的三种方法:建立基于电子采购的信息共享机制、供应商关系管理风险防范措施和供应商考核和激励办法。
5.对WJ公司螺纹钢供应商关系管理进行实证应用分析。
本文在文献研究法的基础上,运用调查法、定量分析法和实证研究法对该论文涉及到的内容进行研究。本文的研究为建筑企业提升竞争力提供了一个新的思路,针对建筑企业实施材料供应商关系管理提出了一套相对系统的易于实施的方法。
With the economic globalization, the rapid development of the modern information technology and the transport industry, construction companies are no longer limited by geographic region. The geographical location of construction projects gradually expanded to the whole country and even abroad from the province. Competition in the construction industry has become increasingly fierce. At the same time, unstable building materials price, the high demands from consumers also brought great pressure to construction companies. In order to meet these challenges, construction companies need to improve their competitiveness and make full use of their internal and external resources. Material suppliers are important external resources, which are closely linked to construction cost. Therefore, construction companies pay more attention to it. Conventional materials supplier management focuses on materials price in order to reduce the cost of building products. Supplier relationship management is a new supplier management method, which advocates "win-win" business philosophy. It tends to establish different relationships with different types of suppliers and make long-term, stable and mutually beneficial relationship with some excellent suppliers to improve purchasing efficiency and reduce procurement cost. It helps construction enterprises obtain competitive advantage.
According to the present research of supplier relationship management, this paper has studied construction material supplier relationship management from five aspects: the classification of supplier relationships, materials supplier relationship model, supplier evaluation, building supplier relationship and maintaining supplier relationship. The main research of this article is as followed.
1. According to the characters of material suppliers in construction enterprise, supplier relationships are divided into four categories. The model of construction materials supplier relationship management is established. Then this paper designs the concrete implementation steps.
2. This paper designs the supply chain contract between construction enterprises and the material suppliers and analyses the practical application.
3. Supplier evaluation system based on relationship classification is built to ensure that the candidates belonging to different relationship categories have different evaluation index system.
4. Performance assessment, information sharing and risk control are proposed to maintain and develop relationships between the construction companies and material suppliers.
5. According to the research of this paper, rebar supplier relationship management in a real company is given.
In this paper, literature research method, survey method, quantitative analysis and empirical research method are used to research the contents of the thesis. This study brings a new way to enhance the competitiveness of construction enterprises and establishes a systematic and feasible method to implement the construction material supplier relationship management.
引文
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[6]蔡惠芬,张建三,魏大鹏.丰田供应商关系战略的演变[J].商业时代,2006, (24):28,34
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[8] Stuart, F.L, D. M. McCutcheon. 1995: Problem sources in establishing strategic supplier alliances [J]. Business Horizons, March-April 2000. 36-44
[9] ELLram, LM. The supplier selection decision in strategic partnership [J]. Journal of Purchasing and Materials Management, 1990.8-14
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[20] Symtka D L, M W Clemens. Total cost supplier selection model: a case study [J]. International Journal of Purchasing and Materials Management, 1993, (6):42-49
[21] Patton W E. Use of human judgment models in industrial buyers’vendor selectiondecisions [J]. Industrial Marketing Management, 1996, (25):135-149
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[23]袁晓卉,张卓.基于供应链的供应商选择研究综述市场周刊(理论研究) [J]. 2008,(09):26-27
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[29]蒋明荣,杨晓明.加强工程项目供应商关系管理是降低材料采购成本有效途径[J].当代经理人, 2006,(21):851-852
[30]沈存刚栗丹.浅谈建筑施工企业材料采购控制[J].建筑与预算, 2007, (06):59-60
[31]刘焕民.国防工程物资采购供应商管理探析[J].中国物流与采购, 2003, (15):49-50
[32]苑振柱.供应商供应绩效评价指标体系的建立和控制[J].物流科技, 2008, (06):140-142
[33]常彦泽.再探建筑企业的供应商选择——综合评分法视角[J].商场现代化, 2006, (489):23-24
[34]花玉文,陈猛,韩建军.绿色建筑供应链管理模式下的供应商选择方法[J].黄河水利职业技术学院学报, 2007,(03):30-32
[35]王军武,呙淑文.基于灰色关联度的建筑供应商选择方法研究[J].武汉理工大学学报, 2007,29(03):153-156
[36]王颖,顾鸿喜.建筑供应链运行期的供应商绩效评价研究[J].经济论坛, 2008, (22):106-108
[37]张必成,王宏伟.建设工程货物采购的最佳供应商选择问题研究[J]. 2008, 34(26):211-212
[38] R. Beach, M. Webster, K. M. Campbell, An evaluation of partnership development in the construction industry [J]. International Journal of Project Management, 2005, (23):611-621.
[39]刘加文.建筑企业加强对材料供应商的选择与管理_ISO9000标准在建材采购中的作用[J].铁道物资科学管理,1998,(16):47-47
[40]曹武军.供应链契约机制的研究[D]:武汉:华中科技大学,2006
[41]王明超.供应链参与企业具有不同风险偏好的供应链契约研究[D]:四川:西南交通大学,2008
[42]王国华,梁樑.决策理论与方法[M].合肥:中国科学技术大学出版社, 2006
[43]张臻竹.基于供应链环境下的供应商关系管理分析[D]:天津:天津大学,2005
[44]王学武,胡威.基于订货满足率的订单装配系统中的库存管理[J].运筹与管理, 2007, (3):7-11
[45]冯质冉.供应商的选择与评价研究[D]:镇江:江苏大学,2009
[46]戴有霞.高技术产业供应商关系管理研究[D]:广州:暨南大学,2004
[47]徐晓雨,朱道立.基于互联网的电子采购模式研究[J].物流技术, 2001, (5):24-27
[48]朱怀意,朱道立,胡峰.基于不确定性的供应链风险因素分析[J].软科学,2006, (3):37-41
[49]陈祥国.供应链合作关系构建过程中的风险防范问题研究[D]:上海:上海交通大学, 2005
[50] ZHU G P,PAN W N.Trust and relationship commitment on cooperative performance of supply chain [J]. Journal of Southeast University, 2007,(23): 64-70.
[51]Yang Geyao, Zheng hong, Li Dewei. The research on electronic purchasing of construction enterprises base on electronic commerce[A].Qi Ershi.The 15th International Conference ( I E & E M’2 0 0 8 ) [ C ] . Z h e n g z h o u : C h i n a M a c h i n e P r e s s , 2 0 0 8 : 1 2 9 5 - 1 2 9 8 .
[2]李友玲.制造业的供应商关系管理研究[D]:上海:同济大学经济与管理学院, 2008
[3] James P. Womack, Daniel T. Jones, Daniel Roos. The Machine That Changed the World : The Story of Lean Production[M]. New York: Harper Perennial, 1991.
[4]邱忠良.建筑材料[M].北京:中国建筑工业出版社, 2000
[5]包旭云,李帮义,李惠娟.从"苏丹红事件"看供应商管理[J].企业经济, 2006, (2):25-27
[6]蔡惠芬,张建三,魏大鹏.丰田供应商关系战略的演变[J].商业时代,2006, (24):28,34
[7] Dale Neef. e-Procurement:From Strategy to Implementation [M]. Canada :Finanial Times Prentice Hall, 2001
[8] Stuart, F.L, D. M. McCutcheon. 1995: Problem sources in establishing strategic supplier alliances [J]. Business Horizons, March-April 2000. 36-44
[9] ELLram, LM. The supplier selection decision in strategic partnership [J]. Journal of Purchasing and Materials Management, 1990.8-14
[10] Dave znelson, Patricia E.Moody, Jonathan Stegner. The purchasing machine:how the top ten companies use best practices to manage their supply chains[M]. New York: Simon & Schuster, 2001
[11]杨建华,赵涛,李霞.与供应商的采购合作关系分析[J].工业工程, 2003,(04):20-23
[12] Hope-Ross D, Spencer C. SRM is not yet a suit spot [J]. Gartner Group, 2001, (10)
[13]于青.我国零售商业的方展要重视关系管理[J].福建商业高等专科学校学报,2002,(01)
[14] [美]詹姆斯·P·沃麦克等著,沈希瑾等译.改变世界的机器[M].北京:商务印书馆,1999,198-201
[15] Charles C.Poirier,Michael J.Bauer. E-Supply Chain: using the internet to revolutionize your business How Market Leaders Focus Their Entire Organization on Driving Value to Customers [M]. San Francisco: Berrett-Koehler Publishers, 2000
[16] Charles C Poirier. Advanced Supply Chain Management: How to Build a Sustained Competitive Advantage.[M]. San Francisco: Berrett-Koehler Publishers, 1999.
[17] David F.Pyke. Strategies for Global Sourcing [J]. The Financial Times,1998
[18]恽伶俐.论我国供应商关系的演变[J].商业时代, 2005, (12):24-24
[19] Weber, C. A., Current, J. R. and Benton, W. C. Vendor selection criteria and methods [J]. European Journal of Operational Research, 1991, (50):2-18.
[20] Symtka D L, M W Clemens. Total cost supplier selection model: a case study [J]. International Journal of Purchasing and Materials Management, 1993, (6):42-49
[21] Patton W E. Use of human judgment models in industrial buyers’vendor selectiondecisions [J]. Industrial Marketing Management, 1996, (25):135-149
[22] Tagaras G, H L Lee. Econimic Models for vendor selection with quality costanalysis[J].Management Science, 1996, 42(11):1531-1543
[23]袁晓卉,张卓.基于供应链的供应商选择研究综述市场周刊(理论研究) [J]. 2008,(09):26-27
[24]贺红燕,朱军勇,许丽红,王媛.供应商选择方法综述[J]. 2009, 22(05):308-311
[25]黄洁,刘发全.基于粗糙集的建筑材料供应商选择方法[J].物流技术, 2005,(01):48-50
[26] Dirk-Jan F. Kamann, Chris Snijders, Frits Tazelaar, Derk Th. Welling. The ties that bind: Buyer-supplier relations in the construction industry [J]. Journal of Purchasing & Supply Management, 2006, (12): 28–38
[27]杨智璇.建筑项目分包商与合作伙伴关系[J].项目管理技术, 2008, 6(11):30-34
[28]李金勇,郑丕谔,王维斌.并行工程下企业与供应商关系分析[J].科技管理研究,2002,(3):40-42
[29]蒋明荣,杨晓明.加强工程项目供应商关系管理是降低材料采购成本有效途径[J].当代经理人, 2006,(21):851-852
[30]沈存刚栗丹.浅谈建筑施工企业材料采购控制[J].建筑与预算, 2007, (06):59-60
[31]刘焕民.国防工程物资采购供应商管理探析[J].中国物流与采购, 2003, (15):49-50
[32]苑振柱.供应商供应绩效评价指标体系的建立和控制[J].物流科技, 2008, (06):140-142
[33]常彦泽.再探建筑企业的供应商选择——综合评分法视角[J].商场现代化, 2006, (489):23-24
[34]花玉文,陈猛,韩建军.绿色建筑供应链管理模式下的供应商选择方法[J].黄河水利职业技术学院学报, 2007,(03):30-32
[35]王军武,呙淑文.基于灰色关联度的建筑供应商选择方法研究[J].武汉理工大学学报, 2007,29(03):153-156
[36]王颖,顾鸿喜.建筑供应链运行期的供应商绩效评价研究[J].经济论坛, 2008, (22):106-108
[37]张必成,王宏伟.建设工程货物采购的最佳供应商选择问题研究[J]. 2008, 34(26):211-212
[38] R. Beach, M. Webster, K. M. Campbell, An evaluation of partnership development in the construction industry [J]. International Journal of Project Management, 2005, (23):611-621.
[39]刘加文.建筑企业加强对材料供应商的选择与管理_ISO9000标准在建材采购中的作用[J].铁道物资科学管理,1998,(16):47-47
[40]曹武军.供应链契约机制的研究[D]:武汉:华中科技大学,2006
[41]王明超.供应链参与企业具有不同风险偏好的供应链契约研究[D]:四川:西南交通大学,2008
[42]王国华,梁樑.决策理论与方法[M].合肥:中国科学技术大学出版社, 2006
[43]张臻竹.基于供应链环境下的供应商关系管理分析[D]:天津:天津大学,2005
[44]王学武,胡威.基于订货满足率的订单装配系统中的库存管理[J].运筹与管理, 2007, (3):7-11
[45]冯质冉.供应商的选择与评价研究[D]:镇江:江苏大学,2009
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