SUL公司JIT采购管理研究

上海交通大学硕士学位论文SUL公司JIT采购管理研究姓名：刘潇申请学位级别：硕士专业：工商管理指导教师：田澎20080601SULJITSULJITSULJITJITJITPROCUREMENTMANAGEMENTRESEARCHFORSULCOMPANYABSTRACTAspartof“thethirdprofitsource”,procurementhasattractedmoreandmoreattention.However,inmostofthemanagementpractices,procurementwasgenerallyregardedasasupportfunctionbutnotacorestrategicbusinessmodel,especiallyinsmallandmedium-sizedenterprisesinChina.Howcanprocurementbedevelopedfromsupportfunctiontothesourceofprofitandthenstrategicbusinessfunction?It’sanurgentpracticalsubjectthatneedsfurtherresearchtofacethedoublechallengeofdiversityandindividuationfromcurrentmarket.ConcernedtherealworldprocurementpracticecasestudyofSULcompany,andalsobasedonthetheoryofJITprocurement,thepaperdiscussedhowSULhasimprovedtheprocurementpracticefromthefouraspectsofvendorselectionandmanagement,procurementriskprediction,procurementperformanceevaluationandprocurementinformationmanagementsystembuilding.What’smore,byusingallkindsofadvancedmanagementtools,SULoptimizedtheprocurementmodel,reducedtheinventorylevelandimprovedtheefficiencyoftheprocurement.ThroughtheimplementationandapplicationofJITprocurementmodelandtheSupplyChainManagementidea,themanagementteamhasfosteredanewconceptoftheprocurement,improvedtherelationshipwithsuppliersandthelevelofenterpriseinformationsystem.Theimprovementofprocurementaccuracyhasreducedprocurementcosts,minimizedinventory,raisedeconomicefficiency,andenhancedcorporateimageinthemarket.ThispaperaimstoprovideSMEsreferenceofprocurementmanagement.Inthecurrentdomesticcompetitivesituation,throughtheimplementationofeffectiveplanning,organizationandcontrolofprocurementmanagementactivities,SMEscanensurethelimitedfundstobecarriedoutforbusinessactivitieseffectivelyandultimatelytoreducebusinesscosts,acceleratecashflow,improvethequalityofenterprisemanagementandenhanceoverallcompetitivenessobjective.KEYWORDS:JITprocurement,vendormanagement,procurementriskprediction,performanceassessmentMBASULJIT111.11199725%20120PROFARJANJVANWEELE160%-85%60%-80%60%-80%50%-70%25%-50%10%-40%219972%5%80%12.8%18.2%42.5%MBASULJIT21.2SULJITJIT1.3MBASULJIT31.11.21.32.12.2JITJITSUL3.1SUL3.2SUL4.14.24.3JITSUL5.15.25.3SULSULSUL6.16.26.36.4SUL7.1SUL7.27.3SULJIT8.18.28.3MBASULJIT42JIT2.12.1.12.1.22.1.32.1.4JITJIT(Just-In-TimePurchasing)JIT:JITJITJIT3MBASULJIT53JITJITInternet/EDI2.2JITJIT1(1)JIT(2)JITMBASULJIT61SULJITFigure15BasicPointsofJITProcurement(3)JIT(4)JIT(5)JITJITMBASULJIT73SUL3.1SUL3.1.1SULShanghaiSULSUL2SUL2SULFigure2DistributionMapofSULCompanyinAsia-PacificArea3.1.2SUL(1)34SULMBASULJIT834BDHFigure3TrayFigure4BDHTraySUL50%SUL2mm~3mm4.5mm(2)5SULMellapak™5Mellapak™Figure5Mellapak™45%1.5mm10mm(3)6SULMellapak™MBASULJIT96Figure6Nuttering5%SULSUL(1)7720002005Figure7SteelPriceFluctuationfrom2000to2005(2)(3)1101002003004005006007002000-12000-72001-12001-72002-12002-72003-12003-72004-12004-72005-12005-7DatePriceUS$/tonMBASULJIT10SUL(4)SULSUL3.1.3(1)199982006656193.8%10%4467.7%2055BPSUL(2)SULHT4CPMMBASULJIT114CPMSULHTGree0.1530.4510.1520.340.60.230.620.420.440.80.220.440.830.610.20.130.320.220.240.40.1520.310.1520.330.450.0530.1520.130.1540.60.1530.4520.330.45001.002.652.12.43.05(3)SULShanghai922002820022007SULShanghai2.1%4%46%32%24.4%14%01020304050200220032004200520062007YearPerSalesRevenue820022007SULShanghaiFigure8SalesIncreasefrom2002to2007ofSULShanghai(Percentage)MBASULJIT123.23.2.1SUL9SUL9SULFigure9OrganizationChartofSULShanghaiMBASULJIT133.2.2SUL10SULFIGURE10ProcurementProcessofSULCompany3.2.3SULJITSULJITJIT11MBASULJIT1411SULFigure11Fish-BoneAnalysisofSULProcurementProblem55SUL1.2.22%1.2.18%1.2.19%1.2.24%1.2.3.17%1.2.1.2.1.2.1.2.MBASULJIT150%5%10%15%20%25%12SULFigure12Bar-AnalysisofSULProcurementProblem12JIT3.2.4SULJIT(1)SUL(2)SULJIT(3)MBASULJIT164SUL4.14.1.14.1.2(1)(2)(3)66(4)—4.24.2.1SUL(1)7MBASULJIT177(2)8(3)9(4)10*(5)MBASULJIT18=++3-1=++3-2=+++3-3=+++[1]3-4(6)11()(7)MBASULJIT1912=/1=+/1=/=/=/=365/=/=/=/=/=/1=+/3(1)(2)(3)4.2.213MBASULJIT20135101719161810151005%10%17%19%16%18%15%13Figure13PieofAssessmentFactors14MBASULJIT2114SUL95~100AA70%85~95A20%75~85B10%65~75C065D0AASUL70%AASULASULSUL20%SULASULBSUL10%CD4.3(1).MBASULJIT22....(2)(3)(4)MBASULJIT235SUL5.15.1.15.1.21)2)3)5.1.3SULSUL(1)(2)(3)(4)(5)5.2SULXii1XiMBASULJIT242X1X2Xk3XiPi4X1P1X2P2…………………..XkPk5RfRaRfRaRfRbRfRb6RfRaRRaRfRbRfRbRfR0.3RfR0.30.7Rf0.715RfRf0.30.3Rf0.7Rf0.7[2]SULMBASULJIT255PfPsPs=1Pf0Ps10Pf1CfCsCs=1Cf0Cs10Cf1Rf=f()=1=1PsCs=1(1Pf)(1Cf)=PfCfPfCf(0Rf1)PfCf(1)U=(u1,u2…….um)W=(w1,w2…….wm)1(2)V=(v1,v2…….vn)E=(e1,e2…….en)(3)R=(rij)mnUVrij(i=12……mj=12……n)ijrij=Nij/NrijUiVjNijUiVjN(4)BB=WR=(b1,b2…….bn)(5)Pf=B1ETCf=B2ETSUL5m=5nn=5v1v2v3v4v5W1=(0.200.200.200.200.20)VE=(0.l0.30.50.70.9)1617W2=(0.50.5)VE=(0.10.30.50.70.9)MBASULJIT2616Pf0.10.30.50.70.917Cf0.10.30.50.70.9SUL0.10.10.50.300.60.20.10.10000.50.40.10.10.10.50.3000.40.30.300.70.20.1000.50.30.200R10.110%R250%B1=W1R1=0.40.180.280.140B2=W2R2=00.20.40.350.05Pf=B1ET=0.332Cf=B2ET=0.55R1=R2=MBASULJIT27Rf=PfCfPfCf=0.332+0.55-0.3320.55=0.6994155.3SULSUL(1)(2).....MBASULJIT286SUL6.1(1)(2)(3)(4)(5)(6)6.26.2.