供应链管理下的采购研究.docx
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供应链管理下的采购研究.docx
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供应链管理下的采购研究
供应链管理下的采购研究
潘艳波
学位授予单位:
天津大学;学科专业:
工商管理
摘要
供应链管理思想给处于挑战下的制造业带来了希望。
利润是企业的生命,实施供应链管理的终极目的就
是增强企业的竞争力,进而实现更高的利润。
采购环节是连接企业与供应链上游外部企业的衔接点。
企业的
生产经营过程就是物资的消费过程,要使生产经营过程周而复始、不间断地进行,就需要不断地从市场购进物
资,以补充生产经营过程中对原材料、半成品等的需要;采购的原料及零部件成本占企业总成本的比重居高不
下,采购成本控制是提高企业利润的重要手段之一;关于对产成品价值的增值,易耗消费品、耐用消费品和复
合制造型生产品的采购环节的增值作用均大于或等于生产和销售环节,采购对供应链的价值贡献是显著的。
另外采购与库存密切相关,要实现降低库存,就必然要重视采购环节。
基于上述这样的背景,本文首先对供应链和供应链管理的基础理论知识作了概述,并介绍了供应链和供
应链管理的概念、特点及其类别和相关的研究内容。
然后结合制造企业面临的新的挑战,概述了供应链管理
思想及制造企业发展供应链管理的五个阶段。
在本文的第三章,从采购在供应链中的地位、采购对控制成本
的意义和采购在价值链中的作用等方面,对采购的重要性进行了阐述,并对供应链管理下的采购、采购管理的
定义和采购组织的形态进行了解释。
接下来在分析影响采购策略的内外部因素、回顾三大类采购策略理论
地基础上,根据制造业供应链管理发展的五个阶段,从策略、目标、组织、人员、信息技术、供应商六个方面
对五个阶段下的采购策略特征进行了探讨。
在第四章中,介绍了供应链管理前提下企业间的合作关系的概念,
以及合作伙伴关系给企业发展带来的益处和存在的风险。
在第五章中,结合A公司的实际情况,对其供应链
管理与采购战略展开具体讨论,分析了其供应链管理与采购的现状,针对存在的问题和不足之处,提出了改进
采购管理策略。
关键词:
供应链;;供应链管理;;采购管理;;采购策略;;库存;;供应链合作关系
中图分类号:
F274
Abstract
Themethodofsupplychainmanagementbringsthenewhopetomanufacturingunderchallenge.Marginis
thelifeofanenterprise.Thentoachievehigherprofit,thefinalpurposeofsupplychainmanagementistoimprove
thecompetitioncapabilityofenterprises.Purchasingorprocurementisonechain,whichconnectsacompanywith
itsouterorganizations.First,theproductionmanagementofthebusinessenterpriseistheconsumptionprocessof
thematerialsupplies.Tomaintaintheproductionround-the-clock,theconstantmaterialsupplyisamustin
complementtothedemandoftheoriginalmaterial,semi-processedgoodsetc.Second,thecostsoforiginal
materialandpartstakeabigshareinthewholecosts.Thecontroloftheprocurementcostsisanefficientwayto
increaseprofits.Third,fromastudyofthevalue-addedcontributionofthreesegments:
procurement,production,
marketing,itcanbeconcludedthattheroleofprocurementoutweighstheothertwo.Apartfromabove,original
materialprocurementiscloselyrelatedtoinventory.Itisessentialforamanufacturertoattachmoreimportanceto
procurementsoastorealizethedecreaseofstorage.
Undertheupperbackground,firstly,itintroducesthebasictheoryandconceptofsupplychainandsupply
chainmanagement.Thenitintroducesthefivephasesofsupplyofsupplychainmanagementaccordingtothentroducestheimportanceofpurchaseinthecostcontrolandvaluechainandthe
definitionofpurchase,purchasemanagementandpurchaseorganization.Basedonthefivedevelopmentphasesof
manufacturing,itintroducesthepurchasetacticsintactics,target,organization,staff,informationandsupplier.In
thefourthchapter,itintroducestheconceptofcooperationamongenterprises,theriskandbenefitthatwillbringto
enterprisesthroughthesupplychainpartnership.Inthefifthchapter,itdiscussesthesupplychainmanagementand
purchasestrategyaccordingtothefactofAcompany.AftertheanalysisofAcompany’supplychainandpurchase
management,itprovidestheimprovedpurchasetacticsaccordingtotheshortcomings.
KeyWords:
Supplychain;;Supplychainmanagement;;Purchasemanagement;;Purchasetactics;;Storage;;
Supplychainpartnership
中国优秀硕士学位论文全文数据库2009年第04期经济与管理科学辑J152-618-2目录
第一章绪论····················································································································································4
1.1研究背景················································································································································4
1.2研究意义················································································································································5
1.3研究的主要内容····································································································································6
第二章供应链及供应链管理概述··················································································································7
2.1供应链···················································································································································7
2.2供应链管理············································································································································9
2.3制造企业供应链管理的实现·················································································································13
第三章供应链管理下的采购策略··················································································································17
3.1采购在供应链中的地位························································································································17
3.2供应链管理下的采购和采购管理的定义······························································································19
3.3供应链管理下的采购组织·····················································································································23
3.4采购策略和影响采购策略的因素·········································································································27
3.5三种采购策略概述································································································································29
3.6供应链管理下的采购策略发展演变模式······························································································32
第四章供应链中的企业合作关系··················································································································37
4.1企业合作关系的定义和发展·················································································································37
4.2合作伙伴关系的益处····························································································································39
4.3合作伙伴关系的风险····························································································································40
4.4新产品开发中供应商和制造商的合作·································································································41
第五章A公司采购管理战略分析·················································································································45
5.1背景介绍················································································································································45
5.2采购战略现状········································································································································45
5.3存在问题分析········································································································································52
5.4改进的采购管理策略研究·····················································································································54
第六章结论与展望·········································································································································61
参考文献··························································································································································62
第04期潘艳波:
供应链管理下的采购研究J152-618-3第一章绪论
第一章绪论
1.1研究背景
20世纪90年代以来,企业面对着迅速变化的买方市场和需求日趋主体化、个
性化和多样化的消费者,传统的生产模式对变化的响应显得越来越迟缓和被动。
为了摆脱困境,企业采取了许多先进的制造技术和管理方法,但最后人们终于意
识到问题不在于具体的制造技术和管理方法本身,而是在于它仍局限于传统生产
与经营模式的框框之内。
在传统模式下,企业出于管理和控制上的目的,对为其提供原材料、半成品
或零部件的其它企业采取投资自建、投资控股或兼并的方式,这种方式即为“纵
向一体化”(VerticalIntegration)管理模式,即核心企业与其它企业是一种所有权
关系
【1】
。
这种模式随着科技迅速发展暴露出了各种缺陷,如增加其投资负担、
承担丧失市场时机的风险、迫使企业从事不擅长的业务活动、在每个业务领域都
直接面临众多竞争对手、增大企业的行业风险等等。
当今的市场竞争日益激烈,企业面对的不只是一个经营单位,而是一些相互
关联的竞争者群体。
在遇到多点竞争时,竞争优势的获得并不取决于竞争对手本
身,而是取决于广泛的因素。
传统企业与其上下游的关系对立而非合作,企业试
图通过挤压供应商,达到降低成本,提高利润的目的。
但是,这种企业与上下游
之间的成本转换并没有真正获得成本竞争优势。
企业应该把上下游企业作为一个
整体看待,通过整体合作,达到价值链增值,成本降低的目的。
上下游企业在加
快产品流通的同时,如果减少各个环节的库存量,避免不必要的库存浪费,减少
资金占压,也可以降低成本。
此外,消费者要求缩短从生产到消费的周期,这需
要生产企业内部、外部及流通企业进行协调运作,将消费者所需的产品按要求生
产出来,并及时有效地送到消费者手中。
在产品生产和向消费者转移过程中,供应环节的费用(如储存和运输费用)
在总成本中所占的比例越来越大。
对企业来说,库存费用约为销售额的3%,运输
费用约为销售额的3﹪,采购成本占销售收入的40﹪~60﹪左右。
所以有必要对企
业整个原材料、零部件和最终产品的供应、储存和销售系统进行总体规划、重组、
协调、控制和优化,加快物料的流动、减少库存,使信息快速传递,及时了解并
有效地满足顾客需求,从而大大降低成本,提高企业效益
【2】
。
后来,国际上越来越多的企业放弃了这种经营模式而采用“横向一体化”
(HorizontalIntegration)模式,即利用企业外部资源快速响应市场需求,本企业只
抓核心的内容:
产品方向和市场。
这种模式避免了自己投资带来的基建周期长等
1
中国优秀硕士学位论文全文数据库2009年第04期经济与管理科学辑J152-618-4第一章绪论
问题,赢得了产品在低成本、高质量、早上市等方面的竞争优势。
“横向一体化”
形成了一条从供应商再到分销商的贯穿所有企业的“链”。
由于相邻节点企业表
现出一种需求与供应的关系,当把所有企业依次连接起来,便形成了供应链,由
此把这种管理方式称为供应链管理(SupplyChainManagement,SCM)
【1】
。
实践证明,通过良好的供应链管理可以在进入新市场、开发新产品、开发新
渠道、改善售后服务水平、提高用户满意度、降低库存、降低后勤成本、提高工
作效率等方面获得满意效果。
在全球经济一体化的今天,从供应链管理的角度来
考虑企业的整个生产经营活动,形成这方面的核心能力,对提高企业竞争力是十
分重要的。
供应链管理能力成为企业的一种重要的战略竞争资源。
1.2研究意义
供应链管理提出的时间并不长,但它己引起人们的广泛关注。
近几年来,供
应链管理的实践己扩展到了一种所有加盟企业之间的长期合作关系,超越了供应
链出现初期的那种主要以短期的、基于某些业务活动的经济关系,使供应链从一
种作业性的管理工具上升为管理性的方法体系。
随着市场主体需求日益主体化、个性化和多样化,同时区域性、国际性市场
壁垒的逐步淡化和消除,制造商面临着全球市场的激烈竞争。
管理好在竞争、合
作、动态的市场环境中由若干供方、需方等实体构成的快速响应环境变化的动态
供应链是制造商面临的重大课题。
采购处于供应链的上游,随着供应链管理的深
入,采购在供应链中的地位日益受到重视。
采购的基本目标是保障生产。
采购成
本的控制意义重大,在采购上每节约一元就是为公司的营业利润增加一元,但在
其他条件不变的情况下,假设企业的利润率为5﹪的话,企业若想依靠增加销售
获取同样的利润,则需要增加销售20元的产品。
采购对产品价值增值的贡献极大,
优化供应链从采购开始。
采购管理是物流管理的重点内容之一,它在供应链企业之间的原材料和半成
品生产合作交流方面架起了一座桥梁,沟通生产需求与物资供应的联系。
在供应
链管理模式下,采购工作要做到五个恰当:
恰当的数量、恰当的时间、恰当的地
点、恰当的价格、恰当的来源。
中国企业管理体制与运作模式受“大而全”、“小
而全”思想的影响非常严重,“万事不求人”的封建主义思想使企业成为一个封
闭系统,与开放式的全球制造和供应链管理模式相差甚远。
传统的为库存而采购、
多个供应源、注重价格、与供应商竞争多于合作的采购模式己越来越不利于企业
的发展。
在供应链管理环境下,企业要提升整个供应链的竞争力、实施有效的采购管
理必须在管理信息技术、组织和业务流程、质量和成本控制、采购模式、供应商
2
第04期潘艳波:
供应链管理下的采购研究J152-618-5第一章绪论
管理等方面做出重大改进。
因此,研究供应链管理环境下的企业采购管理对我国
企业快步迈向国际市场、提高在国际市场上的生存和竞争能力有着十分重要的理
论与实际意义。
1.3研究的主要内容
首先本文对供应链和供应链管理的基础理论知识作了概述,在第二章中介绍
了供应链和供应链管理的概念、特点及其类别和相关的研究内容。
然后结合制造
企业面临的新的挑战,概述了供应链管理思想及制造企业发展供应链管理的五个
阶段。
在本文的第三章,首先从采购在供应链中的地位、采购对控制成本的意义和
采购在价值链中的作用等方面,对采购的重要性进行了阐述,并对供应链管理下
的采购和采购管理的定义及采购组织的形态进行了解释。
其次介绍了供应链管理
机制下的采购策略,分析了影响采购策略的内外部因素、三大类采购策略理论、
基于制造业供应链管理发展的五个阶段,在此基础上,从策略、目标、组织、人
员、信息技术、供应商六个方面对五个阶段下的采购策略特征进行了探讨。
实际
中,一个企业在发展供应链管理的过程中不一定如此理性地按照本文所述的五阶
段顺序发展,有可能是跳跃式的,也有可能是螺旋回复式的,不同的采购执行方
案可能会在其中某几个阶段有不同程度的表现,这是符合事物发展的趋势的。
在第四章中,介绍了供应链管理思想基础上企业间的合作关系的概念,以及
合作伙伴关系给企业发展带来的益处和存在的风险。
在第五章中,结合A公司的实际情况,对其供应链管理与采购战略展开具
体讨论,分析了其供应链管理与采购的现状,针对存在的问题和不足之处,提出
了改进采
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- 关 键 词:
- 供应 管理 采购 研究
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