d公司面向新产品开发的采购管理策略

上海交通大学硕士学位论文D公司面向新产品开发的采购管理策略姓名：蒋璐麟申请学位级别：硕士专业：工商管理指导教师：骆建文20080113MBAD2MBAD3MBAD4DDDDDMBAD5DDDJITDMBAD6THERESEARCHOFCOMPANYDFORNEWPRODUCTDEVELOPINGPURCHASINGMANAGEMENTSTRATEGYABSTRACTWiththeincreasinglyfiercemarketcompetition,thecircumstanceandconditionschangefasterandfaster,theenterprisehastocontinuallyinnovateandaltertorespondtosustainedmarketchanges.Constantnewproductdevelopmentbecomesaweaponforanenterprisetowininthemarketcompetition.Suchdevelopmentisnotonlyanimportantconditionthatanenterprisesurvivesanddevelopsinthemarketcompetition,butalsobringstoitgenerousprofits.Inordertopromoteefficiencyandqualityofnewproductdevelopment,theenterprisehasextendeditsdevelopmentpracticesoutsidetomakefulluseofsuppliers’resources.Duringdevelopmentofnewproducts,performingeffectivemanagementofpurchasingactivitiescannotonlyhelptheenterprisetoeffectivelycontrolrisksandreducethecost,butalsorealizethesynchronizationandintegrationofvariousactivitiesinsupplychaintoMBAD7createnewcompetitiveedge,thusensuringtheenterprisetakesaleadingpositionintherapidlychangeablemarket.BytakingDCompanyasanexample,thisarticleanalyzescurrentconditionofpurchasingmanagementinthenewproductdevelopmentprocess,pointsouttheexistingproblemsanddiscusseshowtoimprovetheefficiencyofpurchasingmanagementbyDCompanyinnewproductdevelopmentfromsuchaspectsasselectionofdevelopmentsuppliers,cooperationwithsupplierstodevelopnewproducts,VMIandriskmanagementduringthedevelopment,andalsoproposessomeeffectiveimprovementstrategies.TheseanalysesanddiscussionsarehelpfultoDCompanytoshortennewproductdevelopmentcycle,cutdowncosts,reducequalityproblemsandimproveR&Ddesignetc,andalsocaneffectivelyusetheknowledgeandexperienceofthesuppliersduringthedevelopmentsoastoobtainmoreknowledge,skills,andresourcesandidentifymoremarketopportunities.Thearticleconsistsoffivechapters.Chapter1analyzesthestatusquoanddevelopmenttrendsofpurchasingandsupplychainmanagement.Chapter2mainlyoutlinesDCompany,analyzesandpointsoutproblemsthattheCompanymeetsduringthenewproductdevelopmentprocess.MBAD8Chapter3probesintohowtosourceandselectthesupplyresourcesthroughvariouschannels,performdailymanagement,examinationandevaluationbymeansofpricemanagement,qualitymanagementandsupplierperformanceassessmentetc.,andimprovethesupplierrelationshipbysupplierbreakdown.Chapter4probesintothecooperationstrategiesofDCompanyfornewproductdevelopment,usesJITpurchasestrategiesandVMIputsforwardthepurchasingstrategiesforcooperationwiththesuppliertodevelopnewproducts.Lastchapterpointsouttheriskswhichmightbeencounteredduringthecooperativedevelopmentwiththesupplierandproposesthecountermeasuresofhowtoevadeandsplitofftherisks.Theauthorhopesthatthisarticlehassomepracticalreferencevalueanddecision-makingreferencefunctiontothepurchasingmanagementofDCompanyintheprocessofnewproductdevelopment.Keywords:NewProductDevelopment,PurchasingManagement,SupplierRelationshipManagementMBAD11WTO-80836CPUDeskpro386DDJITDDDMBAD121/15001Table1PercentageofPurchasing&SalesinDifferentIndustries87%61%62%63%63%61%1.1MBAD13(1)(2).(3).(4)(5);MBAD141.2(1)(2)MBAD1520802090(3)(4)MRO(5)(6)MBAD16MBAD172DDDD2.1D20052DD50046002006030%CMUDD3050%631D20MBAD18DDPCMMRO//1DFIGURE1CompanyDOrganizationChartMBAD192.2DDDDDD(1)(2),(3)(4)DDMBAD20DDDDDDDDDDDDDDDMBAD212.3DDDD2DDD5000DMBAD22DDMBAD233DDDD3.1DDISO9001DDDDDDDMBAD24DDDMBAD25CBA///2DFIGURE2SupplierSourcingProcessinNewProductDevelopmentDMBAD26DDD3-23.2DDMBAD273.2.1D70%60%(1)DD103050%30%D(2)D3DDMBAD2850%DDDDD3.2.2IBMCrosbyDDD(1)DMBAD29(2)DDD(3)D100%D(4)DDD3.2.3DD2DDMBAD30D1-22Table2SuppliersExamination&EvaluationForm10-2010=10*1+aa10-20=10*(1+b)b15=15*15=15*510P=10*P5=5*/101122331.85-100A2.70-84B3.60-69C4.59DDMBAD313.3DDABCABCDABCABCD/3-2MROMBAD32IIIIVPCBIIIMRO4DD5%D3DFIGURE3SupplyBreakdownofDCompany/MBAD33/DDD15%//D1:500500DDD4DFIGURE4SuppliersClassificationModelofDCompanyMBAD34DDDD/MBAD354D4.1JITJITJustinTimeJITJIT4.1.1(1)D20%5%D(2)DD50%(3)DDMBAD36D10-157DJIT4.1.2JITJITJITJITJIT3JITJIT2-310%3JITTable3DifferencebetweenTraditionalModel&JITMBAD37DPCBD2-3DJITD2-3DDERPJITJIT4.2DDDDMBAD38DDDDDD5MBAD394.3(VMI)/5FIGURE5RelationshipbetweenEnterprise&SupplierinNewProductDevelopmentProcessMBAD40MRPERPMBAD415D5.1DD(1)DDDDDDDDMBAD42DDD(2)D(3)DDD20%D20-30%MBAD4310-20%D(4):;DDDDDDD(5)MBAD44D790840DD5.244Table4RiskAnalysisinNewProductDevelopmentProcess/DMBAD45D(1)D(2)D(3)D30%D30%40%1DDDD(4)DDDDDDDMBAD46D(5)DMBAD47DDDDDDDDDDDDDDMBAD48[1]DavidBurt2003753-66[2]JosephL.Cavinato&RalphG.Kanuffman,20011156-66[3]MichielR.Leenders&HaroldE.Fearon20022229-231[4]PeterBaily2003393-105[5]SusanHart.20038[6]EdwardBlocher20051112-130[7]20032[8]G.2003[9]2004[10]JoelD.Wisner2006160-71[11]2006553-83[12]MICHAELE.PORTER,1997133-48[13]20051297-344[14]2001MBAD491304560909017%MBAD50MBAD512(IQC)(QA/OQC)105-105MBAD52MBAD535MBPEBPMBAD543200200-250250–300300-400400+/x1002020151050100100-120120–140140-160160/(+)x10010107.552.50100100-9090–8080-7070/x1005543218080-7070–6060-5050(40)/x1005543212.02.0-1.51.5-1.01.0-0.50.5/x10015151296366-55–44-33/x10010107.552.502.02