供应链管理中供应商评价选择指标体系的设计

上海交通大学硕士学位论文供应链管理中供应商评价选择指标体系的设计姓名：舒霄虹申请学位级别：硕士专业：工业工程指导教师：江志斌;吴琼20080901IBBB35AHPBBIITHEDESIGNOFSUPPLIEREVALUATIONANDSELECTIONINDEXSYSTEMINTHESUPPLYCHAINMANAGEMENTABSTRACTInordertoimproveBcompanysupplychainmanagement,reducecost,expediteresponsespeedtomarketandrecapturemarketshare,thispapertacklessupplierevaluationandselectioninthesupplychainmanagementasthestudysubject.Firstly,theevolvementoftherelationbetweensupplierandmanufacturerisstudiedanditisindicatedthattherelationhadchangedfromsimplebusinessrelationtosupplychaincooperativerelation.SoBcompanyshouldestablishwin-wincooperativerelationwithitsstrategicsupplier.Consideringthatsupplierevaluationandselectionisthefoundationofestablishingsupplychaincooperativerelation,basedonformerresearchandtheembeddedanalysisoftheissuesandcausesofsuppliermanagementinBcompany,thispaperthensetupanintegratedsupplierevaluationandselectionindexsystem.Thissystemistoappraisesupplierfromfiveaspects,includingquality,technology,delivery,costmanagementandbusinessguaranteeabilities.Theindexsystemincludesnotonlytraditionalindexes,suchasquality,cost,delivery,butalsoothersabilitiesthatsuppliershouldhaveinsupplychainenvironment,suchasproductionflexibility,cooperativedesignabilityandinformatizationlevel.Inaddition,thisindexsystemiscompliedtotherequirementofkeepinglongtermrelationshipbyevaluatingsupplier’technologyandequipmentsprogramminginthefuturethreetofiveyears.Aftercomparingseveralmethods,thispaperchoosestocombineAHPandfactoranalysismethodstoevaluatesupplier.AHPisamulti-objectdecision-makinganalysismethod,usingofqualitativeanalysisandquantitativeanalysis,whichappliestothesupplierevaluationandselection,IIIwhilefactoranalysiscanovercomethesubjectivityofAHPinhierarchystructureandindexesweightconfirmation.Finally,thepaperpresentsanexampleofevaluatingBcompanyplasticpartssuppliertovalidatethevalidityandpracticabilityofthisevaluationsystem.Thepaperalsoprovidessomeadvicetothesupplierrelationmanagementbaseontheresultofexample.KEYWORDSsupplychainmanagement,supplierevaluationindex,AHP,factoranalysis20081030200810302008103011.11.1.1SupplyChainManagement,SCMHPIBMDELL20%15%20%~30%15%Kearney25%34%5%240B199450%35%15%19942000B2000B20055.2%B1.1.22005B5.2%B1323341.21.2.12080Ellram[1]4SupplyChainManagementSCM(RightProduct)(RightTime)(RightQuantity)(RightQuality)(RightStatus)(RightPlace)6R[4](Agility)(Adaptability)(Alignment)1.2.25Maloni&Benton(SupplyChainPartnership)[2]RobertJ.Vlkurka[3][4]1.2.3ShawnTully3655806Dickson196623[9]Dickson714DicksonEllram(1990)Ellram[10]Weber(1991)1967199074/[11]SymtkaandClemens(1993)[13]Patton(1996)[14]TagarasandLee(1996)()[15](2000)CIMS19977Weber1991196719902000LuitzendeBoerABC81.31.3.11B2B1.3.2zzzAHPzSPSSStatisticalProductandServiceSolutionszB1.3.219SPSSSPSS1Fig1Designprocessofsupplierevaluationindexsystem102.12.1.1Maloni&Benton(SupplyChainPartnership)[2]RobertJ.Vlkurka11[3][4]2.1.2JITTQM2[5]2.1.3121[5]12.1.4[5]2Fig2Theevolvementprocessofenterpriserelation1960~19701970~19801990131232.22.2.1/3[5]14:(1)(2)/3Fig3Supplierclassificationmatrix15(3)/(4)2.2.2(1)162342.2.3:1172345183.1[6]:12345[7][8]19673.2Dickson1966170223[9]Dickson714DicksonEllram(1990)Ellram[10]Weber(1991)1967199074Dickson232/20[11]2Dickson13.51EI4023.42CI4433.00CI742.84CI05/2.78CI2362.76CI6172.55CI1582.51CI792.49AI2102.43AI2112.41AI8122.26AI1132.22AI10142.21AI3152.19AI7162.12AI6172.05AI2182.01AI3192.00AI2201.87AI16211.60AI1221.54AI2230.61SI2EICIAISI21YahayaKingsman19993[12]3YahayaKingsman10.2460.6960.30420.0310.4130.58730.0360.6710.32940.33650.06760.0480.7910.20570.0840.8140.18680.1520.670.33SymtkaandClemens(1993)[13]Patton(1996)[14]TagarasandLee(1996)()[15](2000)CIMS1997223.33.3.1BB199450%35%15%19942000B2000B20055.2%BBB3.3.1.1B4B20062362.8%4Fig4Laborhourlossreasonsandpercentage2006BB1BB20%47.0%62.8%71.0%78.3%84.7%90.3%95.4%99.2%100.0%01000020000300004000050000600000.0%20.0%40.0%60.0%80.0%100.0%120.0%24B2BBB345BBBB251234563.3.1.2B[16]2688%69%5%4%7%26%BB20055.2%191%3%DVD10%15%BB5B22.52B1272/335B45Fig5Supplier’sactivitiesinnewproductdesignprocess1.B2.B1.B2.1.2.B1./B2~62~2.5283.3.1.3BB10B60%20067BBBBB180233.3.1.4,29[17][18](RoHS)200671B50%B1ISO140002Rohs3.3.1.5B[16]13023.3.1.6JIT12JITJITJITJITBJITJITJITJITBJIT313.3.2B25B010130.30.60.91TQMISO440.9ISO9001TQM0.6ISO90010.32REPPMRE=/106(3.1)3PAPA=/100%(3.2)324550.90.60.35CMCM=/100%(3.3)6CACA/100%(3.4)763360.90.60.38LR=/100%(3.5)9EABB20%EA=B-B/B100%(3.6)10770.90.60.33411CLIPCLIP=/100%(3.7)12LDTLDT=/100%(3.8)13FLEFLE=/100%(3.9)14JIT88JIT0.9JITBJIT0.6JITBJIT0.3JITBJIT3515990.90.60.316TIETIE=/100%(3.10)17RDT=/100%(3.11)181036100.9350.6350.319CRCR=/100%(3.12)TomCopeland=+-+(3.13)20ALR=/100%(3.14)21ROPROP=/100%(3.15)22TR:TR=/((/2)(3.16)372311110.9ISO140010.6ISO140010.32412120.90.60.3251338130.90.60.3123354上海交通大学工程硕士学位论文第四章供应商评价选择方法研究39第四章供应商评价选择方法研究供应商选择方法的研究大致经历了三个发展阶段：定性方法、定量方法、定性与定量相结合的方法。早期的供应商选择方法采用定性方法，它主要是根据以往的经验和与供应商的关系进行主观判断。由于单一的定性的方法缺少科学依据而较少被后来的采购管理者所采纳。自1915年美国的电气工程师Harris首先提出经济批量(EconomicOrderQuantity,EOQ)模型后，Wilson提出了同样的公式分析了企业库存控制方面各种可能的应用，由此而演变为各种扩展的模型，此后供应商选择