jbl公司供应链采购管理研究

上海交通大学硕士学位论文JBL公司供应链采购管理研究姓名：李勇申请学位级别：硕士专业：工商管理指导教师：邵晓峰200806011JBL,EMSJBLSWOTJBL;JBLJBLJBLJBL:JBL2JBL::3THESTUDYONTHESUPPLYCHAINPROCUREMENTMANAGEMENTINJBLCOMPANYABSTRACTWorldwideeconomyisintegratedintensivelyalongwiththemoreandmoreflourishingglobalizationandgrowingmarketcompetition,atthesametime,thebusinessenvironmentwhichenterprisesarefacingisbecomingmoreandmorecomplex.Inordertoutmostminimizetheuncertaintyinmaterialsupplyandproductsdemand,andobtainthecompetitiveadvantagesinglobalmarket,theenterpriseshavetomakeeffortsinimprovingthemselvestoensureglobalsupplychainmanagementincludingcost,quality,deliveryandservicetobethecoreofthecompetitionamongmultinationals.Thecompetitionbetweenindividualenterpriseshasgraduallybeenreplacedbysupplychainscompetition.EspeciallywithmoreandmoreknowledgetoSCM,theideaofthepurchasingmanagementhavingthevalueaddedfunctionisacceptedbymostofenterprisesupervisors.Purchasingasanindispensablepartofsupplychaininfiltratesintoitsallprocesses.Efficientpurchasingmanagementnotonlyhelpsenterprisesreducetheircostandimprovethecompetition,butalsocreatenewcompetitivestrengthbyrealizinginintegrationandharmonizationofallactivitiesinsupplychain,thenkeepingenterprisesadvantagefurtherinrapidandchangefulmarkets.Insuchabackground,weselectthepapersubjectofprocurementmanagementtostudythefamouselectronics4manufacturingsupplierJBLasthesample,asperthecurrentoperationofthemanufacturingprocess,indirectionofthepurchasingmanagementandsupplychaintheories,toanalyzeitsinner-outercircumstancebySWOTmethodtoclearlyverifyitscompetitiveposition,thestructureofsupplychainandoperatingcostofJBL,itdefinesthekeypositionofpurchasingmanagementandimpelsthecompetitionofsupplychainwhichiscentralizedbyJBLitself.InaimingattheproblemsofJBLpurchasingmanagement,thepaperputforwardtwotacticstoenhancethecompany'scompetitiveposition.Oneisstrengtheningmanagementandcooperationwithsuppliersandanotherisoptimizingpurchasingprocess.Inthispaper,itmakesdetailedexplanationsabouttheanalysis,implementandapplicationoftwotactics;alsoproposessomepracticalexperience.Ihopethesemethodscanhelpothersimilarenterprisestomprovetheirpurchasingmanagement,enhancetheircompetitiveadvantagesandassuretheirsupplychainworkingsmoothly.KEYWORDS:purchasingmanagement,suppliermanagement,purchasingprocessoptimizing200861200861200861MBAJBL11.1WTOOEM/ODMOEMORIGINALEGINEERINGMANUFACTURINGODMORIGINALDESIGNMANUFACTURINGOEMEMSELECTRONICSMANUFACTURINGSERVICEOEM/ODM19962006EMS590221025%7.5%IDC2008EMS305028.5%,9.1%OEM/ODM/EMSIBMDELL10OEMOEM/ODM/EMSOEM/ODM12Time-BasedCompetition,TimetoMarket(ontimeDelivery)MBAJBL2EMSEMSEMSEMSEMS1.2EMSJBLJBL.:;:JBL,;ASME1.3;JBL;SWOTJBLJBLMBAJBL3:.:JBLASMEJBLJBL:MBAJBL42.12-12-1FIGURE2-1SupplyChainNetworkStructureModel():123/4MBAJBL5(EfficientConsumerResponse,ECR)(QuickResponse,QR)(VirtualLogistics,VL)(ContinuousReplenishment)..:1:2,:123452.2:.:(2-2)MBAJBL62-2FIGURE2-2PurchasingOperationFlow()2-3MBAJBL72-3FIGURE2-3PurchasingManagementFlow2.3:(1).(2).(3)(4):;.MBAJBL82.4(1)(2)..:()(3):MBAJBL9JBL3.1JBLJBL1966,401205001425%JBL20071237500058HPPhilipsGESonyEmersonYamahaCiscoXeroxAlcatel-LucentJBL()20025()(LTOS)()LTOSLTOS500()Jabil20071535003.2JBLSAPERP30002006580%JBLworkcellJBL(businessunit),workcellMBAJBL10JBL16workcellworkcellworkcellMBAJBL11JBLJBL;4.1JBLSWOTSWOT(Opportunities)(Threats)(Strengths)(Weaknesses)SWOT4.1.1(1)(O):a:ROHS(),WEEE()b:c:EMS(2)(T):a:JBLJBLb,:JBLEMSJBLJBLc:.4.1.2:(1)(S):a:SMTb:ISO9000/14000QS9000MBAJBL12c:d:e:SAP(2)(W):a:JBLb:C:d:e:4.1.3SWOT:1.JBL2JBL34.4.2JBL4.2.1JBLJBL(4-1)MBAJBL134-1JBLFIGURE4-1JBLSupplyChainStructureJBLJBLJBL4.2.2JBLJBL(1)JBL:JBLPCBA;JBL.::.(JBLEMS)JBLJBL;JBLJBLEMS:MBAJBL14/JBL(2)JBL:;JBLJBL(4-2).JBLJBLJBLJBL;ab.c.d4-2JBLFIGURE4-2JBLSupplyNetworkSl---Sn:Fl-Fn:JBLJBLJBLJBLJBLJBLJBLMBAJBL154.2.3JBLJBL.1985:JBL4.3JBLJBLOS0411.45%62.3%(4-1)41JBL040520062007()()322.1976.60%359.0879.10%23.475.58%30.236.66%75.0217.82%64.6514.24%420.68100%453.96100%JBL4.4JBLJBL62.3%:(1)MBAJBL16(2):;:MBAJBL175.1JBL:(1)(2)JBL(3)(4)JBL(5)JBLJBL(SupplyChainPartnershipSCP).JBL5.25.2.1JBL:(1).:MBAJBL18()(2)(5-1)(3)::.JBL5000.5.2.2CIMSSCM2000.92.4%69.7%.5-15-1FIGURE5-1SupplierSelectionCriterionStatisticJBLJBLMBAJBL19:;;JBL(1)()()(2)()(3)JBL(4):(5)TQM.5.2.3JBLJBL.JBL3.;;5-2()MBAJBL205-2JBLFIGURE5-2JBLSuppliersIntegrationEvaluationIndicatorSystem5.2.4()JBL()(1).(2)((2),()SGS/Oeko-Tex100()(3):JBL;()JBLJBLMBAJBL21(1)(PA)JBLJBLJBLniPi0.iPiai:iTVSii:::(2)(P)TVzVt(3)(LA)(=15%)1=15%`0'(LA)JBLJBL5-IMBAJBL225-1:1.85100A2.70-84B3.60-69C4.59D5.2.5JBL(a,b,c)JBLJBLa,b,c2005.72005.125-2,5-3MBAJBL235-2a,b,c2007.72007.12123a8.003000240006.504000260005.50700038500b7.502000150006.305000315005.80500029000c8.502400204007.002000140006.704000268008.007400594006.6011000715006.001600094300a,b,c5-3a,b,ca,b,cJBLabcJBLJBL5.3AB:(1)1-2;.(2)ABA50-75%B25-50%AB10%1.(3)MBAJBL24A()JBL;JBL(4)JBLJBL;5.4()JBL5-3JBLJBLJBLJBLJBLJBL,5-4MBAJBL25JBL1.20*152.20*123.20*104.20*85.S1S2S3S4S5Sn-3JBLFIGURE5-3JBLQuotationandPurchasingBeforeConsolidationJBL1.20*152.20*123.20*104.20*85.5-4JBLFIGURE5