电商平台之间的竞争，从实质上已经转化供应链之间的竞争。我国电子商务市场 交易规模仍维持较大幅度高速增长，逐渐呈现电商寡头两级分化趋势，且新的平台和零 售形态加剧了电商行业的高竞争性，谁能快速地应对市场变化响应用户需求，并在此过 程中保持合理的利润，谁将能最终占有市场。随着流量红利和平台红利的消失，电商平 台需要把重心迁移至供应链整体降本增效，向供应链要利润，这已成为长远发展的重要 核心能力。 建立有效的供应商绩效评价和管理体系能够有效提升电商平台供应链管理能力。 电商平台的业务是基于零售导向的售卖型业务，供应商则是电商平台供应链的核心资产， 因此供应商的绩效水平是电商供应链绩效的最主要组成和体现。对于供应链众多，供应 商数量庞大的电商平台，建立一套科学的供应商评价和选择的体系，帮助供应商管理人 员决策，是保持供应链高效运营的基本保证。 本文针对电商供应链业务独特性，找出某电商平台现有供应商绩效评价方式的不 足：（1）绩效评价没有整体性；（2）评价标准不统一；（3）分级管理体系不完善；（4） 缺少持续性的绩效评价；（5）评价结果应用范围较窄。 为此，本文提出了一套供应商绩效评价考核体系，识别供应商绩效评价的关键因 素以及相互之间的关系，参考层次分析法、模糊评价、SCOR 模型、平衡积分卡等理论和 方法，结合某电商平台强大的数据处理和算法能力，可实际应用于同类型电商平台供应 商的整体评价，也可为其他行业的供应商评价提供参考。同时，作为对绩效的运用，不 仅提出了电商平台独特的五层评价层次模型，并给出了该模型典型应用场景的分析，具 有较好的实际应用价值。 关键词：大数据；供应商绩效；电商；II Abstract The competition between e-commerce platforms has essentially transformed the competition between supply chains. The scale of transactions in China's e-commerce market still maintains a large and rapid growth, gradually showing the divergence trend of e-commerce oligopoly, and the new platform and retail form have intensified the high competitiveness of the e-commerce industry, who can respond quickly to market changes and respond to users. Demand, and maintain a reasonable profit in the process, who will eventually occupy the market. With the disappearance of traffic dividends and platform dividends, e-commerce platforms need to shift their focus to the overall supply chain to reduce costs and increase efficiency, and to supply profits to the supply chain, which has become an important core capability for long-term development. Establishing an effective supplier performance evaluation and management system can effectively improve the e-commerce platform supply chain management capabilities. The business of the e-commerce platform is based on the retail-oriented sales business, and the supplier is the core asset of the e-commerce platform supply chain. Therefore, the performance level of the supplier is the most important component and embodiment of the e-commerce supply chain performance. For a large number of suppliers and a large number of suppliers of e-commerce platforms, the establishment of a scientific system of supplier evaluation and selection to help suppliers management decisions, is the basic guarantee to maintain efficient operation of the supply chain. In view of the uniqueness of e-commerce supply chain business, this paper finds out the shortcomings of existing supplier performance evaluation methods of an e-commerce platform: (1) performance evaluation is not integrated; (2) evaluation criteria are not uniform; (3) hierarchical management system is not Perfect; (4) lack of continuous performance evaluation; (5) the application of evaluation results is narrow. To this end, this paper proposes a set of supplier performance evaluation system, identify the key factors of supplier performance evaluation and the relationship between them, with reference to the theory and method of analytic hierarchy process, fuzzy evaluation, SCOR model, balance score card, etc. The powerful data processing and algorithm capabilities of an e-commerce platform can be applied to the overall evaluation of suppliers of the same type of e-commerce platform, and can also provide reference for supplier evaluation in other industries. At the same time, as the application of performance, not only the unique five-layer evaluation hierarchical model of e-commerce platform is proposed, but also the analysis of typical application scenarios of the model is given, which has good practical application value.III 目录 第 1 章 绪论............................................................... 1 1.1 研究背景及意义 ...................................................... 1 1.1.1 电商业务发展迅速 ................................................ 1 1.1.2 供应链对于电商的重要性 .......................................... 1 1.1.3 供应商绩效评价是电商平台供应链管理的核心 ........................ 2 1.2 研究内容及方法 ...................................................... 2 1.3 主要论文结构 ........................................................ 3 第 2 章 相关理论与文献综述................................................. 5 2.1 零售供应商的定义及基本管理理论 ...................................... 5 2.1.1 生命周期管理..................................................... 5 2.1.2 零售供应商上游化................................................. 5 2.1.3 供应商合作伙伴化................................................. 6 2.1.4 供应商分级管理................................................... 7 2.2 供应商管理激励理论 .................................................. 9 2.3 供应商绩效评价 ...................................................... 9 2.4 国内外研究现状 ..................................................... 10 2.4.1 供应商绩效评价指标体系构建 ..................................... 10 2.4.2 供应商绩效评价的分析方法 ....................................... 11 2.4.3 供应商绩效评价研究存在的不足 ................................... 12 2.5 本章小结 ........................................................... 12 第 3 章 某电商供应商管理与考核现状........................................ 13 3.1 某电商背景概况介绍 ................................................. 13 3.2 某电商供应商管理与考核现状 ......................................... 13 3.2.1 供应商考察 ..................................................... 13 3.2.2 供应商入围 ..................................................... 14 3.2.3 供应商考核 ..................................................... 14 3.2.4 合同续签........................................................ 16 3.2.5 供应商冻结与清退................................................ 16 3.3 某电商供应商绩效评价存在的问题 ..................................... 17 3.3.1 供应商绩效评价没有整体性 ....................................... 17 3.3.2 供应商评价标准不统一 ........................................... 17 3.3.3 供应商分级管理体系不完善 ....................................... 17 3.3.4 缺少持续性的绩效评价 ........................................... 18 3.3.5 供应商评价结果应用范围较窄 ..................................... 18 4 本章小结 ............................................................. 18 第 4 章 供应商绩效评价体系构建............................................ 19 4.1 绩效评价体系构建路径 ............................................... 19 4.1.1 建立电商指标层次模型 ........................................... 19 4.1.2 建立行业分析及对标管理结构 ..................................... 19IV 4.1.3 构建供应商分级管理体系 ......................................... 20 4.2 指标选取和权重设置 ................................................. 20 4.2.1 供应商采购管理指标域 ........................................... 20 4.2.2 供应商售后服务指标域 ........................................... 22 4.2.3 供应商仓储物流指标域 ........................................... 22 4.2.4 供应商财务表现指标域 ........................................... 22 4.3 指标权重设置体系设计 ............................................... 23 4.3.1 权重计算层级体系 ............................................... 23 4.3.2 指标评分算法 ................................................... 23 4.3.2 权重设置方法 ................................................... 25 4.4 评价流程优化 ....................................................... 26 4.4.1 基于生产数据的自动评价 ......................................... 26 4.4.2 供应商评价结果的趋势分析 ....................................... 26 4.4.3 指标动态替换 ................................................... 27 4.5 供应商绩效评价系统 ................................................. 27 4.5 本章小结 ........................................................... 27 第 5 章 某电商供应商绩效评价体系实例分析.................................. 29 5.1 供应商评价体系实施准备 ............................................. 29 5.1.1 确认绩效管理基本原则 ........................................... 29 5.1.2 建立绩效支持组织 ............................................... 29 5.1.3 实施前培训与实施中支持 ......................................... 29 5.2 供应商评价体系应用与实施 ........................................... 30 5.2.1 目标行业选择与确认 ............................................. 30 5.2.2 数据获取、处理与计算 ........................................... 30 5.2.3 供应商绩效评价趋势分析 ......................................... 30 5.2.4 绩效评价结果与反馈 ............................................. 36 5.2.5 绩效评价结果解决的问题 ......................................... 36 5.3 本章小结 ........................................................... 37 第 6 章 结论.............................................................. 39 6.1 论文总结 ........................................................... 39 6.2 不足与展望 ......................................................... 39