L
公司作为服装行业的一站式供应链服务商，其销售部门没有自己的工厂，
没有缝纫机器，没有面料厂；
L
公司的主要资产是在全球
60
个国家有
15000
个供
应商资源。 主要通过现有的
15000
个供应商为客户提供产品和服务，从而创造价
值和利润。所以，如何成功管理这
15000
家供应商是能否创造价值的前提；而供
应商绩效评估体系的设置与实施，则是供应商管理的关键。因此，建立一套完整
的供应商绩效评估体系来系统管理
L
公司的供应商资源，不仅能够为
L
公司创造
价值和利润，也维护了
L
公司的声誉；而且也提升了供应商自身的竞争力水平；
同时，为
L
公司达到「为全世界消费者提供合适、合时、合价的产品」的目标提
供保障。促进
L
公司整条供应链的健康可持续发展，保持行业竞争力，并使
L
公
司在疲软的经济环境下仍能提高利润率水平

论文研究了在快速上升的劳动力成本，日益提高的环保标准，不断变化的客
户需求和激烈的同行业竞争等环境下如何设计与实施供应商绩效评估体系。论文
的主要工作：首先，对
L
公司供应商管理及绩效评估系统进行了研究和分析，指
出主要存在以下五大问题：一，供应商绩效评估指标选取的不合理，仅涵盖了质
量体系和合规方面的审核；供应商的交期，成本等目前理论界普遍认可的指标却
没有选取，而这些指标大多依赖于业务员的经验判断。二，是评估的资料繁杂，
每一项评估需要填写和核对冗长的表格；三，评估的周期设置不合理，评估的周
期设置为一年一次，这不符合业务部门实际操作的需求和
L
公司供应商分类管理；
四，是评估后没有具体的整改指导和实时跟进，评估结束后有部分建议却没有进
行具体的指导和跟进；五，评估后也没有激励措施，只是出具一份评估报告和结
果。其次，针对以上问题，笔者从自身的工作经验出发，根据实际工作中遇到的
问题，结合
L
公司达到「为全世界消费者提供合适、合时、合价的产品」的目标，
并且在综合前人研究成果的基础上，构建了一套相对全面的、合理的、科学的供
应商绩效评估体系。即重新选取了合理的绩效评估指标并运用层次分析法分析确
定各项指标权重；简化了评估流程；并根据绩效评估的结果进行供应商分级和动
态管理供应商。同时，也设计了供应商激励机制，从而根据绩效评估的结果对供
应商进行有效的激励。然后，在
L
公司内部实施此绩效评估体系，成立供应商绩
效评估委员会，负责进行此绩效评估体系的培训和实施；最后，以笔者所在部门
的
658
个供应商样本为例，进行实施前后的对比，证实此绩效评估体系的有效性。电子科技大学硕士学位论文贯彻实施此绩效评估体系，不仅能提高
L
公司在行业的竞争力，同时通过动
态管理供应商，不断的改进绩效措施，也提升了供应商自身的竞争力水平。不断
完善和发展
L
公司与供应商之间的战略合作伙伴关系，最终达到互利共赢的局面

并为
L
公司所在的服装行业的供应商绩效评估提供了一个很好的实施范例，在该
行业的管理实践有相当的指导价值和现实意义，也为
L
公司的供应链管理提供了
一个很好的方法

关键词：供应商绩效评估，层次分析法，激励机制ABSTRACTABSTRACT
In recent years, due to the financial crisis and domestic labor costs rise, the
operating pressure of Company L is increasing. Company L as one-stop supply chain
service providers in garment industry, the sales department does not have its own
factory, sewing machine, and fabric mill; Company L&39;s main asset is 15000 supplier
resources in 60 countries around the world. It is mainly through the existing 15000
suppliers to provide products and services, so as to create value and profits. So, how to
successfully manage the 15000 suppliers is the premises of creating value. The setting
up and implement of supplier performance evaluation system, is the key of the supplier
management. Therefore, the establishment of a complete set of supplier performance
evaluation system to manage the supplier resources of company L, not only can create
value and profit, also to maintain the company&39;s reputation; meanwhile, improve the
competitive level of the supplier; and achieve Company L’s goal to provide consumers
all over the world with appropriate, right time and right price of the product. Promote
the company&39;s supply chain with a healthy and sustainable development can keep the
industry competitiveness, and make the company still can improve the profitability in a
weak economic environment.
This thesis studied in rapidly rising labor costs, increasing the environmental
protection standard, changing customer demand and competition in the industry
environment, how to design and implement supplier performance evaluation system.
First, this thesis studied the supplier management performance evaluation system of
Company L, and pointed out the following existing problems:
a) The selection of the supplier evaluation index is not reasonable, only covers the
aspects of quality and compliance; there is no selection index which is widely
recognized in the theoretical circle, such as supplier’s delivery, cost and so on; and
the experience of these indicators mostly depends on the salesman;
b) The evaluation charts are too complicated, each one needs to fill in and check the
long form;
c) Unreasonable assessment cycle setting, assessment cycle is once a year, it doesn&39;t
accord with the actual operation of business requirements and the company’s
supplier classification management;电子科技大学硕士学位论文d) There is no concrete guidance or timely follow up after evaluation; there is only
some advice but no specific guidance and follow ups;
e) No incentives after evaluation, just issue a report and show the results.
Secondly, in reviewing the above problems, the author embarked from own working
experience, according to the problems in the practical work, combined with the
company’s goal of provide consumers all over the world, with appropriate, right time
and right price of the product . After studying the research achievements of
predecessors, the author built a relatively comprehensive, scientific and reasonable
supplier performance evaluation system. The systems include selecting the reasonable
performance evaluation indicators, using the analytic hierarchy process analysis to
determine the index weight; simplifying the procedure of evaluation; and according to
the result of performance evaluation, implementing the supplier classification and
dynamic management of suppliers. Meanwhile, the systems also include designing the
supplier incentive mechanism to effectively encourage suppliers according to the results
of the assessment. Next, the internal implementation of the performance evaluation
system in Company L sets up supplier performance evaluation committee who are
responsible for the training and implementation of the performance evaluation system.
Finally, basing on 658 suppliers’ testing in Company L, after the implementation of
before and after contrast
，
the thesis verified the validity of the performance evaluation
system.
The implementation of the performance evaluation system not only improved the
competitiveness of the company in the industry, but also continuously improved the
performance measures of suppliers, also built the continuous development and
improvement of the strategic partnership between the company and suppliers. Through
the dynamic management, it also improved the competitive level of the suppliers.
Ultimately, to achieve mutual benefit and win-win results, the thesis provides a good
case for apparel industry suppliers’ performance evaluation, and a considerable guiding
value and practical significance, also a good method for supply chain management.
Keywords: supplier performance evaluation, analytic hierarchy process(AHP),
incentive mechanism.目录目录
第一章 绪论
........7
1.1
选题背景及研究意义
.... 7
1.2
研究内容及研究方法
.... 7
1.2.1
研究内容
...........
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