基于反应式供应链竞争的供应商选择研究

华中科技大学硕士学位论文基于反应式供应链竞争的供应商选择研究姓名：陈亚欣申请学位级别：硕士专业：工商管理指导教师：徐天亮20050428I,MakeToOrder,;,:,,,IIAbstractSince21stcentury,surroundingsofenterpriseischangeableeveryday.Withuncertaintyofmarketdemandincreasing,MTO(maketoorder)strategyisbecomingthemaintrendinthecompetitionbetweenenterprises,itmeansresponsivesupplychaincompetition.Andwiththeresponsivesupplychainmanagement,itisveryimportanthowtochoosesuitablesupplierandensuresupplychain’shighefficientandcompetitive.Theplanofthearticleistoresearch:1.Asanexordium,itintroducesSCMtheory’sbackgroundandresearchrelatedtochoosesupplierbriefly,anddiscussescompetingcharactersofthemodernmanufacturingindustry.Thischapterbuildsagoodbasisofanalyzingcooperationandselectionbetweenmanufacturersandsuppliersfurther.2.IntroduceSCMtheorysystematically,itdiscussesdifferentunderstandingtosupplier-chain,especiallyresponsivesupplychain’scompetingcharactersunderthenewmarketcondition.Inconclusion,thespeedflexibilityanddeliveryaheadofschedulehavebeenthekeyfactorsofresponsivesupplychain’scompetition.Furthermore,thecontrastbetweenresponsivesupplychainandeffectivesupplychainisdiscussed.Theconstructionofefficientsupplychain’snuclearcompetingcapabilityisresearched.Asconclusion,efficientsupplychain’snuclearcompetingcapabilityismadeupoffiveaspectsasbelow:knowledgeandskilltrustandcooperationcultureandvalueopinionmanagementsystemandmaterialsystem.3.First,wedevidesupplierinresponsivesupplychaincompetitionintofourtypes:normalparterinfluentialpartercompetitiveparterandstrategicparter.Second,theprocessofselectingsupplierisintroduced.Asthebasisofthediscussionabove,theindexsystemofchoosingsupplierisbuilt.Inordertomaximizethebenefitofcooperatingsidesonbuildingalongtermcooperatingrelationship,somequalitativeanalysisindexsuchas“thecorporation’svalueopinion”arebecomingmoreimportant.Asquantitativeanalysis,Analysis-Hierarchy-Processisintroducedmainly.4.Finaly,asacaseanalysisaboutWuHanrailwaybureauWuChangvehicleworks,achoosingmodelcombinedqualitativeandquantitativeanalysisonAHPisappliedtotheIIIworks’suppliersystem.KeyWords:SupplychainmanagemetResponsivesupplychainVendorselectionAnalysis-Hierarchy-ProcessIntegrativeevaluatingindex20050428______200504282005042811MTOmaketoorder,,MTS(maketostock;);,1.1(SupplyChainManagementSCM)SCM802IBMDELL1.3HauL.Lee,Stevens,Evens,Wendell,Harrision,Philliplaa1Marshall()DavidHole,DenisR.TowillMargueritaM.Sasse:(SupplyChainPartnership,SCP)(SupplierAlliances)Ellram,Stuart,Graham.Landeros,Hendrick[12]Dickson19662327323Dickson3Weber196674Weber80%59%54%DickSOn30%21%20%13%11%Dickson[2]12345ABCABC6478ANN1.421Internet/Extranet/Intranet,[1]1-12151-1Table1ThecomparisionofmanufacturingenvironmentbetweenNetworkEconomiceraandtraditionaleconomicera::61.5,,,,722.12.1.12080[12]:(Gavinatol1992;Ellram,1991)(Blacker,Lackey&Mabert,1993);(Dobler&Burt,1990)(Davis,1993,Lee&Bi11ington1995),:“(Walker&Albert1999)“”(LeeHil1ingtan,1995)“Harrison8:[23][17]2-1/2-1492.1.2,SGSCF(StanfordGlobalSupplyChainForum):()()()Evens:(Supply)(SchedulePlan),(Logistics)(Demand)Internet/Intranet()()(1)(2)10.(3):(4).:;;11;(5)()2.2[8]:(1);(2)()12(3)()(4);2.32.3.1201901-1972SupplyChainParternershipSupplier-manufacturer(VendorSupplierBuyer)Supplier-Partnership1970s-1980s,/1980s-1990s13(1)(2);(3);(4);(5)CTSCTS2.3.2-14TQM,MRP(MRPII),JITMRPJITMRPMRPIIJIT12-215(100%)(100%)2-2-2.3.316(1)(2)(3)(4)(1)(Throughout):;;(2):;(3):;;;17;(4):;;(5):;;;;;(BoundaryPersonnel);()()()(2-3):(1)ABUaUbMN(2)AUaUb(3)BUbUa(4)UaUb18AUbNUrMUoUa2-32-3AB2.4MTOmaketoorder,MTS(maketostock;)EfficientSupplyChain(ResponsiveSupplyChain)[17]2-2192-2(1):(2)();(3):20(4)52.5[27];(1)(2)(3)21(4)(5)(6)1R&D()234;2252333.1()()::%/3-1[31]24;(/)3.23-2()3-225l:()234:5:266:()27:,3.3[17](1)(2);27(3)(4)cws1997;92.4%;69.7%:3-33-3[17]3-128/29(1)A1A2A3A4(2)B1B2B3B4B5(3)/C1C2C3C4C5C6C7/(4)D130D2D3D4D5/QFDFMEAVAD6D7(5)E1E2E3E4:;;;3.4AHP70(T.L.Satty)(Weber)(1991)()31)(1):AHPnnn(2):AmaxWW=(W1,W2,...Wn)T,WA1,A2,…,AnCK:nWl,W2,WnA:W1/W1,W1/W2…W1/WnW2/W1,W2/W2…W2/WnA=......Wn/W1,Wn/W2…Wn/WnnxnW=(W1,W2…Wn)TA:W1/W1,W1/W2…W1/WnW1W2/W1,W2/W2…W2/WnW2AW=..=nW...Wn/W1,Wn/W2…Wn/WnWnAW=nW32maxmax=nWAAW=maxWWnA(3)nnCA1A2……An3344.19652560225K2303362.4%23447041430DC600V/AV380V4173413591143625018676114116301348110263122633510.44.2l)2)343)4):A():ABB():CC():5)ABC6)ABC7)A358)ISO90009)4.3,36374.44.33.3:384-6SupplierISupplierIIISupplierISupplierIIIA10.3028080D10.2537080A20.2857080D20.4158575A30.2127070D30.1016075A40.2017575D40.1516880A0.1857476.875D50.0487075B10.4928075D60.0325070B20.2327580D0.13274.376.86B30.1389085E10.5658585B40.0926075E20.2627075B50.0465570E30.1178080B0.38877.277.31E40.0567575C10.0627070E0.06379.981.235C20.0995060C30.1618280I74*0.185+77.2*0.388C40.4167580=74.7*0.232+74.3*0.132+79.9*0.063=75.81C50.2628075C0.23274.776.09III77.1339AHP4041[1]A.Gunasekaran,B.Nath,Theroleofinformationtechnologyinbusinessprocessreengineering,InternationaljournalofproductioneconomicsVol.5199791103[2]AbbassF.Alkhafaji.ManagementChallenges:AWorldperspectiveAnukulMandalandS.G.Deshmukh.Vendorselectionusinginterpretivestructural