汽车零部件联合全球采购研究

上海交通大学硕士学位论文汽车零部件联合全球采购研究姓名：池瀛申请学位级别：硕士专业：工业工程指导教师：陈峰;方世群20071201-I-,-II-ABSTRACT-III-ONAUTOPARTS’ALLIEDGLOBALSOURCINGABSTRACTFromtheearly21stCentury,consideringautomarket’scompetitionbecomingmuchfiercerandemerginglowcostcountries’autopartssupplybasegettingmature,multi-nationalautomanufactureshaveexecutedglobalsourcingstrategygradually.Recently,withmoreeffortincultivatingsupplybasesinlowcostregions,themothercompaniesstarttoleaguetheirsub-companieswhicharelocatedworldwideintoprocurementalliance,inordertogetmulti-winsourcingsavingsbybindingvolumetogether.AlliedglobalsourcingisbecomingoneofthemostattractivetopicsforthestudyofthoseMultinationals’lowcostinternationalbusinessdevelopment.Meanwhile,ChinahasbecomeonememberofWTOandisgettingdeeperinvolvementinglobalbusiness.ThoseMultinationals’globalsourcingmodes,platform&moduledesign,andglobalsupplychainmanagementareinfluencingChina’sautoindustry’sstrategyandoperationways.ItisveryABSTRACT-IV-importanttolearnhowtomakeafulluseoftheglobalsourcingopportunitiesandgettherisksundercontrol.Thispaperfocusesonthestudyofautopartsglobalsourcing,andespeciallyontheanalysisofthealliedglobalsourcingmode,withtheassistanceofeconomictheory,managementtheoryandtheauthor’spersonalworkingexperience.Themainpartofthispaperstartsfromgivingtheconceptsofglobalsourcingandalliedglobalsourcing,thenmakesanelaboratestudyofalliedglobalsourcing’soperationmechanismandprocessingways,whichalsoinvolvepotentialsupplierevaluation,automanufactureandsupplier’srelationshipmodes,alliedglobalsourcingcooperationandsecessionmechanism,sourcingcoststructure&control,andcurrentsuppliers’performancereview,etc.Afterthediscussionofalliedglobalsourcingandmanagement,theauthorgivesoutpracticalsuggestionsforChina’sautoindustrybureau,automanufacturersandautosuppliers.ThisdissertationistriedtobeatimelyandusefulreferenceforChina’sautoindustrytohaveaclearunderstandingandsuccessfulparticipationinthenewglobalsourcingtrend.KEYWORDSGlobalsourcing,alliedglobalsourcing,automanufacturer,autopartsupplier-1-1.11.1.1()OEM[1]1.Holden2.-2-3.4.A200,000B700,000C400,0001,300,0001.1.21.-3-500942.3.10%15%25%35%10%4.ERP-4-[2]1.2.3.-5-[3]JIT201060025-3010000600-800[3]1.1.31.-6-2.3.-7--8-4.,,,,,,,-9-Figure:alliedglobalsourcingflowchart-10-1Figure2:globalsourcingmodesoption2-11-1.21.1)JIT-12-2)3)2.1)2)-13-3.1)2)1.3-14-1.3.11)2)1.3.21)2)-15-3)1.41.4.1-16-1.4.280/20-17-PDCA(Plan-Do-Check-Action)-18-Figure3:thesisstructure-19-2.12.1.1-20-Figure4:PurchasingCostBreakdown2.1.21)I.PQ35-21-II.III.IV.JIT2)I.-22-II.ITIII.-23-2.22I.-24-II.III.vMRMCDARMR=MCQ0AC*Q0,AR*Q0AC=AR[4]-25-Figure5:alliedglobalsourcingbenefitsMRMCQ0DARP0,ACARACMCMRMCQ1,P1Q1Q0P1P0P1ABCP1AFEP0BCEFIV.-26-[5]3(6,6)(1,7)(7,1)(2,2)67,712,224,612-27-“”“”V.Figure6:supplierdifferentpricelevelquotationstrategy1815410212122212*2+12*24*108B2001296-28-(18-12)*2+(15-12)*2=1816.5216.5*2+16*02*129(18-16.5)*2=3162122(18-16)*2+(15-12)*2=1016*2+12*24*10162.3-29-451,500,0001,000,000500,00111057776,000,0003,000,000(1,000,000)8.58.503,750,0001,500,0000-30-579,000,0008.55,250,000-31-79,000,0001,000,0008,000,000MNMA1A2A3…Ax….Ama1a2a3….ax…am-32-NB1B2B3…By…Bnb1b2b3….by....bnByAx,x(1,2,,m),y(1,2,,n)∑→mxxxaA1+∑→nyyyB1bC∑→mxxa1+ynyb∑→1∑→mxxa1+ynyb∑→1*C(∑→mxxxaA1+∑→nyyyB1b)∑→mxxa1+ynyb∑→1*C∑→−mxCAxxa1)(+∑→−nyCByyb1)(CAminCBmin,BminCAmax,∑→−mxCAxxa1)(+∑→−nyCByyb1)(0DD-33-0D∑→−mxCAxxa1)(+∑→−nyCByyb1)(∑→−mxCAxxa1)(+∑→−nyCByyb1)(0BmaxCAmaxC,2.4-34-1.2.-35--36-3.13.1.11.-37-2.UGCartier3.DDPJIT4.5.-38-3.1.2Figure7:supplierevaluationprocess1.2.3.4.-39-5.SWOTISO9001,VDATS16949TS3.1.31)-40-6ABCDE2)3)-41-3.2Figure8:supplierselectionandcooperationstrategy1.-42-90%402.3.4.-43--44-4.14.21.2.3.4.5.6.[6]20208090(TQM)2080Robert-S-KaplanDavid-P-Norton1992()()[7]-45-200425-46-Figure9:supplierperformancereviewbalancecarddevelopingprocess(1):,3,,,(2):,,,,,,-47-,,,(3),,,,,,,,,,.PPMPPAPPPMPPAP25%90%-48-PDCA4.3-49-5.12004200632006210.738.21%77%[9]1.80%OEM-50-2.200654%[9]5.21.-51-2.11200510%70[10]-52-200573645755545357545348454354535046453656514443353548434140333002040608010%10%-25%25%-50%50%-75%75%Figure10:Y2005Chinaautomanufacturegroupint’lcompetitiveabilitylist20002001200220032004200532.2332.8433.3142.6345.0847.964.744.084,134.44.113.9210.5712.4511,8210.3712.2411.6911.4413.118.2212.8220.8215.272.513.714.955.47.829.0325.4823.3318.9617.937.228.9213.0410.468.616.442.733.22-53-5.35.3.1,(a),,,,,,(b),,,,,,,,,,(c),5.3.2(a)-54-,,,10,,7.5,10,,7.5,,,(b),,,80%,,,,“”,,,,,,,,,(c)“”,,,-55-,,,,5.3.3,,,,?A),,,,,,,,,,,,,,,,,,,B),,,,,-56-,,,,C),“”,,,,,,,5.41.“BuildtoPrint”-57-3%5%1%2.3.4.-58-5.20011801500500-59-200320202000[11]-60-8200750020072006/20072006/20072006/20072006/20072006/20072006/5.05.00.02073.51926.0147.5-19.8-105.785.91861.94760.8-2898.9-54.0146.0-200.428.033.5-5.56.08.02.02047.51858.1189.4140.6121.219.42758.82435.1323.71002.4895.0107.429.928.61.38.07.0-1.01901.91861.140.940.535.45.12505.72378.4127.3450.4429.920.436.038.3-2.212.09.0-3.01601.31772,1-170.8-126.120.2-146.42785.52694.890.8-34.7129.6-164.228.330.0-1.716.017.01.01323.21183