P公司間接采購成本控制研究
發(fā)布時間：2023-10-22 12:47
自2020年起新冠疫情的突然襲來,以及去年由于全球能耗危機(jī)國家出臺了能耗雙控措施,這這些因素的影響下,很多企業(yè)的生存競爭環(huán)境發(fā)生了根本性的變化。制造企業(yè)想要生存,必須關(guān)注企業(yè)經(jīng)營內(nèi)部的各個環(huán)節(jié),提升總體競爭力。采購部門作為企業(yè)經(jīng)營的組成部分,能夠為企業(yè)創(chuàng)造價值,其重要性早已被多數(shù)企業(yè)家認(rèn)識和關(guān)注。但是作為制造業(yè)的間接采購(非生產(chǎn)性采購),其自身特點(diǎn)為產(chǎn)品和項目種類多,涉及的型號和供應(yīng)商也多,管理復(fù)雜度高,而年度采購總金額比直接采購(原材料采購)低,所以在成本管控上往往沒有得到過多的關(guān)注。隨著企業(yè)間的競爭越來越激烈,在間接采購上獲得的成本優(yōu)勢,也逐漸成為企業(yè)關(guān)注的制勝點(diǎn),很多企業(yè)家已經(jīng)在關(guān)注這方面。對于如何通過管控間接采購成本提升企業(yè)總體競爭力。這是當(dāng)前制造企業(yè),尤其是規(guī)模較大的制造型企業(yè)正在重點(diǎn)思考和急需解決的問題。本文的研究對象為P公司,其通過近年來的努力,在成本控制方面取得了一定的成效。但是成本改善并非一勞永逸,它是需要不斷推動且持續(xù)提升的項目。因此,本文的研究內(nèi)容是對公司中國區(qū)的間接采購管理現(xiàn)狀進(jìn)行分析,從信息管理,供應(yīng)商管理,采購成本三個方面入手,并運(yùn)用了信息平臺建設(shè),Kral...
【文章頁數(shù)】：82 頁
【學(xué)位級別】：碩士
【文章目錄】：
摘要
ABSTRACT
LIST OF ABBREVIATIONS
1 Introduction
1.1 Research background and significance
1.1.1 Research background
1.1.2 Research significance
1.2 Research contents
1.3 Research Methodology
2 Literature review
2.1 Overview of procurement cost management
2.2 Procurement management theory
2.2.1 The definition of procurement
2.2.2 Procurement management
2.2.3 Supplier management
2.3 Cost management theory
2.3.1 Cost management of procurement
2.3.2 Cost control method of Procurement
3 P company indirect procurement current situation
3.1 P Company Overview
3.2 P Company indirect procurement management current situation
3.2.1 Procurement organization structure
3.2.2 Classification of indirect procurement items
3.2.3 Supplier management situation
3.3 P Company Indirect procurement current situation
3.4 Indirect procurement cost control situation of the P Company
4 Problem analysis and optimization scheme on procurement cost control of P company
4.1 Problem analysis on procurement cost control of P company
4.1.1 Low degree of systematization
4.1.2 Pursue low prices, not TCO
4.1.3 Lack of performance management on strategy suppliers
4.1.4 Lack of category management
4.2 Optimization scheme on procurement cost control of P company
4.2.1 Creation and optimization of the database platform
4.2.2 Category division and management strategy
4.2.3 Establish a supplier performance management mechanism
4.2.4 Establish strategy TCO model
5 The guarantee measures of the program implementation
5.1 Establish the strategic position of indirect procurement
5.2 Improve the skills and accomplishment of indirect procurement personnel
5.3 Enhancing cross-functions cooperation
6 Conclusion and Outlook
6.1 Conclusion
6.2 Outlook
REFERENCE
ACKNOWLEDGEMENTS
APPENDIX P Company procurement management process survey
本文編號：3856547
【文章頁數(shù)】：82 頁
【學(xué)位級別】：碩士
【文章目錄】：
摘要
ABSTRACT
LIST OF ABBREVIATIONS
1 Introduction
1.1 Research background and significance
1.1.1 Research background
1.1.2 Research significance
1.2 Research contents
1.3 Research Methodology
2 Literature review
2.1 Overview of procurement cost management
2.2 Procurement management theory
2.2.1 The definition of procurement
2.2.2 Procurement management
2.2.3 Supplier management
2.3 Cost management theory
2.3.1 Cost management of procurement
2.3.2 Cost control method of Procurement
3 P company indirect procurement current situation
3.1 P Company Overview
3.2 P Company indirect procurement management current situation
3.2.1 Procurement organization structure
3.2.2 Classification of indirect procurement items
3.2.3 Supplier management situation
3.3 P Company Indirect procurement current situation
3.4 Indirect procurement cost control situation of the P Company
4 Problem analysis and optimization scheme on procurement cost control of P company
4.1 Problem analysis on procurement cost control of P company
4.1.1 Low degree of systematization
4.1.2 Pursue low prices, not TCO
4.1.3 Lack of performance management on strategy suppliers
4.1.4 Lack of category management
4.2 Optimization scheme on procurement cost control of P company
4.2.1 Creation and optimization of the database platform
4.2.2 Category division and management strategy
4.2.3 Establish a supplier performance management mechanism
4.2.4 Establish strategy TCO model
5 The guarantee measures of the program implementation
5.1 Establish the strategic position of indirect procurement
5.2 Improve the skills and accomplishment of indirect procurement personnel
5.3 Enhancing cross-functions cooperation
6 Conclusion and Outlook
6.1 Conclusion
6.2 Outlook
REFERENCE
ACKNOWLEDGEMENTS
APPENDIX P Company procurement management process survey
本文編號：3856547
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