随着经济全球化进程的不断加快和市场竞争程度日益加剧，世界各经济体联 系已经越来越紧密，频繁而迅速的商业活动在给企业带来巨大商机的同时，也带来 了前所未有的挑战。国内传统制造业在过去的几十年里依仗较低人工成本和材料 成本的绝对优势迅猛发展，在世界经济中占据了举足轻重的地位，现在随着低成本 资源优势丧失，终端客户对整个供应商的成本、质量、交期和服务的要求不断提高， 企业到了不得不做出改变的时刻，采购作为供应链的发动机，正在引起越来越多的 企业的重视，不断优化采购的流程，改进采购策略，已然成为提升企业竞争力的有 效途径。 AIG公司是美资背景的化妆用具制造企业，在创立初期，由于国内原材料价格 和劳动力成本低廉，再加上供不应求的客户需求，公司在有诸多流程管理方面的问 题的情况下依然维持着快速的发展。然而近年来，随着消费升级、国内材料成本持 续攀升以及新进入的竞争者数量大增导致利润率持续下滑，公司运营管理系统面 临着严峻的考验，尤其在采购流程管理方面的问题尤为凸出，主要包括了：采购人 员知识和能力不足、采与购的职责不清晰；企业内部各职能部门与外部供应商沟通 效率低下；供应商选择流程不规范；审批流程繁琐；新品开发速度慢；采购成本居 高不下；库存呆滞等。公司想要取得长足的发展，研究并解决这些问题势在必行。 本论文针对AIG公司的采购流程展开研究，内容主要分为以下四个部分。 第一部分，通过查阅大量相关文献，梳理和总结了与流程优化和采购管理相关 的国内外研究理论与成果，为本文所研究的采购问题的诊断和流程优化方案的提 出提供了理论支撑。 第二部分，披露和总结AIG公司采购组织和流程方面所存在的问题，并将这些 问题整理归类为两个方面：战略性采购流程问题和操作性采购流程问题。 第三部分，是提出问题解决方案的核心部分。在战略性采购流程优化方面，提 出了采购组织架构优化方案，将战略采购和执行采购两个团队进行分离；重新设计 了新供应商准入的流程方案，并建立供应商评估体系；提出了公司内部各职能部门 分别以不同的角色对外部供应商施加影响的指导意见。在操作性采购流程优化方 面，对繁琐的审批环节进行了简化；利用材料标准化的思想、经济订货批量的工具、 非核心工序外包战略、TCO的成本控制理念提出采购成本控制方案；借鉴VMI供应 商管理库存和JIT准时制的理论思想指导来提出库存管理优化方案。 II 第四部分，阐述了保证采购流程优化方案实施的保障机制：公司高层需要从公 司发展战略高度给予该流程优化支持与推动；制定员工的培训计划是支持流程优 化顺利推进的基础；组建流程优化团队以便将公司各职能部门形成一个整体，促使 跨职能沟通变的高效；建立信息共享平台，便于信息透明化，简化工作流程。 关键词：流程再造理论；供应商管理理论；库存管理理论；战略性采购；操作性 采购 III Research on Procurement Process Optimization of AIG Company ABSTRACT With the acceleration of the process of economic globalization and the increasingly intensified market competition, the world's economies have become more and more closely connected. Frequent and rapid business activities not only bring huge business opportunities to enterprises, but also bring unprecedented challenges. Domestic traditional manufacturing industry in the past few decades on lower labor costs and material costs of the rapid development of absolute advantage, occupy a pivotal position in the world economy, and now, with loss of low-cost resources advantage, end customer for the supplier cost, quality, delivery and service requirements rise ceaselessly, the enterprise to have to change the time, as the engine of the supply chain, procurement is cause the attention of more and more enterprises, constantly optimize the procurement process, improve the purchasing strategy, has become an effective way to improve enterprise competitiveness. AIG is a cosmetics manufacturer with American capital background. In the early stage of its establishment, due to the low price of domestic raw materials and labor costs, as well as the shortage of customer demand, the company still maintained rapid development despite many problems in process management. This year, however, as the material cost rising consumption upgrading and domestic has boosted the number of competitors and new entrants to margins are falling, the company operations management system is facing the severe test, especially in the purchasing process management problem is particularly prominent, mainly including: procurement staff knowledge and ability is insufficient, and that the responsibility is not clear; Low efficiency of communication between internal functional departments and external suppliers; Supplier selection process is not standard; Cumbersome approval process; Slow development of new products; High procurement costs; Stagnant inventory, etc. If the company is to achieve long-term development, it is imperative to study and solve these problems. This paper focuses on the procurement process of AIG, which is mainly divided into the following four parts. In the first part, by referring to a large number of relevant literatures, the domestic and IV foreign research theories and achievements related to process optimization and procurement management were reviewed and summarized, which provided theoretical support for the diagnosis of procurement problems and the proposal of process optimization scheme in this paper. The second part discloses and summarizes the problems existing in AIG's procurement organization and process, and categorizes these problems into two aspects: strategic procurement process and operational procurement process. The third part is the core part of the proposed solution. In terms of optimization of strategic procurement process, an optimization plan of procurement organizational structure was proposed to separate the two teams of strategic procurement and executive procurement. Redesign new supplier access process and establish supplier evaluation system; The paper puts forward the guidance for each functional department of the company to influence the external suppliers with different roles. In the optimization of the operational procurement process, the cumbersome approval link is simplified; Use the idea of material standardization, the tool of economic order batch, non-core process outsourcing strategy, TCO cost control concept to put forward the procurement cost control scheme; Draw lessons from VMI supplier management inventory and JIT just-in- time system theory to put forward the inventory management optimization plan. The fourth part describes the guarantee mechanism to ensure the implementation of the procurement process optimization plan: the senior management of the company needs to support and promote the process optimization from the height of the company's development strategy; The development of staff training plan is the basis to support the smooth progress of process optimization; Set up a process optimization team to integrate functional departments of the company and make cross-functional communication more efficient. Establish information sharing platform to facilitate information transparency and simplify workflow. Keywords: process reengineering theory; Supplier management theory; Inventory management theory; Strategic procurement; Operational procurement V 目录 第一章 绪论 .............................................. 1 1．1 研究背景 ................................................... 1 1．2 研究意义 ................................................... 1 1．3 研究方法 ................................................... 2 1．4 研究内容 ................................................... 2 第二章 相关理论与综述 .................................... 4 2．1 业务流程再造与流程优化理论 ................................. 4 2.1.1 业务流程再造理论 .............................................. 4 2.1.2 业务流程优化理论 .............................................. 4 2．2 采购管理理论 ............................................... 5 2．3 供应商管理理论 ............................................. 8 2．4 库存管理理论 .............................................. 10 2．5 国内外研究综述 ............................................ 12 2.5.1 国外研究综述 ................................................. 12 2.5.2 国内研究综述 ................................................. 13 第三章 AIG公司采购流程现状及问题分析 .................... 15 3．1 AIG公司采购流程与现状 .................................... 15