utc公司礼品第三方采购策略探讨

上海交通大学硕士学位论文UTC公司礼品第三方采购策略探讨姓名：刘晓锋申请学位级别：硕士专业：工商管理指导教师：骆建文20090111MBAUTC2MBAUTC3MBAUTC4UTC90MROUTCUTCMBAUTC5UTCUTCUTCUTCSWOTUTCUTCUTCMBAUTC6UTCUTCMBAUTC7THERESEARCHOFTHETHIRD-PARTYSOURCINGSTRATEGYOFUTCPROMOTIONPRODUCTSABSTRACTAsthemarketingcompetitionhasturnedfrominter-enterprisecompetitiontointer-supplyingchaincompetition,sourcinghasbecomeakeysourceofprofit.Thebasicprincipleofthesupplyingchainworksonthepermissionthateachrelevantenterpriseretainsitsmajorcompetitiveness,thewin-wincompetitionandcooperationcanbegainedbythespecializationdivision.Sincethe1990s,togetherwiththerefinementofthesocialdivisionandtheeconomicglobalization,thethird-partysourcinghasgraduallyappearedandbeenacceptedbyalargenumberofenterprises.Insomecompaniesathomeandabroad,amaturethird-partysourcingmodelhasbeenformedinmanyfields,especiallyinofficeequipment,promotionproducts,MROproduction,etc.Thethird-partysourcingmodelhasbeenrecognizedasasourcingandsupplyingmodelthatwillhelpimprovethemajorMBAUTC8competitivenessoftheenterprise,reducecostandincreasetheflexibilityofthesupplyingchain.Todayandinthefuture,withtherapiddevelopmentoftheworldeconomicandtheinformationtechnology,thethird-partysupplyingwillgetwildlyapplicationandconsiderabledevelopment.Soitisverynecessarytoresearchanddiscussthethird-partysourcingmodelbothintheoryandinpractice.Asabigtransnationalcorporation,thepresentpromotionproductssourcingisalreadyfarawayfromfulfillthedemandsofthesupplyingchain’sdevelopment.Inordertorealizethecompetitiveadvantage,anefficientpromotionproducts’sourcingstrategymustbemadetoadaptit.Inthispaper,firstly,theconceptofthird-partysourcingisdefinedanditstheoreticalbasisandthefeaturesareanalyzed.Secondly,bytheanalysistothepresentstateandtheproblemsofUTC’spromotionproductssourcing,thenecessityofthird-partysourcingofpromotionproductsisexpatiated.Atlast,therisksandtheprecautionarymeasureofthird-partysourcingofUTCpromotionproductsareanalyzed.Thispaperisdividedinto5chapters.Inthefirstchapter,theconceptofthird-partysourcingmodelandthelegalnexusofeachunitaredefined.Theeconomicaltheoreticalbasisofthismodelisanalyzed.Theprocessofthedevelopmentofthird-partysourcingisreviewedandthedevelopingtendencyofthismodelintheeconomicMBAUTC9globalizationbackgroundispointedout.Inthesecondchapter,startwiththecurrentsituationofthesourcingofUTCpromotionproducts,togetherwiththepresentsituationofthecompany’ssupplyingchain,thereasonsofitsexistenceareprofoundlyanalyzed.ItcametotheconclusionthatUTCshouldapplythethird-partysourcingstrategy.AndbytheSWOTanalysistothird-partysourcingofUTCpromotionproducts,thenecessityofapplyingthismethodisindicated.Inthethirdchapter,theprinciplesofchoosingandevaluatingthethird-partysourcingcompanyareanalyzedindetail.Thetrialquantitativeandoperablechoosingmethodsandtheevaluatingmodelareindicated.Intheforthchapter,thesupplyingplatformofthethird-partysourcingofUTCpromotionproductsisexpounded.Basedone-commercemodel,creativelyusingmarketingidea,thesupplyingplatformofe-commercepromotionproductsisputforward.Also,thefunctions,thecompositionandtheoperationmethodsoftheplatformareexplicated.Intheanalysistothedailymanagement,viaemphasizingthecharacteristicsofthethird-partysourcingmodel,themanagementschemesofqualitycontrol,logisticsmanagementandcontractmanagementarepresented.Inthefifthchapter,atfirst,theriskformingmechanismunderthismodelisputforward,then,accordingtowhichanalysistorisksoftheMBAUTC10third-partysourcingofUTCpromotionproductsispresented,atlastthepreventionsolutionsarediscussed.Inthispaper,combiningtheorywithpractice,thethird-partysourcingstrategyofUTCpromotionproductsisdiscussed.HopethatthispapercouldprovidesomereferencesfortheenterpriseswhichhavethesimilarproblemswithUTC.KEYWORDS:third-partysourcing,sourcingstrategy,supplyplatform,riskassessmentofsourcingMBAUTC12111234MBAUTC131MBAUTC142OEM34MBAUTC15MFG110000MBAUTC16Abedrdeen10-25%30%Everest52MBAUTC17320/8080%20%20%80%20%MBAUTC18122ndEdison223MBAUTC191.2.30%-90%60%MBAUTC20ABBABABAB1.32080209017MBAUTC2190SaturnC&B2002130WoodwardGovernorJIT700015%WhirlpoolRyder5RyderRyder57%10%-35%MROMRO25%75%1995100015%MRO74%MROAberdeen20052001489719.3%MBAUTC22VertThreeCoreThreeCore1999VertThreeCore60%-70%ThreeCore200538%75%-80%3000680%20071%10002004MBAUTC23SPX,Subcontracting&PartnershipEx-change12345MBAUTC24UTCUTC21UTCUTCUTCUTC180202007422006500126UTC401.3UTC7A17241,00073B,C130DMBAUTC25E40F3547,000GUTC2006478,6460624000180UTCUTCUTC1100LOGOTMP3U2320010004030%UTC70%UTCUTC20MBAUTC26LOGOUTCUTC1%123LOGO1232-32007MBAUTC2715UTC2.2UTCUTC1UTCUTCA21000UTCABABUTCA1000BUTCUTC50%30%-100%UTCUTC2MBAUTC28UTC200UTC3MRPUTCUTC10UTCQ+ISO9001:2000,UTC440MBAUTC29UTC2.3UTCUTCUTC41MBAUTC302001111Chart1:Low-costStrategyMatrixAccordingToTechnicalComplexity&PriceLevelMROMBAUTC312001112Chart2:Low-costStrategyMatrixAccordingToRisk&PriceLevelOfProduct12UTCMROMROMBAUTC322001113Chart3:Sourcing&SupplyStructureUTCUTCMBAUTC33UTC3UTCUTCUTCSWOT1Strength1UTC50%UTC2UTCUTCMBAUTC343UTC2WeaknessUTC1UTCUTC2UTCUTC3UTC4UTC3ThreatenessMBAUTC351UTC2(),2ndEdison2234Opportunity1UT