S公司供应商关系管理策略研究
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摘要
随着科技的迅猛发展和顾客需求的多样化,液晶面板市场前景广阔、投入巨大、竞争激烈、更新换代迅速。身处风云变幻的液晶面板行业的S公司成立于2003年,在业界宛如婴儿般稚嫩。如何使公司立于长久不败之地,本人认为不仅要在研发、销售、制造上寻找改进点,而且也要在采购上挖掘潜力,如何进行采购管理,形成企业采购优势,优化供应商关系管理的任务显得尤为迫切。论文作者将以S公司为例,在供应商关系管理方面开展论述和分析。
本文介绍了国内外文献对供应商关系管理的研究,定义了供应商关系管理及基本内涵。面对液晶面板产业的特殊性,首先分析了液晶面板产业市场变化及行业对供应商关系管理的需求。对S公司基本情况略作梳理后,通过分析原材料采购状况,特别是重要材料的采购状况,引出S公司采购方面存在的数个问题。通过对S公司原材料进行分类,本文针对不同类型供应商提出不同的应对方法。建立了S公司内部供应商选择与管理的信息传递过程和对供应商的评价指标。以偏光板材料为例,在AHP方法基础上挑选合作伙伴。最后对S公司在供应商关系管理方面取得的成效进行概括。
With the rapid development of technology and diversification of customers’needs, LCD market has bright market prospects. This industry means great input, fierce competition, and rapid renewal. Established in 2003, like a newly born baby, S company faces challenges and has to make a bunch of decisions like how to make the company stay invincible. I hold that we should have an eye on purchasing potential mining. The task to do with purchasing management, to form purchasing advantages, to optimize supplier relationship management (SRM) is particularly urgent. I will take S company as the case study to analyze and illustrate SRM.
This thesis introduces researches about SRM both in China and other countries, and gives a definition and further explains the fundamental connotation of SRM. It analyzes the turn of the market and demands for SRM from LCD industry which gains its popularity more than ever. After dwelling on the S company’s status and raw material procurement, the paper draws forth several purchasing problems. Through managing a portfolio of materials, this paper presents different measures to different kinds of suppliers. And an informational transfer process for supplier and a new supplier evaluating indicator is set up helping them to make choices and management. A partner is chosen here for polarizer by AHP. Finally, a summarization at SRM achievement of S company is made.
The motive of strategic analysis is to accelerate the pace of purchasing management of S company. Hopefully, the thesis could provide further help to it.
本文介绍了国内外文献对供应商关系管理的研究,定义了供应商关系管理及基本内涵。面对液晶面板产业的特殊性,首先分析了液晶面板产业市场变化及行业对供应商关系管理的需求。对S公司基本情况略作梳理后,通过分析原材料采购状况,特别是重要材料的采购状况,引出S公司采购方面存在的数个问题。通过对S公司原材料进行分类,本文针对不同类型供应商提出不同的应对方法。建立了S公司内部供应商选择与管理的信息传递过程和对供应商的评价指标。以偏光板材料为例,在AHP方法基础上挑选合作伙伴。最后对S公司在供应商关系管理方面取得的成效进行概括。
With the rapid development of technology and diversification of customers’needs, LCD market has bright market prospects. This industry means great input, fierce competition, and rapid renewal. Established in 2003, like a newly born baby, S company faces challenges and has to make a bunch of decisions like how to make the company stay invincible. I hold that we should have an eye on purchasing potential mining. The task to do with purchasing management, to form purchasing advantages, to optimize supplier relationship management (SRM) is particularly urgent. I will take S company as the case study to analyze and illustrate SRM.
This thesis introduces researches about SRM both in China and other countries, and gives a definition and further explains the fundamental connotation of SRM. It analyzes the turn of the market and demands for SRM from LCD industry which gains its popularity more than ever. After dwelling on the S company’s status and raw material procurement, the paper draws forth several purchasing problems. Through managing a portfolio of materials, this paper presents different measures to different kinds of suppliers. And an informational transfer process for supplier and a new supplier evaluating indicator is set up helping them to make choices and management. A partner is chosen here for polarizer by AHP. Finally, a summarization at SRM achievement of S company is made.
The motive of strategic analysis is to accelerate the pace of purchasing management of S company. Hopefully, the thesis could provide further help to it.
引文
[1] Cooper, M. C.,EIIram, L. M. Characteristics of supply chain management implications and the implications for purchasing and logistics strategy. International Journal of Logistics Management, 1993:1-9
[2] Stuart, F. I. Supplier partnerships: influencing factors and strategic benefits. International Journal of Purchasing and Materials Management, 1993 Fall:3-7
[3] Heide, J. B.,Miner, A.S. The shadow of the future: effects of anticipated interaction and frequency of contact on buyer-seller cooperation. Acad. Manage. J.,1992: 1-10
[4] Carr, A. S., Pearson, J.N. Strategically managed buyer-seller relationships and performance outcomes. Journal of Operations Management, 1999: 1-8
[5]道格拉斯.兰伯特、詹姆士.斯托克、莉萨.埃拉姆(著),张文杰,叶龙,刘秉镰(译),物流管理,电子工业出版社,2003:22-70
[6]马士华、林勇编著,供应链管理,高等教育出版社,2006: 60-122
[7] Haul Lee. Creating Value Through Supply Chain Integration. Calmer Business Information, 2000: 33-45
[8]张华,供应商关系管理在压缩机行业的应用[硕],复旦大学,2005: 15-22
[9]白益民,三井帝国在行动,中国经济出版社,2008.9: 77-103
[10]周赤伟,TMC公司供应商关系管理研究[硕],上海交通大学,2008.3: 11-20
[11] (英)莱桑斯(Lysons,K.)、(英)吉林厄姆(Gillingham,M.)著;鞠磊、莫佳忆、胡克文等译,采购与供应链管理:第6版——北京:电子工业出版社,2004.7:109-170
[12]张臻竹,基于供应链环境下的供应商关系管理分析,天津大学博士论文,2005.12
[13] (加)利恩德斯(Leenders,M.R.)、(美)费伦(Fearon,H.E.)著;张杰、张群译.采购与供应管理,北京:机械工业出版社,2001:130-176
[14]许雪雯,IP公司在华供应商管理策略探讨,上海交通大学,2008.6:1-18
[15]奚丽霞,我国液晶显示器产业竞争力评价及对策分析, 2007.4
[16]蒋敏,中国液晶电视产业竞争格局及发展分析, 2006.6
[17]吴伟,韩国和台湾地区液晶显示产业发展研究,苏州大学,2007.5
[18]时红,TFT-LCD面板产业:从聚集走向垄断,Electronic Business China,2006.10
[19] Larry R.Smel Lzerc& Ameba Carr. Reverse auctions in industrial marketing and buying, Business Horizons, 2002.4:165-178
[20] K.L.Choy. W.B.Lee. V.Lo. Develop of a case based intelligent customer-supplier relationship management system. Expert systems with applications, 2002.12: 3-11
[21] Walete A,,Miller T.A.,Helfert G..,Ritter T. Functions of industrial supplier relationships and their impact on relationship quality. Industrial marketing management, 2003:30-37
[22] (加)利恩德斯(Leenders,M.R.)、(美)费伦(Fearon,H.E.)著,张杰、张群译.采购与供应管理。北京:机械工业出版社,2001:243-265
[23] (英)戴(Day,M)编著,许春燕等译,采购管理手册,第3版。电子工业出版社,2004(物流与供应链管理系列): 212-245
[24]于淼,供应商管理,清华大学出版社,2006.9: 177-201
[25]温卫娟主编,如何进行采购与供应商管理,北京大学出版社,2004年4月第一版:78-112
[26] Eon-Kyung Lee. Supplier Selection and Management System Considering Relationships in Supply Chain Management. IEEE Transactions on Engineering Management, Vol 48, No.3 August 2001:41-57
[27]胡腾,基于AHP的绿色供应商选择[硕],复旦大学,2006.4: 23-33
[28]李楠.,基于DEA/AHP与作业成本法的供应商选择模型研究[硕],东北财经大学,2008.3: 20-36
[29]张粤,国际采购环境下的供应商关系质量研究,同济大学,2008.2: 17-28
[30]杨晓晖,基于供应链环境下采购和供应商管理研究[硕],西安电子科技大学,2004.6: 33-39
[31]青木昌彦,模块化:新产业结构的本质,经济社会体制比较,2002,(2): 188-214
[32]孙宝文,供应链伙伴关系研究,中央财经大学优秀博士论文,2004.6:43-58
[33]刘永胜,供应链风险预警机制,中国物资出版社,2007.6: 115-134
[34]包立莉,PCB行业M公司采购管理研究[硕],北京交通大学,2008.5: 14-29
[35]李勇,JBL公司供应链采购管理研究,上海交通大学,2008.6: 20-27
[36]李艺峻,施耐德供应商关系管理系统设计与实现,大连理工大学,2007.11: 8-22
[37]陶俊杰.,没有出口的高速路,新财经,2005.8: 1-4
[38]【英】拉明.精益供应:创新与供应商关系战略,北京:商务印书馆,2003:70-92
[39]李静芳,零时间竞争的供应链关系管理,北京:中国财政经济出版社,2006. 1: 166-189
[40]李薇.,汽车行业供应商园形成机理研究[硕],华中科技大学,2006.10:24-30
[41] Zsidisin G. Panelli A. Upton R. Purchasing organizational involvement in risk assessments, contingency plans, and risk management. Supply Chain Management, 2000:1-3
[42] Paul D. Berger. Arthur G. Amy Z. How many suppliers are best? A decision analysis approach. The In. J. of management science, 2004
[43] Cheng-min Feng. Chi-Hwa Chern. Key Factors Used by Manufacturers to Analyse Supply-Chain Operational Models. International Journal of Management, Dec 2008:3-6
[44] Thomas Y. Choi. Yusoon Kim. Structural Embeddedness and Supplier Management: A Network Perspective. Journal of Supply Chain Management, Oct 2008
[45] Stephan M. Wagner Getting Innovation From Suppliers. Research&Technology Management:1-3
[46]于雪峰,西门子威迪欧供应商评价与选择研究,吉林大学,2007.5:34-42
[47] http://www.displaysearch.com/cps/rde/xchg/displaysearch/hs.xsl/research_paneltrack.asp
[48]赵振峰、郭丹霞、丁留名,Kraljic矩阵和因子分析的采购物资定位模型,工业工程与管理,2008.1:1-7
[2] Stuart, F. I. Supplier partnerships: influencing factors and strategic benefits. International Journal of Purchasing and Materials Management, 1993 Fall:3-7
[3] Heide, J. B.,Miner, A.S. The shadow of the future: effects of anticipated interaction and frequency of contact on buyer-seller cooperation. Acad. Manage. J.,1992: 1-10
[4] Carr, A. S., Pearson, J.N. Strategically managed buyer-seller relationships and performance outcomes. Journal of Operations Management, 1999: 1-8
[5]道格拉斯.兰伯特、詹姆士.斯托克、莉萨.埃拉姆(著),张文杰,叶龙,刘秉镰(译),物流管理,电子工业出版社,2003:22-70
[6]马士华、林勇编著,供应链管理,高等教育出版社,2006: 60-122
[7] Haul Lee. Creating Value Through Supply Chain Integration. Calmer Business Information, 2000: 33-45
[8]张华,供应商关系管理在压缩机行业的应用[硕],复旦大学,2005: 15-22
[9]白益民,三井帝国在行动,中国经济出版社,2008.9: 77-103
[10]周赤伟,TMC公司供应商关系管理研究[硕],上海交通大学,2008.3: 11-20
[11] (英)莱桑斯(Lysons,K.)、(英)吉林厄姆(Gillingham,M.)著;鞠磊、莫佳忆、胡克文等译,采购与供应链管理:第6版——北京:电子工业出版社,2004.7:109-170
[12]张臻竹,基于供应链环境下的供应商关系管理分析,天津大学博士论文,2005.12
[13] (加)利恩德斯(Leenders,M.R.)、(美)费伦(Fearon,H.E.)著;张杰、张群译.采购与供应管理,北京:机械工业出版社,2001:130-176
[14]许雪雯,IP公司在华供应商管理策略探讨,上海交通大学,2008.6:1-18
[15]奚丽霞,我国液晶显示器产业竞争力评价及对策分析, 2007.4
[16]蒋敏,中国液晶电视产业竞争格局及发展分析, 2006.6
[17]吴伟,韩国和台湾地区液晶显示产业发展研究,苏州大学,2007.5
[18]时红,TFT-LCD面板产业:从聚集走向垄断,Electronic Business China,2006.10
[19] Larry R.Smel Lzerc& Ameba Carr. Reverse auctions in industrial marketing and buying, Business Horizons, 2002.4:165-178
[20] K.L.Choy. W.B.Lee. V.Lo. Develop of a case based intelligent customer-supplier relationship management system. Expert systems with applications, 2002.12: 3-11
[21] Walete A,,Miller T.A.,Helfert G..,Ritter T. Functions of industrial supplier relationships and their impact on relationship quality. Industrial marketing management, 2003:30-37
[22] (加)利恩德斯(Leenders,M.R.)、(美)费伦(Fearon,H.E.)著,张杰、张群译.采购与供应管理。北京:机械工业出版社,2001:243-265
[23] (英)戴(Day,M)编著,许春燕等译,采购管理手册,第3版。电子工业出版社,2004(物流与供应链管理系列): 212-245
[24]于淼,供应商管理,清华大学出版社,2006.9: 177-201
[25]温卫娟主编,如何进行采购与供应商管理,北京大学出版社,2004年4月第一版:78-112
[26] Eon-Kyung Lee. Supplier Selection and Management System Considering Relationships in Supply Chain Management. IEEE Transactions on Engineering Management, Vol 48, No.3 August 2001:41-57
[27]胡腾,基于AHP的绿色供应商选择[硕],复旦大学,2006.4: 23-33
[28]李楠.,基于DEA/AHP与作业成本法的供应商选择模型研究[硕],东北财经大学,2008.3: 20-36
[29]张粤,国际采购环境下的供应商关系质量研究,同济大学,2008.2: 17-28
[30]杨晓晖,基于供应链环境下采购和供应商管理研究[硕],西安电子科技大学,2004.6: 33-39
[31]青木昌彦,模块化:新产业结构的本质,经济社会体制比较,2002,(2): 188-214
[32]孙宝文,供应链伙伴关系研究,中央财经大学优秀博士论文,2004.6:43-58
[33]刘永胜,供应链风险预警机制,中国物资出版社,2007.6: 115-134
[34]包立莉,PCB行业M公司采购管理研究[硕],北京交通大学,2008.5: 14-29
[35]李勇,JBL公司供应链采购管理研究,上海交通大学,2008.6: 20-27
[36]李艺峻,施耐德供应商关系管理系统设计与实现,大连理工大学,2007.11: 8-22
[37]陶俊杰.,没有出口的高速路,新财经,2005.8: 1-4
[38]【英】拉明.精益供应:创新与供应商关系战略,北京:商务印书馆,2003:70-92
[39]李静芳,零时间竞争的供应链关系管理,北京:中国财政经济出版社,2006. 1: 166-189
[40]李薇.,汽车行业供应商园形成机理研究[硕],华中科技大学,2006.10:24-30
[41] Zsidisin G. Panelli A. Upton R. Purchasing organizational involvement in risk assessments, contingency plans, and risk management. Supply Chain Management, 2000:1-3
[42] Paul D. Berger. Arthur G. Amy Z. How many suppliers are best? A decision analysis approach. The In. J. of management science, 2004
[43] Cheng-min Feng. Chi-Hwa Chern. Key Factors Used by Manufacturers to Analyse Supply-Chain Operational Models. International Journal of Management, Dec 2008:3-6
[44] Thomas Y. Choi. Yusoon Kim. Structural Embeddedness and Supplier Management: A Network Perspective. Journal of Supply Chain Management, Oct 2008
[45] Stephan M. Wagner Getting Innovation From Suppliers. Research&Technology Management:1-3
[46]于雪峰,西门子威迪欧供应商评价与选择研究,吉林大学,2007.5:34-42
[47] http://www.displaysearch.com/cps/rde/xchg/displaysearch/hs.xsl/research_paneltrack.asp
[48]赵振峰、郭丹霞、丁留名,Kraljic矩阵和因子分析的采购物资定位模型,工业工程与管理,2008.1:1-7