摘 要
在经济全球化的驱动下,中国以市场、成本和供应链体系的优势吸引各个行业的制造
业来华建厂。汽车制造业亦是如此,各大车企纷纷在中国建立生产基地并不断地扩充产能
它们的主要供应商紧随它们的步伐也在中国设立工厂,X 公司作为全球最早研发生产传感
器的企业之一的跨国公司,涉足汽车电子行业 30 多年, 全球 20 家工厂分布北美, 欧洲及亚
太地区。它们的客户几乎涵盖全球所有的汽车公司,包括通用、大众、福特、丰田、日产
和本田等
X 公司 2004 在广东省中山市成立生产基地以来,其业务迅速增长。但大部分零部件由
海外供应商提供导致其采购成本高、零件开发周期长、库存周转慢以及反应迟缓。公司于
2008 年开始试行供应商本地化,到 2013 年底开发了三家中国供应商。但这和它们的供应
商本土化得目标差距依然很大,和主要竞争对手比起来也落后很多。所以对 X 公司来说,
建立一套适合 X 公司的对于中国供应商的评价与选择机制显得非常重要和必要
本文以 X 公司为一个跨国公司在这个选择供应商的典型案例,通过运用所学的管理知
识(尤其是科学决策领域的层次分析法的原理和实践)结合公司的管理实践以及个人的工
作经历,探讨一套关于中国供应商的评价与选择方案。主要是构建了一套更能全面评价供
应商能力的指标体系和优化了供应商选择的管理流程
由于本文在很多分析环节并为真正纳入专家的实际意见,以及作者自身认知的局限,
所构建的这套中国供应商选择的评价方案体系肯定不是尽善尽美的。而且作为实践性非常
强的供应商选择的课题,也能在实际的操作实践中得到进一步优化这套反感的反馈
关键词:跨国企业,本土化,供应商管理,供应商选择
I
ABSTRACT
Many multi-national companies started to invest in China along the globalization process
since China market was increasing and good quality of China supply base in recent years. For
automotive industry, almost every main OEM of the world has invested in China or expanded
their business in China. And their tier one suppliers were also moving into China market follow
their customers.
Company X is one example that since they set up the first facility in ZhongShan,
GuangDong province, their business in China has been greatly expanded year by year. But they
still use overseas parts for their assembly process. So far they has only 3 China suppliers who
support them with some low-value stamping parts. Since overseas parts causes very high
purchasing cost and slow response for quality and delivery issues, Company X is planning more
and more of their purchasing parts. And therefore the supplier evaluation process and supplier
selection mechanism is one key of their localization programs.
This thesis is based on Company X’s situations and their company goals to develop the
mechanism of supplier evaluation and selection applying what I have learned through my MBA
program. My goals of this thesis are to set up a supplier selection system with well-designed
factors and their importance, and optimize Company X’s supplier selection management process.
The conclusions of this thesis are probably still far from perfect since no real experts
involved in the supplier- selection factors design process and the limitations of experience of
myself. I also think more inputs from the practice of supplier selection are needed to improve the
designed supplier selection system further.
Key words:Multi-national company, Localization, Supplier Management, Supplier Selection