本论文以 H 设计公司为实例,阐述,阐述公司在不同规模阶段,除核心业务
的掌握外,需要控制的非核心业务先将已掌握资源的业务环节收回自行经营的必
要性。合理调整自营资源控制业务和核心业务比重的重要性,只有如此充分重视
并针对内外部情况动态调整,才能更好的发展。此外,本论文还对 H 设计公司的
采购部门的业务评价指标以及采购人员的评价进行了简要的概况介绍,对外包的
SMT 工厂的选择考评以及最后的合同签订进行了详细的解释。
在服务外包优化的前提下,后续 H 设计公司还要对整个企业的供应链绩效评
价以及评价方法进行了改进革新,由于公司还未完全执行,仅仅将相关计划条款
列举说明,而没有重点介绍。
关键词 财务成本,采购决策的因素分析,过程决策图法,核心业务,供应链评
价
ABSTRACT
Mobile phones have become fast consuming goods from luxury goods, with
increasing living standards. Surveys show that the young people change their phones
every one to two years, which bring developing space to the design houses such as H
company. These small design house companies split the chain of non-core business into
outsourcing service of the outsourced procurement platform, so to put their effort onto
the core research and developing business. In the tens of 21st century, a large number of
smart phones enter the Chinese market, the first brands lower their prices, which bring
big pressure on the small design houses and compress their market because their
products used to win by low prices and full functions. H company found a new way by
exporting their product to the third world developing countries where communications
industry just began. With the BRICS summit held and the boosted request from them, H
company's business volume increased exponentially. H company decides to set up
purchasing department on some critical parts to effectively control the company's
financial expenses, while other parts continue by outsourcing. In this paper, the method
of the process of decision diagram is adopted on all aspects of the supply chain of H
company, procurement, production, logistics, financial, as well as various other aspects
to make the conversion process of the entire supply chain smoothly develop to the goals
of the company.
This thesis, taking H as an example, explains the necessity of taking back the
business which already has resource on and the importance of balance and dynamically
change between self-operating resource business and core research and developing
business for better development of the company. Detail explanation is made on selection
of outsourcing SMT factory and notes to be paid attention to in signing of the contract.
With outsourcing optimization, the H company will carry out revolution on the
performance evaluation process and methods, which is just in plan.
第一章 绪 论
1.1 选题背景
移动通信终端(移动手机)从上世纪八十年代进入我国,发展之迅速,令很多
创新和制造型企业叹为观止,自然它的快速发展,也成为社会信息化的重要元素
之一,令我国很多本土企业跻身于世界通信设备行业百强之列。
就我国目前情况而言,手机市场主要是分为国外品牌机、国内品牌机、以及山
寨机,其中山寨机占有 20%以上的市场份额[1]。跟任何领域都拥有类似的规律,
我国手机终端市场也经历了不同的发展阶段。整个行业从低门槛高利润的时代慢
慢的进入盘整阶段,随着时间的推移不断有新的手机方案公司进入行业,又不断
有新的、老的方案公司退出行业。市场竞争越来越激烈,OEM 和 ODM 公司的生
存空间越来越小。同时 3G 生活的普及以及 4G 时代的即将到来,给我国通信设备
终端企业带来了新的生存空间,但同时对智能机器的研发创新能力又提出了新的
挑战。
在这个激烈的竞争市场环境下,中型、小型的手机设计方案公司随时都有被击
垮而退出市场的危险,因此,为了生存和发展,寻找、开拓出新的市场就尤为重
要。就现有阶段来看,中小型方案设计公司存在如下三个可能出路:第一,被大
的方案公司或者集成商并购,成为大公司旗下的一分子;第二,向软件公司转型,
单纯走软件路线,但软件的快速更新带来的风险也是不容乐观;第三,从市场的
角度做出差异化,细分市场,找到突破点,如定位在儿童机、老人机、户外机等
等。随着金砖五国峰会的顺利召开,小型方案公司的设计方案走出来国门,进入
第三世界国家,巴西,非洲,中东,南美都还处在移动终端的刚刚起步阶段,市
场的前景巨大,2012 年 H 公司的手机方案提供给国外第三世界国家的供货就占公
司出货总额的 80%以上。与此同时,功能手机(Feature phone)的市场在国内不断
萎缩,而智能机(Smart phone)随着 3G 的普及以及 4G 时代的临近不断增长份额,
给方案公司提出了更高的研发能力的要求——智能机的方案设计和开发,变革和
调整迫在眉睫。
1.2 选题目的
H 手机设计公司规模还处成长阶段,研发人员 200 至 300 人之间;拥有一定的
==>>