IP公司在华供应商管理策略探讨

上海交通大学硕士学位论文IP公司在华供应商管理策略探讨姓名：许雪雯申请学位级别：硕士专业：工商管理指导教师：骆建文20080601MBAIPIPIPIPIPIPIPIP-MBAIPIPIPIPIPIPIPMBAIPSUPPLIERMANAGEMENTOFIPCOMPANYINCHINAABSTRACTWiththedevelopmentofeconomicglobalizationandtheimprovementofChinaeconomicenvironment,manyforeigncompanieslandedonChinamarketinacontinuousstream.Astheglobalsourcingisbecomingadevelopingtrendand“made-in-China”productisdisplayingitsstrengthoflowcost,lotsofmultinationalsfocusonChinaastheirprocurementcenter.TostrengthenthepurchasingmanagementinChinamarketoreveninthewholesupplierchainmanagementisthekeypointforthoseforeigncompaniestomaterializetheirstrategyinChinaandimprovetheircorecompetitiveness.FacingthedifferenceincultureandmanagementlevelbetweenChineseenterpriseandforeignenterprise,themostimportantistoimprovethesuppliermanagement.BasedonthesituationthatIPcompanyjustenteredChinamarketforashorttime,thisthesisanalyzesallthoseproblemsinsuppliermanagementwhichIPcompanyisfacingnow,andputsforwardeffectivestrategytosolveorimprovetheproblemsinsupplierselection,regularmanagement,strategicsuppliermanagementandriskmanagement.ThefirstchapteranalyzesIPcompany’sstrategyinChinaandthecurrentproblemswhichIPcompanyfacesinsuppliermanagement,andpointsouttostrengthenthesuppliermanagementwillbehelpfulforIPcompanytoMBAIPmaterializeitsstrategyinChinaandmaintainitscompetitiveness.ThesecondchapterclassifiesallIP’scurrentpurchasedproductandsuppliersinChinaintofourcategories,whichhelpsIPcompanytofocusonsearchingthemostpropersuppliersatthefirstbeginning.Italsoprovidesvariouschannelstoseekfornewsuppliers,andgivessuggestionforhowtoselectandanalyzenewsuppliers,besidespointsoutthemostimportantaspectswhichIPcompanyshouldpayattentionwhenselectingnewsuppliers.ThethirdchapteraimsatthecurrentsituationwhichIPcompanyisfacingnowandanalyzestheprobleminthe3mostimportantindexinsuppliermanagement–quality,priceanddelivery,andsearchesforthestrategyandsolution.Inqualitymanagement,itsuggeststostartsincesupplierselection,andvisitsupplierregularlyorirregularlytomonitorthewholeprocess,andimprovesupplierperformanceevaluation,andbuildupwin-winrelationshipwithsupplier.Inpricemanagement,itintroducessomepriceanalyzemethodswhichissuitableforIPcompany.ItalsopointsoutifIPcompanywantstostrengthenitssuppliermanagement,itshouldadoptseriesstrategy,likeconsolidationpurchase,supplierdatabase,etc.Indeliverymanagement,itpointsouttheimportantinon-timedelivery,andputsforwardthesuggestionthatIPcompanyshouldreinforcethecapabilityinforecastandsoon.Besides,itdesignsthesupplierperformanceevaluationformandevaluationprocedureforIPcompany.TheforthchapterintroducesthedevelopingtrendandimportanceofMBAIPstrategicsupplierrelationship.Itpointsouttheselectionofstrategicsuppliershouldbeconsideredfromtheneedofmarket,supplierandenterprise.Whenbuildupthestrategicrelationship,IPcompanyshouldpayattentiontotheselectionofprojectmanagerandmember,theskillinnegotiationandprotectiveitemsincooperationcontract.Todevelopthestrategicsupplier,itputsforwardthestrategythatbuyercompanyshouldallowsuppliertojoininthenewproductionresearch,assistsuppliertoimproveitsproductionandservicelevel,shareinformationwithsupplier,builduptrustbetweeneachother,andmaintainthestabilityoforganization.ThelastchapteranalyzesthesuppliermanagementriskwhichIPcompanyisfacinginquality,price,delivery,service,trust,etc.,andprovidessuggestiontominimize,avoid,evadeanddivertrisk.KEYWORDS:suppliermanagement,multinational,riskmanagement,supplierselectionandevaluationMBAIP200862MBAIP200862200862MBAIP1200890IP10IPMBAIP2IPIP189818000000WTOIPIP11IPIP401202006IP22050082-1IPIPIP18830IP1090IPP&GIPIPXpedxXpedxIP/IPXpedxIPIPIP90IP-PMMBAIP3IP90IP–IPIPPM–APP90IP(1-1)1IPFIGURE1ThelifecycleofIPcompany’sproductinChinamarket30003.42013140.42.631/710MBAIP4IP1232IPSWOTFIGURE2TheSWOTanalyseofIPcompanyIPIP2000PM50%PMIPPM2004IPP&G20058IP100%PMIP2006IP1.45050IPMBAIP5IPIPIPXpedx12IP//IP10-IPIP7IPIPXpedxIPIP1MBAIP652.5%IP20071000com.cn744180.8%70%IPIP90%-IPIPSFISustainableForestryInitiativeIPIPPMIPIP2IPXpedxIPXpedxP&GP&GMBAIP7IPIP()IPIPIPIPIPIP13IPIPIPCAPS1988198043%2090MBAIP81-33FIGURE3TherelationshipofsupplystrategyandorganizationstrategyIPIPIPIPIPIPAPP10M-real–IPIPIP10IP100IPIPMBAIP9IPIPIPIP21IPIPIPIPIP20077IPIPIP-XpedxMP4XpedxMBAIP10IPIPIP//4IPFIGURE4IPcompany’scurrentpurchasedproductcategoryinChinaIIPIIzz/z/zz/zzIIIIVIIIMBAIP11IP//III30100IP20020-30IVIPXpedxXpedxIPIPXpedxIPIPIPIPMBAIP125IPFIGURE5IPcompany’sChinesesuppliercategory-IPIPIP–IP/zzzzzz/zzzzzzz/IIIIVIIIMBAIP13/–IPIPIPIPPM10IP20070.25//0.35//IP–2007XpedxAppleMP4XpedxAppleIPIPApple22IPIPIPIPIPPMMBAIP14IPIPIPIPIPGlobalSpec200612IBMGEIPIPIPIPIPMBAIP1523IPIP6IPCTS()CTS()IPIPMBAIP16ISO90006IPFIGURE6IPcompany’ssupplierselection&evaluationprocedureYesNoNoYesNoNoYesYesYesYes,Ok?Ok?Ok?Ok?Ok?NoYesNoMBAIP17,3IP61-2IPIPIPIPCTS()CTS()IPIP500IP—MBAIP18—ISO9000IPFDA—IPIP—IP—IPMBAIP19IPIPMBAIP20IPIPIP31IPIP50020401924204050MBAIP21206070207010-15%85%-90%2080MRP-II/ERPIPMBAIP22IP32IP40%~70%1%10%IPIP500/10%=500+(500x10%)=550/IPIPIPMBAIP23Qualitydiscoutanalysis,QDAQDAIP1IPQDA