论文总字数：133631字

摘 要

现如今全球经济一体化，汽车行业竞争越来越激烈，充满竞争力的汽车市场持续推陈出新。为此M公司自2009年在中国地区建厂以来，一直非常重视供应商管理改进，希望通过建立合理有效的供应商管理体系促进供应商与M公司之间的持续发展。M公司供应商管理方式是笼统的。分析M公司现有的供应商，发现供应商群体之间的能力参差不齐，但是管理模式都是一致的。针对这个状态M公司采购部门应该采取不同的供应商使用不同的管理标准，即对供应商进行分类从而采用不同的管理方案进行管理。本论文针对不同供应商采用不同方案进行分类管理过程的阐述和探讨。

M公司供应商类型非常之多，现阶段拥有来自全球各地的80余家直接原材料供应商，供应材料可分塑料粒文介绍M公子、棒料、传动轴、电机、橡胶制品、压铸件、冲压件等。本论将介绍供应商管理的发展历史。M公司自从2012年开始对供应商物料质数量进行记录，2012年至2020年期间供应商物料表变更过三次，并决定在2021年开始第四次的变更。变更过程包括完善公司供应商考核流程，供应商管理模式，量化供应商管理指标，加强供应商绩效考核结果对供应商后续合作的的指导作用。2021年M公司引入SAP系统，希望实现供应商物料信息系统化、数字化、可视化，定量化地深入探讨促进供应商和M公司之间持续改进，以供应企业正常生产，保证M公司产品质量，客观分析出企业在供应商绩效管理过程中存在的问题，建立有效的管理方法。

针对M公司现有的供应商管理变更趋势不难发现不同的供应商应该采用不同的管理方式。本文将围绕使用系统化方法对供应商进行分类管理为论点阐述。

关键词:供应商分类管理；供应商绩效评估；SAP系统

Classification Study of Supplier Performance Evaluation

Abstract

Nowadays, the global economy is integrated, the automotive industry is becoming more and more competitive, and the competitive automotive market continues to push forward. For this reason, since the establishment of M Company in China in 2009, M Company has been paying great attention to supplier management improvement, hoping to promote the sustainable development between suppliers and M Company by establishing a reasonable and effective supplier management system. Analyzing the existing suppliers of Company M, it is found that the ability among the supplier groups varies, but the management mode is all consistent. In response to this state of affairs, the purchasing department of Company M should adopt different management criteria for different suppliers, i.e., classify suppliers so that they can be managed using different management schemes. In this thesis, the process of supplier classification and management is explained and discussed for different suppliers using different schemes.

Company M has a wide range of suppliers, with more than 80 direct raw material suppliers from all over the world at this stage. This paper introduces the history of supplier management in Company M. Since 2012, Company M has been keeping records of supplier material quality quantities, and has changed its supplier material list three times between 2012 and 2020, and decided to start the fourth change in 2021. The change process includes improving the company's supplier assessment process, supplier management model, quantifying supplier management indicators, and strengthening the supplier performance assessment results to guide the subsequent cooperation with suppliers. 2021 M company introduced SAP system, hoping to realize the supplier material information system, digitalization, visualization, quantitative in-depth discussion to promote continuous improvement between suppliers and M company, in order to supply the enterprise Normal production, to ensure the quality of products of Company M, to objectively analyze the problems of the enterprise in the process of supplier performance management, and to establish effective management methods.

It is easy to find out that different suppliers should be managed in different ways with respect to the existing trend of supplier management changes in Company M. This paper will focus on the argument of using a systematic approach to supplier classification management.

Keywords: Supplier classification management, Supplier performance evaluation, SAP system

Catalogue

摘 要 I

Abstract II

Catalogue III

Abbreviation Table V

List of Figure amp; Table VII

Chapter 1 Introduction 1

1.1Research Background 1

1.2 A Review of the Current Status of Domestic and Foreign Research 1

1.2.1 Review of National Literature 2

1.2.2 Review of Foreign Literature 3

1.3 Research Content and Research Ideas 4

1.4 What is Supplier System Assessment 5

Chapter 2 Company overview 7

2.1 M Company Profile 7

2.2 Research Significance 7

2.3 Overview of Procurement Management at Company M 8

2.4 Management of M's Suppliers 9

2.5 Project Background 10

2.6 Supplier Category Analysis 12

2.7 Presentation of the Problem 13

Chapter 3 Theoretical Foundations 15

3.1 Supplier Management Process of Company M 15

3.2 M Company Supplier Performance Development History 16

3.3 Supplier Management Methods 18

3.4 M Company Supplier Process 20

3.5 Supplier Performance Evaluation Management Rules 21

3.6 Supplier Assessment Indicators 22

3.6.1 Quality 23

3.6.2 Delivery 24

3.6.3 Services 25

3.6.4 Total Score 26

Chapter 4 Performance Management in Company M amp; Problem Analysis 28

4.1 Analysis of supplier management system problems in Company M 28

4.1.1 Uneven Distribution of Suppliers in Company M 28

4.1.2 Inadequate Supplier Performance Evaluation System in Company M 29

4.1.3 Lack of Reliable Supplier Information Communication Platform 29

4.1.4 Risk Control of Suppliers is not Comprehensive Enough 29

4.2 Solutions 30

4.2.1 Domestic Production 30

4.2.2 Establish a Comprehensive Supplier Performance Evaluation System 31

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