R钢铁集团供应商管理体系优化研究
摘要
供应链对企业来说是重中之重，供应链的稳定、高效运行对企业的成本控制
起到关键作用，而这其中的核心环节便是供应商管理。如何做好供应商管理，是
企业必须认真思考和面对的问题。R钢铁集团是我国千万吨民营钢铁企业的一员，
在这样的大环境下同样面临着环保和经营的压力。采购端近年来暴露出优质供应
商流失、招标竞标率低、供方违约频繁等很多问题，影响着供应链平稳运行。在
这一前提下，R钢铁集团对供应商管理体系的优化迫在眉睫。
本文首先从 R钢铁集团供应商管理的组织架构、开发管理、绩效管理、关系
管理四个方面对供应商管理体系现状进行了调查研究，发现 R钢铁集团在供应商
管理体系方面存在的问题。在供应商组织架构上虽然设置了供应商管理小组，但
人员配置薄弱，无法有效发挥专业管理职能；在供应商开发管理上供应商分类方
法落后，没有做到有效的区分供应商，并针对不同供应商采取不同的开发管理策
略；在供应商绩效管理上评价数据不落地、评价应用机制不合理、评价数字化管
理工作落后，导致供应商绩效管理工作整体客观性不足，缺乏动力；在供应商关
系管理上供应商合作满意度低，缺乏科学的合作关系维护策略。本文基于供应商
管理理论，结合公司实际，对这些存在问题提出了 R钢铁集团供应商管理体系优
化方案。针对组织架构问题，提出组织架构一体化调整和强化管理职能的措施；
针对供应商开发分类问题，构建了基于卡拉杰克模型的 R钢铁集团供应商策略分
类模型，并实施持续动态分类管理；针对供应商绩效管理问题，提出评价指标体
系改进、评价应用机制改进、评价数字化升级的措施；针对供应商合作关系问题，
提出供应商分类分级合作关系维护策略，并设计了供应商分类分级管理准则和细
则。为保障 R钢铁集团供应商管理体系优化方案顺利落地，从组织、制度和人才
三方面提出了相关保障措施以确保方案顺利执行。
本文通过对 R钢铁集团供应商管理体系进行调研诊断，发现问题并科学地提
出优化方案，帮助企业全面提升供应商管理成熟度及市场竞争力。同时能够完善
供应商管理相关知识体系，对其他企业在供应商管理体系优化上起到借鉴和引导
作用。
关键词：供应商管理体系分类分级诊断优化
I

Study on the Optimization of Supplier
Management System of R Steel Group
ABSTRACT
The supply chain is the top priority for enterprises. The stable and efficient
operation of the supply chain plays a key role in the cost control of enterprises, and the
core link of this is supplier management. How to do a good job in supplier management
is a problem that enterprises must seriously consider and face. R Steel Group, a member
of my country's tens of millions of tons of private iron and steel enterprises, is also facing
the pressure of environmental protection and operation in such a large environment. In
recent years, the procurement side has exposed many problems such as the loss of high-
quality suppliers, low bidding and bidding rates, and frequent supplier defaults, which
affect the smooth operation of the supply chain. Under this premise, it is imminent for
R Steel Group to optimize the supplier management system.
This paper firstly investigates and researches the status quo of supplier management
system from four aspects of supplier management organization structure, development
management, performance management and relationship management of R Steel Group,
and finds the problems existing in R Steel Group's supplier management system.
Although a supplier management team has been set up in the supplier organizational
structure, the staffing is weak, and professional management functions cannot be
effectively played; the supplier classification method is backward in supplier
development management, and the suppliers have not been effectively distinguished,
and different Suppliers adopt different development and management strategies; in
supplier performance management, the evaluation data is not implemented, the
evaluation application mechanism is unreasonable, and the evaluation digital
management work is backward, resulting in insufficient overall objectivity and lack of
motivation in supplier performance management; in supplier relationship management
The cooperation satisfaction of the suppliers is low, and there is a lack of scientific
cooperation relationship maintenance strategies. Based on the theory of supplier

management and the actual situation of the company, this paper proposes an
optimization plan for the supplier management system of R Steel Group for these
existing problems. Aiming at the problem of organizational structure, it proposes
measures to adjust the integration of organizational structure and strengthen
management functions; for the problem of supplier development and classification, build
a supplier strategy classification model of R Steel Group based on the Carajack model,
and implement continuous dynamic classification management; To solve the problem of
supplier performance management, it proposes measures to improve the evaluation
index system, the improvement of the evaluation application mechanism, and the
evaluation of digital upgrading; for the problem of supplier cooperation, it proposes the
maintenance strategy of supplier classification and classification, and designs supplier
classification and classification management guidelines and rules. . In order to ensure
the smooth implementation of the R Steel Group's supplier management system
optimization plan, relevant safeguards have been put forward in terms of organization,
system and talent to ensure the smooth implementation of the plan.
This paper investigates and diagnoses the supplier management system of R Steel
Group, finds problems and puts forward optimization plans scientifically, so as to help
enterprises comprehensively improve supplier management maturity and market
competitiveness. At the same time, it can improve the knowledge system related to
supplier management, and play a reference and guiding role for other enterprises in the
optimization of supplier management system.
KEY WORDS: supplier management system
classification and grading
diagnosis and optimization
III
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