如今企业都追求战略化发展，供应链协同发展便是一种可行的发展战略。当企业 与企业之间自身实力难分伯仲的情况下，拥有更优质的供应链资源和供应链能力管理 更强的企业一定更胜一筹。尤其是生产制造型企业，在生产技术、生产能力稳定的基 础上，企业自身已经没有进一步提高生产效率和降低生产成本的空间，只能通过上游 供应商管理来挖掘更多的空间。对于生产制造企业来说生产经营成本的 70%来源于采 购，所以供应商管理成为企业供应链管理的重点。供应商为企业提供生产和经营所必 备的物料，物料质量的好坏、价格的高低和交货的及时与否都直接关系企业的生产、 经营、成本和库存，甚至于会影响整条供应链的运作，因此越来越多的企业将供应商 管理上升到战略高度。 企业采购基本可以分为生产性物料采购和非生产性物料采购两大种类，本文研究 针对的是采购种类繁多、采购数量少、金额小的非生产性物料采购。结合 J 公司非生 产性物料采购的实际情况，分析非生产性物料采购的特点和供应商管理不善给 J 公司 带来的问题以及解决问题的方法。本文详细分析了 J 公司非物料采购的现状，按照采 购数量和采购额将物料分为 ABC 三类，指出了 J 公司非物料采购成本高、质量参差不 齐和交货不及时等问题，引出了 J 公司供应商选择和评价存在的问题。通过分析，所 有问题都直指 J 公司供应商选择的原则、流程和评价标准。以优化 J 公司非物料采购供 应商管理为目的，本文选择以 A 类物料为对象，研究 A 类物料供应商的选择与评价。 首先为 J 公司构建非生产性物料采购的总体流程和规则，其次为 J 公司战略性非生产性 物料供应商构建选择与评价指标体系。综合参考前辈们的研究成果、结合 J 公司非常 生产采购的特点存在的问题以及采购管理的需求等多重因素，本文为 J 公司选择了非 物料采购供应商评价指标体系，然后通过 AHP 层次分析法确定了指标的权重。用新的 指标体系对供应商进行评价之后发现，供应商的能力层次更加清晰而且供应商与供应 商之间的差距也更明显。 新的非生产供应商选择与评价指标体系之下，虽然供应商的选择范围会扩大，但 是 J 公司非生产供应商的准入门槛和生存门槛都会更高。在优胜劣汰的准则下，J 公司 非生产性物料供应商的质量会不断提升，J 公司可以考虑与优秀的供应商建立战略合作 伙伴关系，从而获得更多价格和资源优势，提高行业竞争力。 关键词，非生产性物料采购；供应商选择与评价；指标体系III Abstract With thedevelopment ofglobal economicintegration,thecompetition betweenenterprises has been transformed into the competition between supply chains. Faced with such a fierce competitive environment, enterprises are pursuing more efficient, efficient and low-cost management model to improve the profit margin of enterprises, so more and more enterprises have focused on supplier management. At the same time, while satisfying the diversity of customer needs, enterprises also put forward new requirements for suppliers, requiring them to respond quicklyin a competitive environment.As the source of supplychain, supplier plays the role of material exporter in the supply chain. The quality and delivery speed of materials are directly related to the business activities of downstream enterprises, and even affect the overall operation of the supply chain to a certain extent. Therefore, the selection of suppliers has been paid more and more attention by experts and enterprises. Enterprise procurement can be basically divided into two categories: productive material procurement and non-productive material procurement. This paper aims at the procurement of non-productive materials with a wide variety of types, a small quantity and a small amount of money. Based on the actual situation of J company's non-productive material procurement, the characteristics of non-productive material procurement, the problems caused by poor supplier management and the solutions to the problems are analyzed. By analyzing the current situation ofJ company's purchasingandsuppliermanagement, this paperpoints outthat thecoreproblem of J company's supplier management is the lack of supplier selection and evaluation index system. Aiming at the problems of supplier selection and evaluation in supplier management, the index system of supplier selection and evaluation is established. Firstly, it constructs the general process and rules ofnon-productivematerial procurement for J company,uses Karajack model to classifysuppliers ofJ company,and chooses strategic suppliers as examples. Secondly, the selection and evaluation index system of J company's strategic non-production material suppliers is constructed. Referring to the achievements of some scholars' supplier evaluation index system, combined with J company's industry characteristics and strategy, the author uses expert scoring method and analytic hierarchy process to establish an index system suitable for J company's strategic material supplier selection and evaluation, and determines the weight valuefortheindex. Comparedwith theoriginalevaluation criteria,theindex system established in this paper adds such indicators as supplier's R&D ability, continuous price reduction ability, supply chain flexibility, traceability and inspection means, which makes supplier selection and evaluation more scientific and comprehensive, and better reflects supplier's ability and the gapIV between suppliers. Under the new supplier selection and evaluation index system, although the scope of supplier selection will be expanded, the access threshold and survival threshold of J company's non-productive material suppliers will be higher. Under the criterion of survival of the fittest, the quality of J company's non-production material suppliers will continue to improve. J companycan consider establishingstrategicpartnershipwith excellent suppliers, so as to obtain more price and resource advantages and improve the competitiveness of the industry. Key words: non-productive material procurement; supplier selection and evaluation; index systemV 目录 摘要.......................................................................................................................................I Abstract ............................................................................................................................ III 第一章 绪论..........................................................................................................................1 1.1 研究背景......................................................................................................................1 1.2 研究目的和意义..........................................................................................................2 1.2.1 研究目的................................................................................................................2 1.2.2 研究意义................................................................................................................2 1.3 国内外研究现状..........................................................................................................3 1.3.1 国内外供应商管理研究现状................................................................................3 1.3.2 国内外供应商评价研究现状................................................................................6 1.4 研究方法......................................................................................................................8 1.4.1 文献研究法............................................................................................................8 1.4.2 观察法....................................................................................................................8 1.4.3 定性与定量相结合的方法....................................................................................8 1.4.4 案例分析法............................................................................................................8 1.5 研究结构......................................................................................................................9 第二章 J 公司供应商选择与管理现状.............................................................................10 2.1 J 公司介绍 ..................................................................................................................10 2.2 J 公司采购管理现状 .........................................................................