国内 OEM 企业面临进入国际化竞争阶段的严峻挑战。随着近几年经济快速发展， 为争夺国际市场，国外发展中国家对 OEM 业务的抢夺更加激烈，而中国 OEM 企业厂 商原本具有的劳动力成本优势也呈日益减弱的趋势。众所周知,OEM 业务利润较低且对 终端客户比较依赖，依靠代工成本，间接物料采购成本对整体利润空间起着重要作用。 间接物料供应商的绩效管理，可以协助 OEM 企业降低采购成本并提高利润，使企业在 OEM 行业保持自身竞争力，但目前传统的 OEM 企业关注点仍集中在供应商的质量、价 格和交付上，很明显这种传统的供应商绩效管理模型已不能监控当前经济环境的风险。 本文以 OEM 企业 H 公司为研究对象，总结了 OEM 企业、供应商管理和供应商绩 效管理相关领域的研究现状和相关理论。并对 H 企业目前间接材料供应商绩效管理流程 以及绩效指标和实施过程进行了梳理，通过对现状问题分析得出 H 企业间接材料供应商 绩效管理存在的问题和面临的挑战。运用供应商绩效管理与供应商关系管理的相关理 论，并根据 OEM 企业的特点及盈利目标，设计优化适用于 OEM 企业的供应商绩效管 理优化方案，有效降低间接材料采购成本，提高企业竞争力。本论文的研究对改善 H 企 业供应商绩效管理具有实际指导意义。 关键词，OEM 企业，供应商管理，供应商绩效管理，供应商关系管理III ABSTRACT Domestic OEM companies face serious challenges in entering the stage of international competition. With the rapid development of the economy in recent years, in order to compete for the international market, foreign countries are more eager to seize the OEM business, and the labor cost advantage of Chinese OEM enterprises has also been weakening. As we all know, the OEM business has lower profit and is more dependent on the end customers. The profit margin of the enterprise is small, and the indirect material procurement cost plays an important role in the overall profit space. The performance management of indirect material suppliers directly determines whether the company can reduce procurement costs and increase profits. It is the key to maintaining the competitiveness of OEMs. However, the traditional OEMs still focus on the quality, price and delivery of suppliers. It is clear that this traditional supplier performance management model has been unable to monitor the risks of the current economic environment. This paper takes OEM company H as the research object, and summarizes the research status and related theories of OEM, supplier management and supplier performance management related fields. The current performance management process and performance indicators and implementation process of H-enterprise indirect material suppliers are sorted out. Through the analysis of the current situation, It can summary the problems and challenges of H-indirect material supplier performance management. Using the relevant theories of supplier performance management and supplier relationship management, we can design and optimize the supplier performance management optimization plan for OEM enterprises. According to the characteristics of OEM enterprises and profit targets, it can effectively reduce the indirect material procurement cost and improve the competitiveness of enterprises. The research of this thesis has practical guiding significance for improving the performance management of H enterprise suppliers. KEYWORDS: OEM, Supplier management, Supplier performance management, Supplier relationship managementV 目 录 摘要...................................................................................................................................I ABSTRACT....................................................................................................................III 1 绪论................................................................................................................................1 1.1 研究背景及研究意义.............................................................................................1 1.1.1 研究背景..........................................................................................................1 1.1.2 研究意义..........................................................................................................2 1.2 研究内容与论文框架.............................................................................................3 1.2.1 研究内容..........................................................................................................3 1.2.2 论文框架..........................................................................................................4 1.3 研究方法和创新点.................................................................................................5 1.3.1 研究方法..........................................................................................................5 1.3.2 创新点..............................................................................................................5 2 相关理论概述................................................................................................................7 2.1OEM 企业相关理论概述........................................................................................7 2.1.1 OEM 的定义.....................................................................................................7 2.1.2 OEM 供应商的分类及特征.............................................................................7 2.2 国内外研究现状.....................................................................................................8 2.2.1 国外研究现状..................................................................................................8 2.2.2 国内研究现状................................................................................................10 2.3 供应商绩效管理指标和方法...............................................................................11 2.3.1 供应商绩效评估指标....................................................................................11 2.3.2 供应商绩效评估方法....................................................................................13 2.4 供应商分类理论...................................................................................................14 2.5 供应商关系管理理论...........................................................................................15VI 3 H 企业供应商绩效管理现状分析...............................................................................17 3.1H 企业采购部门简介............................................................................................17 3.1.1 H 企业简介.....................................................................................................17 3.1.2 H 企业间接材料采购部门组织及分工.........................................................18 3.1.3 间接材料品类介绍及特点............................................................................19 3.2H 企业供应商管理现状........................................................................................21 3.2.1 H 企业供应商绩效评估指标.........................................................................21 3.2.2 H 企业供应商绩效评估方法.........................................................................29 3.2.3 H 企业供应商绩效管理流程.........................................................................30 3.2.4 H 企业供应商绩效管理总结.........................................................................31 4 H 企业供应商绩效管理主要问题...............................................................................33 4.1 供应商绩效评估指标设置繁杂...........................................................................33 4.2 供应商绩效管理分工不合理...............................................................................34 4.3 供应商绩效结果反馈机制缺失...........................................................................35 4.4 供应商绩效管理系统缺失...................................................................................35 5 H 企业供应商绩效管理优化方案设计.......................................................................37 5.1 供应商绩效管理指标优化...................................................................................37 5.1.1 供应商