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MBA硕士毕业论文_汽车公司隔音垫采购管理对策研究PDF

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近年来,我国汽车工业逐步由高速增长阶段转向高质量发展阶段。各个汽车厂商伴随 着原材料和人工成本的上涨,企业的制造成本压力越来越大,同 时终端销售市场竞争日趋 白热化,利润空间越来越小。为了达到降低成本的目标,各个汽车厂商都开展了精细化采 购方案的探索活动,以保持企业利润率不变。 本论文以笔者在C 汽车公司工作为平台,针对隔音垫零部件的采购管理为研究对象, 寻找和分析因粗放式管理导致采购成本居高不下的原因。发现C汽车公司为了弥补市场需 求不确定性的矛盾,不 得不和供应商一起囤积大量成品和原材料库存,造成大量资金被占 用。并且现有采购流程和制度不合理、降本工作只有采购部门关注,未能调动供应商和相 关部门积极参与等不 合理现象。具体包括产销机制落后、库存偏高、订价机制不合理、设 计方案和技术标准制定不当,降本方案单一,同供应商关系不融洽、信息化建设落实和采 购岗位不被重视等 方面。 结合C汽车公司发生的实际案例,运用总拥有成本模型(TCO)、ABC库存管理法、 JIT准时化生产与VMI库存管理策略、VAVE成本管理、原材料联合采购管理、ESI早期 介入 、供应商选择理论等方法。提出了包含库存降低的方法,精简优化产销机制的建议、 联合供应商和相关部门共同解决采购成本过高和VAVE实际应用率较低的思路、重新定 位与供 应商合作关系、重塑新品定点和定价机制、未来采购信息化达成效果的设想及岗位 职能调整和轮岗的解决方案。 针对C汽车公司隔音垫采购的现状,本论文重新梳理了现有产销机 制流程、引入决策 部门,同时提出了产销信息共享方案,保证终端客户、C汽车公司、零部件公司三者之间 信息畅通,避免出现因信息失真或牛鞭效应带来的影响,既控制了C汽 车公司的零部件库 存量,又能让零部件供应商,更加合理的安排原材料库存和生产安排;规范产品设计开发 制度,提升产品通用率,降低开发和管理成本;差异化制定技术标准 ,不可一味的参照行 业最高标准,达到降低采购成本的目的;库存管理引入ABC分类法,根据零部件采购金 额占比,科学化管理零件库存,降低库存金额;重新划分采购岗位和实 现轮岗机制,现有 岗位划分易造成工作强度分布配不均和技能单一。调整后既保证工作强度不会忽高忽低, 又能培养了员工多岗技能,同时将员工流失率降到最低,且对廉洁工 作也有很好的保障作 用;新品定点流程没有考虑到非采购部门的意见,造成选择的供应商往往是报价最低的供 应商,建议引入研发、质量、物流等关键部门评审机制,力争最后 选定的供应商不仅采购 价格最低,在研发、质量、物流等方面,也能达到C汽车公司的要求,TCO总成本也最 II 低;目前与供应商相处过程中,C汽车公司目前还是强势的一方, 并没有和供应商提升到 战略合作关系层面,通过和行业内做的比较好的丰田汽车公司对比,指出C汽车公司现有 的不足点,建议C汽车公司重新定位和供应商关系,打造一条优质 供应链;针对C汽车公 司的信息化建设提出了解决方向和措施,且提供了一些建设性措施和达成效果的设想,以 提升工作效率。 本论文的部分研究成果已在C汽车公司开始实施, 比如在新品定点这块,已经增加了 研发、质量、物流部门评审环节。联合采购这块,已经推动原材料之双组份吸音棉的联合 采购策略实施,并且制定了采购岗位1年1次小轮岗、3 年1次的大轮岗机制,都已见 到一些效果,期望这些对策逐步落实后能对C汽车公司的隔音垫采购管理起到一定的成 效,提升管理效率,降低采购成本。同时希望这些优化措施能 为其他汽车企业提供一些有 益的参考和借鉴。促使C汽车公司提升竞争力,跟上全球汽车行业发展的大趋势。 关键词:C汽车公司;隔音垫;采购管理;成本控制; III ManagementSolutionofCAutomobileCo.,Ltd Name:DingFengSupervisor:GuShuHongMajor:MBA Researchdirection:MarketingManagementandLogisticsManagementGrade:2018 Abstract Inrecentyears,China’sAutoindustryhasgraduallychangedfromrapiddevelopmentto highqualitygrowth.Therisingcostofrawmaterialsandlaborhasincreasedthemanufacturing costpressureofenterprises.Atthesametime,thecompetitionintheterminalsalesmarketis becomingincreasinglyfierce,theprofitmarginisbecomingmoreandmoresmaller.Inorderto achievethegoalofcostreduction,eachautomobilemanufacturerhascarriedoutthe explorationofrefinedprocurementschemetomaintaintheprofitsoftheenterprise. Thispapertakestheauthor’sworkinC-carcompanyasaplatform,andtakesthe researchofpurchasingmanagementofsoundinsulationgaskettofindandanalyzethereasons forthehighprocurementcostcausedbyextensivemanagement.ItisfindedthattheC-car companyandthepartssuppliershavetostockalargenumberoffinishedpartsandraw materialstomakeupforthedisadvantageofuncertaintyofcustomerdemand,whichleadstothe largeamountoffundsbeingoccupied.Meanwhile,theexistingprocurementprocessandsystem areunreasonable,includingbackwardproductionandmarketingmechanism,highinventory, unreasonablepricingmechanism,improperformulationofdesignschemeandtechnical standard,singlecostreductionscheme,uncoordinatedrelationshipwithsuppliers, implementationofinformationconstructionandlackofattentiontopurchasingposts.Asa result,thecostreductionisonlyconcernedbythepurchasingdepartmentratherthaninvolving suppliesandotherrelevantdepartments. CombinedwiththeactualcasesofC- carcompany,thispaperappliesthetotal ownershipcostmodel(TCO),ABCinventorymanagementstrategy,VAVEcostmanagement, rawmaterialjointprocurementmanagement,ESIearlyintervention,supplierselectionandputs forwardthemethodofinventoryreduction,thesuggestionofsimplifyandoptimizeproduction andmarketingmechanism.Theultimategoalistochangethethinkingofhighprocurementcost andlowpracticalapplicationefficiencyofVAVEwithsuppliersandotherdepartments. Repositioningthecooperationrelationshipwithsuppliers,remoldingthenewproductfixed pointandpricingmechanism,soastoachievetheeffectoffutureprocurementinformatization andsolutionofpostfunctionadjustmentandjobrotation. ResearchonInsulatorProcurement IV InviewoftheactualsituationofC-carCompany'sSoundinsulationgasket Procurement,thispaperrearrangestheexistingproductionandmarketingmechanism, introducesthedecision-makingmechanism,andputsforwardtheproductionandmarketing informationsharingscheme,ensuretheinformationflowamongtheterminalcustomer,C AutomobileCompanyandPartsCompany,avoidingtheinfluenceofinformationdistortionor bullwhipeffect.ItnotonlycontrolsthesparepartsinventoryofC-carcompany,butalso enableseachsparepartssuppliertoarrangetherawmaterialinventoryandtheinternal productionplanmorereasonably.Enterprisescanreducethecostofdevelopmentand managementbystandardizingproductdesignanddevelopmentsystem.Itissuggestedthatthe selectionoftechnicalstandardsshouldbedifferentiatedinsteadofmerelyreferringtothe highestindustrystandards.ABCclassificationmethodisintroducedintoinventory management,theenterprisecanmanagethepartsinventorymorescientificallyandreducethe inventoryamountaccordingtotheproportionofpurchaseamount.Theexistingprocurement postsystemleadstotheunevendistributionofworkintensityandsingleskills.Therefore,itis suggestedtoredividethedivisionoflaboroftheexistingpositions,itnotonlyensuresthe balanceofworkintensityandcultivatethemulti- skillsofemployees,butalsocanreducethe negativeimpactofemployeeturnoverandhasagoodguaranteeforincorruptiblework.The selectedsupplierswereoftentheoneswiththelowestquotationbecauseotherrelevant departmentssuggestionsarenotbeconsideredinnewproducttargeting.Inviewofthis,this paperproposestothereviewmechanismofkeydepartmentssuchasR&D,qualityandlogistics, soastostriveforthelastselectedsuppliernotonlyhasthelowestprice,butalsocanmeetthe requirementsofC- CarcompanyintermsofR&D,quality,logistics,etc.,andachievethelowest TCOcost.Atpresent,C-carcompanyisstillastrongpositionintheprocessofcooperatewith suppliers.BycomparingwithToyotamotorcompanywhichhasdonebetterintheindustry,this paperpointsouttheexistingshortcomingsofC-carcompanyandsuggestsC- carcompany,and suggestsC-carcompanytorepositionitsrelationshipwithsuppliersandbuildahighquality supplychain.InviewoftheinformationconstructionofC- carcompany,thispaperputsforward thesolutiondirectionandmeasuresandalsoprovidessomeconstructivemeasuresand assumptionstoachieveresults. SomeofresearchachievementsinthisthesishavebeenalreadyimplementedinC-car companyandsomeeffectshavebeenseen.Forexample,R&D,qualityandlogisticsreview havebeenaddedinthefieldofnewproductsuppliersselectionbinedprocurementhas promotedtheimplementationofthetwo-componentsound- absorbingcottonrawmaterialsjoint procurementprogram.Meanwhile,thecompanyhasbeenestablishedjobrotationofonceone yearorthreeyearsandgetsomeachievements.Itisexpect