【作者】 陈娟；

【导师】 薄湘平；

【作者基本信息】 湖南大学 ， 工商管理， 2004， 硕士

【摘要】 邵阳纺织机械有限责任公司(以下简称“邵纺机”)是一家有着四十多年历史的大中型国有纺织机械生产企业。近年来，管理者们在新产品研发、新市场开拓等方面下了大力气，也取得了一定的市场成效，但收益却并不明显。公司每年的原材料成本约占公司生产总成本的70％至80％，但采购活动却长期未得到足够的重视和对待。低效的采购管理是造成低收益的根本原因之一。 采购管理的主要内容包括采购物料、采购活动及其对企业生产经营活动造成的影响。它应当是一条贯穿于企业内外的“链”。对企业内部供应链或外部供应链的过分偏重都是不恰当。本论文立足于对邵纺机采购管理现状的深入分析，从供应链的角度出发，结合企业目前的实际情况，为其重新设计采购管理内部流程及外部体系。 在对邵纺机采购管理内部体系的重新设计中，本论文建议对其现行模式进行BPR(业务流程再造)。在此基础上，引入“流程化+制度化”管理的新理念，即在简化流程中不必要的环节，控制关键点的同时，辅以严格的规章制度，以确保企业内部供应链(供、产、销)的畅通。从采购物料的ABC分类、“扁平化”组织结构、职责的重新确定到采购流程的重新设计，本论文力图将对采购管理问题的研究深入到企业内部控制、质量、价格、成本、交货以及库存等各个主要方面。 在对该企业采购管理外部体系的重新构建中，本论文针对其供应商管理不规范的现状，阐述了加强外部供应链管理的优点及重要性，再在此基础上为企业设计了一条供应商管理的基本思路，即发掘新供应商→评定→筛选→稳定合作关系→与之建立战略联盟。在现代制造型企业中，越来越多的采购发生了形式上的变化，即出现了外包制造。邵纺机也不例外。外包制造商不同于一般供应商，因此本论文也针对这一采购形式的出现给出了不同的供应商管理办法。 本论文同时为其它制造型企业如何通过加强采购管理，降低库存、控制成本、提高质量、快速反应，从而提升竞争力给出了一些切实可行的建议和意见。更多还原

【Abstract】 Shaoyang Textile Machinery Co., Limited (hereinafter called "the company") is a large-medium state-owned textile manufacturer with a forty-year history. In the past years administrators found their way to expand sales, develop researches and strengthen its competitive edge. Some good results had been achieved, however, profits were still quite poor. The company’s annual cost of raw material accounts to 70% to 80% of the total cost of production, whereas its purchasing activities haven’t attracted enough attention and correct treatment for a long time. Therefore low-efficiency of purchasing management is one of the essential reasons of low profit.Purchasing management mainly includes materials, activities and performances. It should be regarded as a "chain" running through inside and outside of the company. Leaning to neither side is incorrect. We’re trying our best to re-design internal and external system according to its specific situation.When re-designing internal purchasing management system, we suggested that BPR (Business Process Rebuilding) should be adopted. On this basis we introduced the new management conception of "Flow Management + Regulation Management", which means to get rid of redundant parts and control key points under strict regulations. Thus its internal supply chain could be kept unblocked. From classifying ABC level of raw material, re-confirming flat organization structure and duties to re-designing purchasing flow, we tried to embed our research to every important aspects, such as internal control, quality, price, cost, delivery and stock.Before re-constructing external purchasing management system we explained advantages and importance of strengthening management of suppliers. Then we went deep into a new model. Exploring new suppliersassessingselectingstabilizing cooperation establishing strategic alliance. In many modern manufacturing companies huge changes are taking place in the form of purchasing, i.e. outsourcing. So does the company. Outsourcing supplier is quite different with normal one. Therefore we offered corresponding management models.We established this article on basis of analyses of the company’s current situation of purchasing management. We then redesigned the flows from the viewpoint of supply chain. We also tried our best to set up a typical model and generate useful advices for all manufacturers of how to strengthen purchasing management, diminish stock, control overall costs and improve quality and reaction.更多还原