I采购公司的供应商整合管理研究

上海交通大学硕士学位论文I采购公司的供应商整合管理研究姓名：刘瑶申请学位级别：硕士专业：工商管理指导教师：陈俊芳20090111IIIIIIIIRESEARCHONINTERGRATEDMANAGEMENTOFSUPPLIERSOFIPURCHASEINGCOMPANYABSTRACTWiththestrengtheningofeconomicglobalizationandinternationalcompetition,thecostofsupplychainmanagementhasbecomingthekeypartsbetweentheenterprises.Especiallyfortheprofessionalpurchasingcompanies,thewayofcontrollingvendorsduringthepurchasingplaysavitalroleintheoverallsupplychainmanagementandconductingofpurchasingcompanyitself,eventheprofitincreasingspaceofcustomers.Sopurchasingcompaniesmuststrengthenpurchasingmanagement,especiallyimprovesuppliermanagement.ThethesisanalyzesthesuppliermanagementpracticeofIpurchasingcompany,discusssuppliermanagementfromshort-termaspectandlong-termaspect,andstudytheassessment&selectionofsuppliers,day-to-daymanagementofsuppliersandriskmanagement,thenputforwardtheeffectivemeasuresofsupplierintegration.Thefulltextisdividedintofivechapters.Thefirstchapteranalyzesthedevelopmentofthepurchasingcompanyandmainbusinesscharacteristics,pointoutthedevelopingtrendandspaciousforegroundofpurchasingcompany.ThesecondchapterdiscussesthesuppliermanagementIpurchasingcompanyfaced,andsuppliermanagementwillhelpdecreasingcosts,optimizeresourcessupply,raisecompetitionabilityitselfandsatisfactionofcustomers.Fromtheshort-termsupplierintegrationangle,thethirdchapterintroducessupplierselectingandassessingstrategyofIpurchasingcompany,theestablishmentofselectingprocedure,measureofsettingassessmentindex.Accordingtothesupplyclassificationprinciple,thesupplierwillbedividedintofourtypes,theyarestrategictype,keytype,politictype,levertype,andputforwardrelevantmanagementstrategy.Alsotheendingdiscussesday-to-daymanagementofshort-termsuppliers,toinsurethenormalcirculationofsupply.ThefourthChaptermadeadepthresearchfromlong-termsupplierintegration,tobuilddifferentsuppliercooperationstrategywithdifferentsuppliers,formStrategiccolleaguerelationwiththecoreofIpurchasingcompany,toletthelong-termtargetofsupplierskeeppacewiththatofIcompany.Atthesametime,itissuggestedthatday-to-daymanagementoflong-termsuppliersshouldbeprogrammedagain,layparticularemphasisonthestablelong-lastcooperation,tocreatewin-winsituation.ThefinalchapteranalyzesthesupplierriskofIpurchasingcompany,andgivesthecorrespondingmeasurestoavoidrisks.Ihopethatthisarticlewillhelptogiveotherpurchasingcompaniessomereference.KEYWORDS:purchasingcompanysupplierintegration,Strategiccolleague,riskmanagement200911220091122009112MBAI1,,,,,,,,,,,,.,,,,,,,,I,IMBAI2IIMBAI3120%80%KennametalHagameyerTCMSETECHIDGGRAINGER1.1(1)12004MBAI4CamBarHagameyer()IDG1998SetechDongChang-Setech()GRAINGER200488GraybarBIC1$100-$80020042a.b.MBAI5c.3535d.ERP3MBAI64II534MBAI7IIIIIIIMBAI8II2I2I1.21MROM-R-O-20%MRO80%MROMBAI9KennametalHagemeyerMRO5%IMROGrainger20042MBAI10ERPIMBAI112II94II2.1II1994MROMRO(maintenancerepairoperation)1998IIII10III55300010%1000I75%,25%3MBAI123IA.10I1000120041I2004(K)1$2002$2003()$2004$1505()$120680%6~9B.I342I2002HONEYWELLIHONEYWELLHONEYWELLI75%25%MBAI13IHONEYWELL()$10036I2Honeywell20042Honeywell20041111486,576.996,567.504,627.0011,194.502384,079.015,117.904,366.709,484.603648,643.707,981.505,596.8013,578.304543,234.856,062.205,593.2011,655.405604,226.396,172.508,258.0014,430.506784,578.508,023.1013,285.3021,308.407737,033.000.0024,137.0024,137.008737,634.100.0026,978.0026,978.009728,081.680.0023,537.9023,537.9010688,001.840.0036,769.6036,769.6011766,908.600.0031,293.9031,293.907,108,998.6639,924.70184,443.40224,368.107,108,998.66651,435.10224,368.10(//)168,850.00MBAI14()162,580.00()95,637.009.16%1.I100”2.I3.4.IHoneywell5.:HoneywellIHoneywellI2.2IIIIMBAI15III;IIIIIIIIIIMBAI16I3MI3M603M3MII3M3MIII3I3I1ProtoStanleyApex..40%2DotcoClecoEnerpacIngersollRand63%3GenieLiftAllCMCrosby60%43MAbrasive60%5Lift-All65%20IHONEYWELLHONEYWELLHONEYWELLI31I2IMBAI17HONEYWELL1II20%IIIERP2.3IIIGEIIIZARAMBAI18ZARAIZARAZARA5GartnerGroup12345I240120Donnelly1986DonnellyDonnellyDonnellyDonnellyDonnelly519976IMBAI19II2.4I“Mercer10”II1I2IIII3IMBAI20I4,IIM5IIIIMBAI213IIII3.1III(1)(2)(3)(4)MBAI22I999999950%100%100%92-399MBAI23III44IIIMBAI24IGM10IMBAI253IGMI5I20IIIII10IIIII53IMBAI26I2I3ILOCTITE6I24I53.2”ABC”“ABC”“ABC”MBAI2720/80I551)/2)/3)/4)/I2004I4I2004,I80/20MBAI284I20042004(K)Dotco…$852.0032.37%Genie…$676.4225.70%Proto$149.165.67%$70.652.68%$60.952.32%$34.231.30%$33.941.29%$19.440.74%$3.540.13%$731.6727.80%I///I6MBAI29IMRO2502050005II5I1MRPCatalogue2/6IIIIIIIIVMBAI3034$5000$2500562505000780%20%820%80%90.5%25%III1IMSAPIPOEMIMBAI31IIII7IIIMBAI327II3.3II60III1I2IMBAI333”.I4II()I1IMBAI342IIIII3IIERPIIERPI21MBAI353MBAI364IIIIIIII4.1II1MBAI37I2IIHONEYWELLIHONEYWELLIII3IIIII4IMBAI38IIIIIII,IIII5ICOOPERCOOPERCOOPERICOOPERICOOPERICOOPERIIICOOPERCOOPERIICOOPER4.2IMBAI39I——“”“”——————I500:$100-$4000IMBAI40II“”“”-I/IMBAI41I----I---MRP/ERP95%MRP/ERPMRP/ERPIERPIERPIIERPIIIIERPIERPEDIMRP/ERPMBAI42IIIIEMBRAER4.3I1I30III90III90MBAI432I3II4IHONEYWELL1240100120160MBAI442401605IIII241III1032IMBAI45IIIIII1IIII2I24III3ERPERPIERPMBAI46MBAI475II5.1,,,,I,,III1I200640%2ERPERPMBAI48