本文關(guān)鍵詞： 供應(yīng)鏈 供應(yīng)商 質(zhì)量管理 供應(yīng)商質(zhì)量管理　出處：《上海交通大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著經(jīng)濟日益發(fā)展,市場競爭不再局限于企業(yè)之間,而是越來越趨于企業(yè)的整個供應(yīng)鏈競爭。在競爭激烈的環(huán)境下,對作為整個供應(yīng)鏈源頭的供應(yīng)商的管理,成為使一個企業(yè)更好地生存和成長的重要因素。顯然,供應(yīng)商產(chǎn)品質(zhì)量管理和控制不僅有利于降低成本,提高產(chǎn)品質(zhì)量,而且有利于企業(yè)縮短生產(chǎn)周期,提高客戶滿意度,還有利于優(yōu)化整個供應(yīng)鏈流程,提升企業(yè)的市場競爭力和占有率。作為風(fēng)力發(fā)電整機裝配企業(yè)的A公司,在公司快速發(fā)展的機遇中帶著艱辛和嚴(yán)峻的挑戰(zhàn),目前公司的供應(yīng)鏈質(zhì)量管理還不成熟,沒有建立規(guī)范的供應(yīng)商質(zhì)量管理方法。本文首先從供應(yīng)商的選擇、供應(yīng)商的質(zhì)量管理、供應(yīng)商質(zhì)量評價三個方面分析目前A公司供應(yīng)商質(zhì)量管理現(xiàn)狀。然后指出對供應(yīng)商審核力度不足、供應(yīng)商選擇評價比較主觀、供應(yīng)商績效管理的不足、供應(yīng)商很少參與產(chǎn)品早期開、與供應(yīng)商交流不暢這幾個方面分析A公司供應(yīng)商質(zhì)量管理發(fā)展過程中存在的問題。針對這些問題,本文從加強審核先期策劃工作到跟蹤審核后的整改措施等方法來彌補審核力度不足問題;針對不同產(chǎn)品的供應(yīng)商進行分類質(zhì)量管理改善公司原有質(zhì)量評價體系;完善供應(yīng)商的績效評價體系,將供應(yīng)商表現(xiàn)劃分為A、B、C、D四類進行不同管理;解決供應(yīng)商關(guān)系管理(SRM)平臺改善與供應(yīng)商交流不暢的問題;改進傳統(tǒng)的新產(chǎn)品開發(fā)的模式邀請供應(yīng)商參與早期項目開發(fā),充分利用供應(yīng)商的技術(shù)優(yōu)勢和專業(yè)經(jīng)驗,和供應(yīng)商真正實現(xiàn)互利共贏的合作。
[Abstract]:With the development of economy, the market competition is no longer confined to the enterprises, but the competition of the whole supply chain is becoming more and more. In the competitive environment, the management of the suppliers, who are the source of the whole supply chain, is becoming more and more important. It is obvious that supplier product quality management and control can not only reduce cost and improve product quality, but also shorten production cycle and improve customer satisfaction. It is also conducive to optimizing the entire supply chain process and enhancing the market competitiveness and market share of the enterprises. As a wind power generator assembly enterprise, company A is facing arduous and severe challenges in the rapid development of the company. At present, the supply chain quality management of the company is not mature, there is no standard supplier quality management method. This paper analyzes the current situation of supplier quality management in company A from three aspects of supplier quality evaluation, and points out that the supplier audit is insufficient, the supplier selection evaluation is subjective, and the supplier performance management is insufficient. Suppliers rarely participate in the early opening of products, and the problems in the development of supplier quality management in company A are analyzed in the aspects of poor communication with suppliers. This article from the strengthening of audit planning work to track the review after the rectification measures to make up for the lack of audit strength, for different product suppliers to classify quality management to improve the company's original quality evaluation system; Improve the supplier performance evaluation system, divide the supplier performance into four categories of different management, solve the problem that the SRM platform improves the communication with the supplier. Improve the traditional new product development model invite suppliers to participate in early project development, make full use of suppliers' technical advantages and professional experience, and truly achieve win-win cooperation with suppliers.
【學(xué)位授予單位】：上海交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F274

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本文編號：1535704