某公司供應商選擇研究

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摘    要
在現(xiàn)代企業(yè)市場交易關(guān)系中，企業(yè)與供應商的關(guān)系發(fā)生了很大的變化，由原來的“競爭對手”變成了“合作伙伴”，這種關(guān)系的轉(zhuǎn)變使得企業(yè)不能再以原來的方式來管理供應商。如何選擇、管理供應商使其成為長期戰(zhàn)略合作伙伴成為重要問題，而供應商評價作為企業(yè)進行供應商選擇、管理、監(jiān)督和改善等一系列活動的基礎(chǔ)和標準，顯得更為關(guān)鍵。
本文從現(xiàn)代供應鏈管理理論出發(fā)，借鑒國內(nèi)外優(yōu)秀的供應商評價經(jīng)驗，結(jié)合軸承行業(yè)的特點，建立了軸承供應商綜合評價模型，為軸承商家選擇長期合作伙伴型的物資供應商提供了一種方案。然后結(jié)合××尋找供應商的具體項目，用綜合指數(shù)法和模糊層次分析法對供應商進行評價和選擇，以證明其有效性和適用性。
本文旨在通過對供應鏈環(huán)境下軸承行業(yè)各級供應商的新型關(guān)系的研究以及一些重要評價指標和評價方法的研究的基礎(chǔ)上，構(gòu)建基于合作伙伴型的供應商選擇與評價的指標體系模型并期望通過該評價模型，能夠為××在眾多供應商中選擇最佳的合作伙伴和對戰(zhàn)略型供應商進行有效管理提供一些參考和幫助。
關(guān)鍵詞：供應商選擇； 綜合指數(shù)法； 模糊層次分析法

ABSTRACT
In the environment of supply chain management, enterprise relationships with suppliers have produced very big change; it has become "partners" from the original "competitors”, this kind of relation of the change makes the enterprise can't again with the original way of managing suppliers. It’s been an important issue to select and manage the suppliers so as to make them the long-term strategic cooperation partners. Then the eva luation from the suppliers would be more critical when serving as the basis and standard of a series of activities: enterprise suppliers’ selection. management. supervision, improvement and the like.
The paper establishes the comprehensive eva luation model of Garment industry to be in favor of the bearing manufacturers’ selection of long-term cooperative partners. while the modern supply chain management theory. the excellent supplier eva luation experience and the Garment industry specialty contribute a lot. Focusing on the xudong Group’s selection of xudong bearing company looking for suppliers of specific project. the paper adopts Comprehensive index method to eva luate and choose. then to prove its validity and applicability.
Study on the new relationship between all the Garment industry spare parts a suppliers in the supply chain. along with some important index and methods of eva luation enable this paper to build a supplier selection and eva luation model in a cooperative way. It then provides some references and assistances for xudong bearing company to select the best partners in numerous suppliers and to carry on an effective management of the strategic suppliers.
Keywords: Supplier selection; Comprehensive index method; Fuzzy analytic hierarchy process

目    錄
1緒論.....................................................................1
1.1背景及意義..............................................................1
  1.1.1研究背景............................................................1
1.1.2××簡介............................................1
1.1.3××的供應商現(xiàn)狀及存在的問題........................1
  1.1.4研究意義............................................................2
1.2國內(nèi)外研究現(xiàn)狀..........................................................2
  1.2.1國外研究現(xiàn)狀........................................................2
  1.2.2國內(nèi)研究現(xiàn)狀........................................................2
1.3研究的目標和內(nèi)容........................................................4
  1.3.1研究的目標..........................................................4
  1.3.2研究的內(nèi)容..........................................................4
1.4研究的方法與路線........................................................4
  1.4.1研究的方法..........................................................4
  1.4.2研究的路線..........................................................4
2供應商的選擇............................................................6
2.1供應商選擇與建立的意義..................................................6
2.2企業(yè)選擇供應商的特點....................................................6
2.3供應商選擇的策略........................................................6
2.4供應商選擇的一般流程與步驟..............................................7
3××供應商選擇及評價指標的建立....................9
3.1供應商選擇及評價指標設計的原則、目標和作用..............................9
3.2運用層次分析法構(gòu)建供應商選擇評價指標....................................9
  3.2.1供應商評價指標的構(gòu)建................................................9
  3.2.2層次分析法的基本原理................................................11
  3.2.3用層次分析法確定各評價指標的權(quán)重....................................14
  3.2.4供應商的選擇........................................................16
4供應商的選擇方法.......................................................18
4.1傳統(tǒng)的評價方法和分析....................................................18
4.2××供應商評價方法的選擇................................19
4.3運用ABC分類法確定要采購的軸承..........................................20
5××供應商的選擇....................................23
5.1運用綜合指數(shù)法對供應商進行選擇..........................................23
  5.1.1供應商產(chǎn)品質(zhì)量評價..................................................23
  5.1.2供應商產(chǎn)品價格評價..................................................24
  5.1.3供應商交貨能力評價..................................................24
  5.1.4供應商行業(yè)名譽與地位評價............................................25
  5.1.5供應商企業(yè)經(jīng)營能力評價..............................................25
  5.1.6供應商綜合評價及選擇................................................26
5.2運用模糊層次分析法對供應商進行選擇......................................27
5.3綜合指數(shù)法和模糊層次分析法的比較........................................29
6結(jié)論.....................................................................30
參考文獻..................................................................31
致謝................................... ...................................32