随着全球经济和科技的不断发展和变化，制造型企业只有及时做出相应的调 整和变化，才能跟上这个高速发展时代的要求，才能持续发展和壮大。而企业生 产性物料采购管理作为制造型企业的核 心管理环节，其持续优化的程度将决定企 业发展的高度、深度和广度。因此，生产性物料采购管理优化对于企业实现可持 续发展战略具有重要意义。 广州易而达公司是一家具有十余年生产经验的制造型企业，自主研发、生 产 和销售高频头、无线网络模块、蓝牙模块、车船载卫星接受天线等产品。本文以 广州易而达公司作为研究对象，首先，通过公司产品结构、国家宏观调控、行业 发展态势等不同视角对广州易而达公司生产性物料采购管理 现状进行分析，进而 发现广州易而达公司生产性物料采购管理中存在的主要问题，即：生产性物料采 购成本高、生产性物料采购交期长、生产性物料来料质量不稳定、生产性物料采 购管理效率低等。其次，运用长尾理论、 供应商管理库存（VMI）、采购“5R” 原则等找出以上问题产生的原因，即：生产性物料采购成本控制方法不当、生产 性物料采购交期管控不到位、生产性物料来料质量缺少管控、采购人员分工不明 确并缺少激励机制等。 最后，依据物料 ABC 分类法、准时制（JIT）生产、经济 订货批量（EOQ）等工具和方法提出生产性物料采购管理优化方案，即：降低生 产性物料采购成本﹑缩短生产性物料采购交期﹑提高采购的生产性物料质量﹑ 明确采 购人员的分工并建立绩效考核制度等。此外，从创建良好的企业文化﹑制 定详细的人才培养计划﹑引入先进的信息化系统等方面进一步提出了有助于广 州易而达公司生产性物料采购管理优化方案顺利实施的保障措施。 广州 易而达公司生产性物料采购管理具备制造型行业一般特征，因此，本文 提出的广州易而达公司生产性物料采购管理优化方案不仅对提升本公司整体采 购管理水平起着积极的推动作用，其分析问题和解决问题的思路及方法对 同行业 也具有重要的借鉴和参考意义。 关键词：采购管理，生产性物料，优化，经济订货批量，准时制生产II Research on Purchasing Management Optimization for Productive Material of Guangzhou Earda Company Abstract With the continuous development and changes of the global economy and technology, manufacturing companies can only keep up with the requirements of this high-speed development era in order to sustain development and growth. As the core management link of manufacturing enterprises, the degree of continuous optimization of enterprise production materials management will determine the height, depth and breadth of enterprise development. Therefore, the optimization of procurement management of productive materials is of great significance for enterprises to achieve sustainable development strategies. Guangzhou Earda Company is a manufacturing enterprise with more than 10 years of production experience. It independently develops, produces and sells high-frequency heads, wireless network modules, Bluetooth modules, and satellite-borne satellite receiving antennas. This article takes Guangzhou Earda Company as the research object. Firstly, through the different perspectives of the company's product structure, national macro-control, and industry development, it analyzes the current situation of the production management of Guangzhou Earda's production materials, and then discovers Guangzhou Earda Company. The main problems in the procurement management of productive materials are: the procurement cost of productive materials is high, the procurement delivery of productive materials is long, the quality of incoming materials is unstable, and the procurement management efficiency of productive materials is low. Secondly, using the long tail theory, supplier management inventory (VMI), procurement 5R principle, etc. to find out the reasons for the above problems, namely: improper production cost control method, production material procurement delivery control is not in place, The quality of incoming production materials is lack of control, the division of labor is not clear, and there is no incentive mechanism. Finally, according to the materials ABC classification method, jig production (JIT) production, economic order quantity (EOQ) and other tools and methods, the procurement materialIII management optimization plan is proposed, namely: reducing the procurement cost of productive materials and shortening the delivery time of productive materials. Improve the quality of purchased production materials, clarify the division of labor of procurement personnel and establish a performance appraisal system. In addition, from the aspects of creating a good corporate culture, formulating a detailed talent training plan, and introducing an advanced information system, we have further proposed safeguard measures that will help Guangzhou Earda's production material procurement management optimization plan be implemented smoothly. The procurement management of production materials in Guangzhou Earda Company has the general characteristics of the manufacturing industry. Therefore, the optimization plan for the procurement management of the production materials of Guangzhou Earda Company proposed in this paper not only plays an active role in promoting the overall procurement management level of the company. Its analysis of problems and ideas and methods for solving problems also have important reference and reference significance for the same industry. Keywords: Purchasing management, productive materials, optimization, economic order quantity, just-in-time productionIV 目 录 中文摘要.................................................I ABSTRACT ................................................ II 第一章 绪论 ..............................................1 1.1 研究背景与意义 ............................................1 1.1.1 研究背景 ..............................................1 1.1.2 研究意义 ..............................................2 1.2 研究方法及思路 ............................................3 1.2.1 研究方法 ..............................................3 1.2.2 研究思路和技术路线 ....................................4 1.3 研究内容 ..................................................6 第二章 相关理论工具与 文献综述 ............................7 2.1 相关理论 ..................................................7 2.1.1 长尾理论 ..............................................7 2.1.2 供应商管理库存 ........................................7 2.1.3 采购“5R”原则 ........................................8 2.2 相关工具 ..................................................9 2.2.1 物料 ABC 分类法 ........................................9 2.2.2 准时制生产 ...........................................10 2.2.3 经济订货批量 .........................................10 2.3 国内外研究现状 ...........................................11 2.3.1 国外研究现状 .........................................11 2.3.2 国内研究现状 .........................................12 第三章 广州易而达公司生产 性物料采购管理现状及存在问题分析13 3.1 公司简介 .................................................13 3.2 生产性物料采购管理现状 ...................................13 3.2.1 生产性物料采购组织架构 ...............................13 3.2.2 生产性物料供应商开发流程 .............................15 3.2.3 生产性物料采购下单流程 ...............................19 3.3 生产性物料采购管理中存在的问题 ...........................21 3.3.1 生产性物料采购成本高 .................................21 3.3.2 生产性物料采购交期长 .................................21 3.3.3 生产性物料来料质量不稳定 .............................22V 3.3.4 生产性物料采购管理效率低 .............................23 3.4 生产性物料采购管理存在问题的原因分析 .....................24 3.4.1 生产性物料采购成本控制方法不当 .......................24 3.4.2 生产性物料采购交期管控不到位 .........................25 3.4.3 生产性物料来料质量缺少管控 ...........................26 3.4.4 采购人员岗位分工不明确并缺少激励机制 .................27 第四章 广州易而达公司生产性物料采购管理优化方案的设计 ...29 4.1 生产性物料采购管理的优化目标和思路 .......................29 4.1.1 优化目标 .............................................29 4.1.2 优化思路 .............................................29 4.2 降低生产性物料采购成本 ...................................30 4.2.1 分类管理供应商 .......................................30 4.2.2 建立供应商激励机制 ...................................33 4.3 缩短生产性物料采购交期 ...................................34 4.3.1 制定生产性物料采购标 准交期表 .........................34 4.3.2 规范生产性物料采购下单流程............................35 4.4 提高生产性物料来料质量 ...................................36 4.4.1 加强供应商来料管理 ...................................36 4.4.2 对合格供应商进行绩效考核 .............................38 4.5 明确采购人员的岗位分工并建立绩效考核制度 .................40 4.5.1 明确采购部人员的岗位分工 .............................40 4.5.2 建立有效的绩效考核制度 ...............................41 第五章 广州易而达公司生产性物料采购管理优化方案的实施 ...44 5.1 实施计划 .................................................44 5.1.1 搭建优化方案管理团队..................................44 5.1.2 明确优化方案管理团队权责..............................44 5.1.3 制定阶段目标 和进度计划................................44 5.2 实施要点 .................................................45 5.2.1 树立以企业战略为导向的采购管理思想....................45 5.2.2 遵循公开和公平及公 正的采购管理原则....................45 5.2.3 坚持质量和成本及交期统一的采购管理方针................46 5.3 实施难点 .................................................46 5.3.1 公司内部管理人员的配合程 度............................46 5.3.2 采购部人员综合素质的提升高度..........................47VI 5.3.3 公司内部工作流程的支持力度............................47 5.4 保障措施 .................................................47 5.4.1 创建良好的企业文化....................................47 5.4.2 制定详细的人才培养计划................................48 5.4.3 引入先进的信 息化系统..................................49 第六章 结论与展望 .......................................52 6.1 结论 .....................................................52 6.2 展望 .....................................................52