海尔与供应商建立战略伙伴关系研究

华中科技大学硕士学位论文海尔与供应商建立战略伙伴关系研究姓名：殷祥申请学位级别：硕士专业：工商管理指导教师：马士华20040401IIIAbstractAcompanycanbenefitfromasuccessfulpartnershipwithsuppliersinmanufacturing,selling,purchasing,controllingandotherfields.Regardingthecompanyitself,thequalifiedpartsitneedscanbedeliveredintime.Regardingthesuppliers,itgainssteadysales.So,intermsofthewholesupplychain,theuncertaintyinmanufactureisreduced.Inaddition,steadyrelationshipcanmakebothsidespayattentiontodevelopingtechnologiesandimprovethequalityofproduct.ThepartnershipbetweenHaieranditssuppliersmaketheproductadvancedintechnologyandstockreduced.Inordertoestablishaallywithsuppliers,domesticairconditionercompaniesshouldstrengtheninternalmanagementandmakethemselvesexcellentcompanies,thenlookforexcellentsuppliers.Inordertoestablishstrategicpartnershipwithsuppliers,companiesshouldestablishnetworkoperatingmodelandcorrespondingmanagerialinformationsystem.Thecorecompanyinsupplychainshouldmaketherelativecompaniesinbusinessaclosesupplychainandmakethecompaniesrunandcooperateinawholemanagerialinformation.Inaddition,thecorecompanyshouldmakethescatteredplanspartsofthewholeplanofsupplychain,resourceandinformationsharedandstrengthenthewholeadvantageofsupplychaininmarket.What’smore,thecompanyshouldpayattentiontofusionofculture.Finally,inordertomaketheallykeepcompetitiveness,thecompanyshoulddonecessarycheck,stimulationandcontrol.Keywords:supplierstrategicpartnerinformationsharing111.119782231991-19931994-199619971048.21%2600-3100/200020.26%3.15%[4]2003177200340%2020%TCL15%[4],1270%70%200470%200180%40%-50%200435%[8]900-10004001.51.82.020006008002600-2800[8]12-1519912004-20073232003459%440%TCL[12]44WTOHCFC1.22001WTO5WTOWTOWTO20WTOWTOWTO1.36722.1ShawnTully“3%6%[13]”19991086[14]50050[16](2)JIT21[17]21///91819[20]11501500020009001/35[21]2103020“”3/52.6ERP2001550380100“””[22]AMRResearchPierreMitchell“”[23][24]11[25]2.2[26][28][29]1233.13-13-1E-mail1330141234567153232321165S3.23217[33]2000—3—[34]3.3[35]1820001SAPSAP3-33-419SAP1600070001573.8%50%67%720030102233697820%32.5%3JTT3JTTJTTJTTJTT3JTTJTTJTTJTTBBPJTTERP4JTTB2BB2C2082444CRMBBP100%1020%363.437——213.511nmpp=mn×100%PNpp2=100%n22=100%=1=N=100%=100%3=100%4=100%=100%235=100%62352435495%390~95%285~90%180~85%080%435%25%10%110%20%020%435%25%10%110%20%020%435%25%10%110%20%020%43251510%010%420310202510105002550%044320003636200031.003.003.000.501.504440.400.400.201.601.600.804.000.301.20310.500.501.500.502.000.200.403.10263.6;38127220009005003284[39]5ABABCABA5080B205010ABCAB[40]6/29[41](TeamWork)74“OEC”“”‘’3044.1WTO90020%314.2324.319842002600OEC331124.43435362002FMBA37[1]StewartG.Supplychainperformancebenchmarkingstudyrevealskeystosupplychainexcellence.LogisticsInformationManagement,Vol.8,No.2,1995[2]ChristopherM.LogisticsandSupplyChainManagement.FinancialTimesPitmanPublishing,1992[3]..,1998(4)[4]..20044[5]...1999[6]...1998[7]LeeH,PadmanahamV,WhangS.InformationDistortioninasupplyChain:TheBullwhipEffect.ManagementScience,1997,43(4)[8].2000-2003.20041[9]...2003[10]CJ...2002[11]ChadwickT,RajagopalS.StrategicSupplyManagement.TheCharteredinstituteofPurchasingandSupply,Butterworth-HeinemannLtd.1995[12]..20041[13]...2000[14]...2000[15]J.ThomasandP.M.Gniffin.CoordinatedSupplyChainManagement.EuropeanJournalofOperationalresearch.1996,Vol.94[16]...2001[17]DenisR.Towill,IndustrailDynamicModelingofSupplyChain.LogisticsInformationManagement,1996,9(4)[18]...200238[19]...2002[20]...2002[21].66..2004[22]JonHugesetc.TransformYourSupplyChainReleasingValueinBusiness.ThomsonBusinessPress,1998[23]Stevens.G.IntegratingtheSupplyChain.InternationalJournalofPhysicalDistributionandMaterialsManagement,1989,Vol.19,No.8[24]...2002[25]...2002[26]..19991[27]..20011[28]HarlandCM.Supplychainmanagement:relationship,chainsandnetworks.BritishJournalofManagenment,1996,Mar.[29]BenitaM.Beamon.Supplychaindesignandanalysis:Modelsandmethods.InternationalJournalofProductionEconomics,1998,Vol.55[30]...1999[31]...2002[32]..20004[33]BenitaM.Beamon.Measureingsupplychainperformance.InternationalJournalofOperations&ProductionManagement,1999,Vol.19[34]..20011[35]...2000[36]...2000[37]JJ..199939[38]...2000[39]JanakSingh.Theimportanceofinformationflowwithinthesupplychain.LogisticsInformationManagement,1996,Vol.9[40]...2001[41]..19967[42]EdmondK.Lo,ChamliPusshpakumara.PerformanceandPartnershipinglobalmanufacturingmodelingframeworksandtechniques.IJPE,1999海尔与供应商建立战略伙伴关系研究作者：殷祥学位授予单位：华中科技大学相似文献(5条)1.学位论文李金刚企业供应商网络类型与企业供应效率的关系研究2009进入21世纪后，随着科学技术不断进步和经济的不断发展，中国与世界贸易往来的日益频繁，经济改革的持续深入，中国经济被纳入世界经济体系的趋势已经势不可挡，中国经济国际化已经来临。这意味着中国企业要参与到全球的市场竞争，需要尽快的提升竞争能力。面对错综复杂的竞争环境，单靠一个企业自身的力量是远远不够的；企业需要构建自己的价值网络，以网络整体的力量参与到竞争中去。br　　本文在对社会资本、网络组织、供应链等理论的整合的基础上，分析了企业与供应商之间的辩证关系。在此基础上，结合对美的空调供应商网络的案例研究，通过分析供应商网络中活性结点、网络关系和网络结构的特性，构建企业的供应商网络类型的模型。针对不同类型供应商网络的特点差异，进一步分析了每种类型供应商网络对企业供应效率的影响，并由此衍生出企业管理供应商网络的方向在于分析自己供应商群体中存在的不同类型的供应商网络，针对性地采取有效措施对活性结点、网络关系、网络结构进行改善和优化。企业供应商网络因为外包业务的差异，会形成不同的供应商网络类型，通过构建以网络中的活性结点、网络关系和网络结构为三维的供应商网络类型分析模型，理顺企业供应商网络中可能存在的网络类型。不同类型的供应商网络会表现出不同的特点，从而对企业的供应效率产生不同的作用。通过模型构建和分析，引发了对供应商网络管理的全新的视角，为企业管理实践者提供了