基于供应链环境下的供应商关系管理分析
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摘要
在新世纪,随着经济全球化趋势的增强,以信息技术为先导的现代科技革命在加快,供应链管理SCM作为一种最新的管理模式已成为世界管理界关注的焦点,而供应商关系管理SRM是供应链管理的关键环节,供应商成为重要的战略砝码。企业通过积极采用供应链管理,突破自身资源约束,与供应商在技术和管理上进行合作创新,将企业之间由传统的买卖或竞争关系转变为新型的合作伙伴关系,从而降低外部交易成本,增强供应链的整体竞争优势。因而研究供应链伙伴关系对于我国企业转变经营机制和管理模式,适应日益复杂激烈的市场竞争环境,提高生存与竞争能力具有重要的理论价值和实践意义。
本文从SCM和SRM理论基础、供应商选择评价、新供应商认证、绩效与激励业务分析、风险防范与控制五个方面系统研究供应链中核心企业对供应商关系建立、发展和不断深化的全过程。本论文的创新点有以下几点:
1.首次探索性地发展了现有理论中关于供应商选择框架和流程的内容,将新采购任务和新供应商认证体现在其中。从采购的复杂性、重要性和供应商选择过程的不同阶段这两个维度分析组建供应商选择框架,结合已有的理论将新采购任务这一特殊情况体现在采购复杂性中,从而考虑了没有决策先例可循的决策环境;
2.本文建立了能够运用于日常供应商管理业务中的评价考核指标体系,指标体系全面综合,考虑了现代企业中的先进生产模式,并且具有很强的可操作性;将供应商选择评价与供应商的绩效考核设计为供应商关系管理中两个重要的环节,前者是采购业务的起始阶段,后者则属于业务往来中的追踪监督过程,二者相辅相成,绩效考核的内容是进行选择评价的依据,而选择评价是绩效考核的基础,二者相互影响,促成供应商合作关系有效开展;
3.指标体系的搭建中考虑了对采购业务各个阶段的通用性,而在供应商关系管理的不同阶段如选择决策时要根据实际情况对指标进行技术处理,合理的取舍指标,体现出决策的科学有效性,将采购量分配问题视为决策的一部分,方法应用上比原有文献又深化了一步,体现了原模型设计中综合性的初衷;
4.将新供应商认证过程视为供应商选择评价的起点,它是对供应商的供应资格和能力的一种鉴定,以此来规避采购环节一些不必要的隐患,保证供应商整体队伍的质量,从而使整体供应链具有较强的竞争力。
In the new century, SCM as a latest management model has become the focal point of global management area, with increasing globalizes economy and modern technology area. In SCM, SRM is the key part and the supplier is important strategic poise. The business adopts SCM actively to change the traditional "sell-buy" or competitive relationship between enterprises to new partnership, reduce external trading costs and increase the competitive ability of the whole supply chain, by breaking through the resource constraints of themselves and cooperating with partners in technology and management. Therefore, studying supply chain partnership has significant theoretical value and practical sense for helping enterprises in our country to transform management mechanism and mode, adapt to increasingly complicated market competition environment, and increase the competitive ability.
This paper studies the whole process of construction, development and deepening of the relationship between the supplier and core enterprise under supply chain environment from five aspects: the theoretical basis of SCM and SRM, the selection and evaluation of suppliers, the new suppliers’attestation, the analysis of performance and incentive operation, the control of risks. The innovations of this paper as follows:
Firstly, it probes the new purchase job and the new suppliers’attestation into the existing theory about the frame and flow of the supplier’s selection. In this theory it sets up the framework that takes the diversity of procurement situations in terms of complexity and importance into account and covers all phases in the supplier selection process, This paper extends previous reviews and takes the buying situations into account for which few or no decision models occured so far.
Secondly, this paper establishes the target system of evaluation that uses the daily operation of SRM. It is general, advanced and maneuverability. It designs the evaluation and performance measurement as the two important parts in SRM. The former is the origination of purchasing operation that is the base; and the latter belongs to the operation process that is the evidence. The two phases influence each other and accelerate the cooperation between the supplier and core enterprise.
Thirdly, it takes into account the target system in every phase of purchasing operation. For the validity of decision-making, in supplier’s selection it needs to deal with the target base on the fact. It regards the order quantity allocation as the part ofdecision-making and deepens the method of primary literature. It incarnates the all-around characteristic that is the original intention of the original model.
Fourthly, it regards the new suppliers’attestation as the jumping-off point of the supplier’s selection and evaluation. Through this attestation, the supplier’s qualification and ability are identified and the hidden trouble is shunned in purchasing operation. Accordingly, the whole supply chain is provided with strong competitive ability.
本文从SCM和SRM理论基础、供应商选择评价、新供应商认证、绩效与激励业务分析、风险防范与控制五个方面系统研究供应链中核心企业对供应商关系建立、发展和不断深化的全过程。本论文的创新点有以下几点:
1.首次探索性地发展了现有理论中关于供应商选择框架和流程的内容,将新采购任务和新供应商认证体现在其中。从采购的复杂性、重要性和供应商选择过程的不同阶段这两个维度分析组建供应商选择框架,结合已有的理论将新采购任务这一特殊情况体现在采购复杂性中,从而考虑了没有决策先例可循的决策环境;
2.本文建立了能够运用于日常供应商管理业务中的评价考核指标体系,指标体系全面综合,考虑了现代企业中的先进生产模式,并且具有很强的可操作性;将供应商选择评价与供应商的绩效考核设计为供应商关系管理中两个重要的环节,前者是采购业务的起始阶段,后者则属于业务往来中的追踪监督过程,二者相辅相成,绩效考核的内容是进行选择评价的依据,而选择评价是绩效考核的基础,二者相互影响,促成供应商合作关系有效开展;
3.指标体系的搭建中考虑了对采购业务各个阶段的通用性,而在供应商关系管理的不同阶段如选择决策时要根据实际情况对指标进行技术处理,合理的取舍指标,体现出决策的科学有效性,将采购量分配问题视为决策的一部分,方法应用上比原有文献又深化了一步,体现了原模型设计中综合性的初衷;
4.将新供应商认证过程视为供应商选择评价的起点,它是对供应商的供应资格和能力的一种鉴定,以此来规避采购环节一些不必要的隐患,保证供应商整体队伍的质量,从而使整体供应链具有较强的竞争力。
In the new century, SCM as a latest management model has become the focal point of global management area, with increasing globalizes economy and modern technology area. In SCM, SRM is the key part and the supplier is important strategic poise. The business adopts SCM actively to change the traditional "sell-buy" or competitive relationship between enterprises to new partnership, reduce external trading costs and increase the competitive ability of the whole supply chain, by breaking through the resource constraints of themselves and cooperating with partners in technology and management. Therefore, studying supply chain partnership has significant theoretical value and practical sense for helping enterprises in our country to transform management mechanism and mode, adapt to increasingly complicated market competition environment, and increase the competitive ability.
This paper studies the whole process of construction, development and deepening of the relationship between the supplier and core enterprise under supply chain environment from five aspects: the theoretical basis of SCM and SRM, the selection and evaluation of suppliers, the new suppliers’attestation, the analysis of performance and incentive operation, the control of risks. The innovations of this paper as follows:
Firstly, it probes the new purchase job and the new suppliers’attestation into the existing theory about the frame and flow of the supplier’s selection. In this theory it sets up the framework that takes the diversity of procurement situations in terms of complexity and importance into account and covers all phases in the supplier selection process, This paper extends previous reviews and takes the buying situations into account for which few or no decision models occured so far.
Secondly, this paper establishes the target system of evaluation that uses the daily operation of SRM. It is general, advanced and maneuverability. It designs the evaluation and performance measurement as the two important parts in SRM. The former is the origination of purchasing operation that is the base; and the latter belongs to the operation process that is the evidence. The two phases influence each other and accelerate the cooperation between the supplier and core enterprise.
Thirdly, it takes into account the target system in every phase of purchasing operation. For the validity of decision-making, in supplier’s selection it needs to deal with the target base on the fact. It regards the order quantity allocation as the part ofdecision-making and deepens the method of primary literature. It incarnates the all-around characteristic that is the original intention of the original model.
Fourthly, it regards the new suppliers’attestation as the jumping-off point of the supplier’s selection and evaluation. Through this attestation, the supplier’s qualification and ability are identified and the hidden trouble is shunned in purchasing operation. Accordingly, the whole supply chain is provided with strong competitive ability.
引文
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