远洋船舶备件采购的风险评估与防范

远洋船舶备件采购的风险评估与防范A远洋船舶备件采购的风险评估与防范摘要进入21世纪以来，由于经济全球化进程明显加快，使得各国经济相互交往成为非常普遍的现象，而在这其中国际贸易以及跨国公司的扩张进一步推动了国际采购的发展。特别是随着现代信息技术的不断发展成熟，以及供应链管理思想和方法的普及，企业采购职能和方式发生重大变化，引发了一场深刻的变革。由此引发的企业在国际领域的竞争更加激烈。只有引入先进的国际采购理念，合理控制成本和风险，才能是企业立于不败之地。为了提高企业企业的投入收益的和提升国际竞争力，需要企业在全世界范围内去寻找供应商，寻找质量最好，价格最合理的产品(货物与服务)，力图在全球范围内形成以供应链管理为基础的、分工合理、运作有序、管理严密的企业网络，从而实现投资、开发、生产和销售的最优化。对于海运企业来说,企业的投入收益,除了有效控制成本,还在很大的程度上海取决于对于船舶营运风险的控制。而备件采购风险的控制是船舶营运风险控制的主要体现的方面。船舶备件的采购工作是船舶高效、安全运营的保证，是每个海运企业工作的重心。而如何做到这个，也就是如何做好船舶备件采购的风险评估与规范，这是每个航运企业都要面临的问题。远洋船舶备件采购的风险评估与防范B本文经过研究提出远洋船舶备件采购风险评估与防范改进的策略主要为正确识别可能存在的各种风险；通过考察和监控，建立供应商风险控制机制；采购过程的运行控制；合理选择与评估供应商；提高全员的风险管理意识，提高相关人员的工作效率；供应商数量优化，建立相应的供应商考核体系。关键词：远洋船舶备件；国际采购；风险评估远洋船舶备件采购的风险评估与防范C目录一、引言·······························································································1（一）研究背景·····························································································1（二）研究的目的和意义·················································································3（三）研究的内容和方法·················································································3二、理论综述·························································································4（一）国际采购理论·······················································································4（二）采购风险理论·······················································································5（三）采购风险评估与防范理论········································································71.采购风险评估理论·························································································72.采购风险防范理论·························································································7三、远洋船舶备件采购概述·······································································8（一）远洋船舶备件采购的特点··········································································8（二）远洋船舶备件供应的现状······································································10（三）远洋船舶备件供应链结构······································································12四、远洋船舶备件采购的风险评估与防范存在的问题···································13（一）远洋船舶采购自身存在的风险分析··························································131．远洋船舶备件采购选择空间小，流量小且周期较长，与企业正常运转存在密切的关系142.远洋船舶配件采购存在很多不确定性·······························································143.轮船容易受到自然灾害侵袭···········································································14远洋船舶备件采购的风险评估与防范D（二）国际经济的低迷对船舶备件采购产生新的风险···········································15（三）远洋船舶备件采购不准时与匮乏带来的损害··············································161.轮船备件不准时供货危机运行安全································································162.轮船备件不准时提供会导致污染···································································163.轮船备件供货时间长还可能造成船期延误·······················································16（四）备件库存问题带来的风险········································································17（五）员工采购理念落后，风险意识淡薄····························································17（五）供应商过于分散，在选择上缺乏规范性管理，导致供应系统风险大、采购成本高18五、远洋船舶备件采购风险的的主要表现形式与形成原因····························18（一）安全采购风险与形成原因······································································18（二）采购资金控制风险与形成原因································································191.原材料价格波动风险····················································································192.外汇汇率波动风险······················································································19（三）采购效率风险与形成原因······································································20六、远洋船舶备件采购风险评估与防范改进的策略·····································21（一）正确识别可能存在的各种风险································································211.识别风险的来源··························································································212.评估整体风险·····························································································223.调查风险的降低··························································································22（二）通过考察和监控，建立供应商风险控制机制··············································23（三）采购过程的运行控制············································································24（四）合理选择与评估供应商·········································································25远洋船舶备件采购的风险评估与防范E（五）提高全员的风险管理意识，提高相关人员的工作效率··································26（六）供应商数量优化，建立相应的供应商考核体系··········································26结论···································································································27参考文献·····························································································29致谢···································································································30远洋船舶备件采购的风险评估与防范1一、引言（一）研究背景二十一世纪以来，快速的经济全球化进程，使得国际贸易和跨国公司的扩张推动了国际采购的发展。尤其是信息技术达到新的高度，供应链管理思想的普及，企业采购职能和方式产生了大幅度的变革。全球供应链的发展，使得企业开始在全世界的范围内寻找供应商，寻找质量最好，价格最合理的产品(货物与服务)，力图在全球领域里构成把供货链当做基本点、合理分配、有序经营、规范管制的公司系统，进而达到投资、开发、生产和销售的最优化1。国际采购是经济全球化的重要组成部分，是世界行业分布格局变化和结构调整的必然产物，是现代信息技术、管理技术和物流技术高度发展的产物2。自改革开放以来，我国国民经济持续高速发展。从2003年以来，中国GDP一直保持两位数增长。一个国家的GDP由四部分组成，它们分别为消费、个人投资、政府支出以及净出口。中