本篇论文以电气制造类企业中的佼佼者 S 公司作为背景，结合理论，
系统地分析和研究 S 公司间接物料集中采购管理的现状及管理中存在的
问题并提供优化方案。本文共分为五个部分。第一部分，介绍论文背景、
研究意义，并回顾了国内外关于采购的理论基础和研究文献。第二部分，
对 S 公司间接物料集中采购管理的现状进行了分析。第三部分，在问题
分析的基础上，通过图表分析的形式对 S 公司在间接物料集中采购中的
组织新模式提出了建议；运用层次结构模型来确定供应商的选择；运用
供应商管理理论，利用传统的四象限矩阵模型来对供应商进行分类管理；
运用 SWOT 模型来优化间接物料采购的关键绩效指标考核体系。此外，还
运用多项目管理中的采购成本控制、风险控制理论来分析如何进行间接
物料集中采购流程的资源管理。第四部分，结合企业的实践案例对存在
问题的改进思路进行验证，最终设计出相应的间接物料集中采购战略的
改进方案。第五部分，为结论，指出虽然论文是以 S 公司为例，但是文
中提到的具体优化方案和执行方法都可以供电气制造类企业在间接物料
集中采购战略中适用。并再次重申了间接物料集中采购作为企业减少成
本、提高利润率的新的利润源泉，实施的迫切性刻不容缓。

关键词：电气制造类企业，间接物料，集中采购
ABSTRACT
Confronting more and more fierce competition, companies, in order to
increase the net profit, have to cut management cost via performing
centralized indirect procurement with internal resources integrated
appropriately, besides traditional means of reducing direct procurement cost.
This article takes a leading firm, named S, in the electrical manufacturing
industry as an example to analyze and study its centralized indirect
procurement from both theoretic and practical perspectives, revealing
problems and trying to propose an optimized solution. The article logically
comprises five parts which are as follows:
1. Introduction of the research background, research value, review of
domestic and overseas theory foundation regarding procurement and also
the research literature;
2. Provide the analysis for S company CIP currently status;
3. It provides the recommendation to the new organization model based on
chart analysis, suppliers selection strategy based on hierarchical structure
model, supplier management guideline based on the traditional
four-quadrant matrix, and CIP Key Performance Indicators (KPI)
evaluation system optimization based on SWOT model. In addition, this
paper also uses procurement cost and risk control methodology in
multi-project management to manage the CIP;
4. With the real case which has implemented successfully above
recommendation, it comes to the conclusion of CIP strategy, and the
optimization model and execution plan mentioned in the article can be
leveraged in electrical manufacturing industry, not just limited to S
company;
5. It’s the conclusion, it emphasizes again the urgency to centralize indirect
procurement as a new key contributor for the companies to reduce costs
and improve margin.
KEY WORDS: electrical manufacturing industry, indirect material,
centralized procurement