t公司准时化采购策略及实施过程研究

上海交通大学硕士学位论文T公司准时化采购策略及实施过程研究姓名：周紫荣申请学位级别：硕士专业：工商管理指导教师：吴迪20080113TTTTTTTT,TTTHEJITPURCHASINGSTRATEGYANDIMPLEMENTPROCESSSTUDYINTCOMPANYABSTRACTAlongwiththecuttingdownoftheproductlifecycleandtheenhancem-entofthecustomer'spersonalizationdemand,thefastresponsetomarketd-emandisbecomingthetendencyofsupplychainglobalcompetition.Espec-iallyinautomotiveindustry,JITpurchasingispreciselycompliedwiththistendency,whichmayreduceeffectivelythesupplychainresponsecycle.Ho-wever,manyenterprises'purchasingmodelofourcountrycan'tmeetthema-rketcompetitiverequirement,theefficientislowwhilethepurchasingcostishigh.ThisarticlemakeanexamplebystudyingthepurchasingmanagementofTcompany,onthebasisofintroducingtheadvancedmodel-JITpurchasingmanagement,firstlyanalyzethemeaningofpurchasingmanagementtoent-erprisedevelopmentundersupplierchainmanagement,introducethebasictheoryandcharacteristicsofJITpurchasing.SecondlyintroducethegeneralinformationofTcompanyandanalyzetheindustrycharacteristicsandmarketenvironments,doafurtheranalysisofproductioncharacteristicsandtherequirementstopurchasing,thecurrentpu-rchasingorganizationandprocessinTcompany,pointouttheproblemsandcauses.ThirdlyanalyzethepurchasingproblemsofTcompanyfromthreepoints:theconstructionofmanagementinformationsystem,organizationsystemandprocessoptimization,supplierselectionandmanagement,hasgiventhecorr-espondingstrategies.AtlaststudytheimplementationofJITpurchasinginTcompany,wishtheexperiencecanbeborrowedbyotherdomesticenterprises.KEYWORDS:JITpurchasing,supplychain,LeanProduction200712520071252007125MBAT1DELL14%MBAT2111[1]1FIGURE1PurchasingIntheSupplierChain1[2]MBAT31.1.1Stevens1989(SupplyChain)Evens2[3](SupplyChainManagementSCM)(RightProduct)RightTime(RightQuantity)(RightQuality)(RightStatus)(RightPrice)(RightPlace);;;;60%[4]MBAT4[5];.2FIGURE2SupplierChainStructure1.1.2MBAT5170%[6]199725%20120[7]PROFARJANJVANWEEL[4]1[8]Table1ThePercentageofPurchasingintheSalesCost[8]60-85%60-80%60-80%50-70%25-50%10-40%:21997[8]Table2TheEffectivenessofPurchasingCostSavingstoIncreaseYield[8]2%5%80%12.8%18.2%42.5%1.1.33()MBAT6213[9]Table3ProductValueAddedCompare[9]-30-50%5-10%30-50%60-70%10-15%10-25%30-50%30-50%5-10%12(Just-in-time)1.2.1[10]1.2.2(1);(2)MBAT7(3)(4)(5)[11]13200410095.9%89.6%T3MBAT83FIGURE3TheStructureofThesisTMBAT921T199830000200003001/3(ABS)20067636001632002TS16949500044TTable4TCompanySalesandNetProfitintheLatestFourYears(Unit:MillionRMB)200320042005200617820234076321324611844TFIGURE4OrganizationChartofTCompany30020%MBAT1070%222.2.113%200672827.6%44%ABSVSCTVDOSWOTT2.2.21998MBAT11(1)23()(4)(5)23()MBAT122.3.1T100TTTTT56:MBAT135FIGURE5ProductionProcessforPlannedProduct6FIGURE6ProductionProcessforOrderProduct2.3.2TMBAT14()77TFIGURE7MaterialInformationTransferFlowChart242.4.1T()()T89MBAT158TFIGURE8PurchasingDepartmentintheOrganizationChartofTCompany9TFIGURE9PurchasingDepartmentOrganizationChartinTCompanyT1010TFIGURE10TCompanyPurchasingFlowChartMBAT16(1)(2)1(3)(4)(5)2.4.2T20%TTT(1)20052006100(2)70%-80%MBAT17(3)T(4)T1000136(5)(6)T(7)EXCEL808MBAT181000TT1TT2T(3)50%-60%[12]T(4)MBAT19T(5)T(6)(7)T25TMBAT20TMBAT21313.1.1::5MBAT2255Table5ComparisonofJITPurchasingandTraditionalPurchasinginSupplierChainInternet/EDIMBAT23(1)(2)(3)(4)3.1.2(1)(2)(3)(4)(5)(6)MBAT24(7)(8)[13]3.1.3TTTTTTTTTTMBAT2532[14]T3.2.1(1)T(2)(3)T3.2.23.2.2.11TT2MBAT263.2.2.2113.2.3InternetIntranetIntranetInternetIntranet[15]Internet/Intranet1211TFIGURE11TCompanyPurchasingManagementInformationSystemFunctionalChartInternetIntranet3TMBAT271Web(InternetIntranet)InternetTInternet[16]2IntranetIntranetIntranetInternetIntranet3InternetIntranetInternet/IntranetWebTTTTMBAT2829512Internet/Intranet[17]FIGURE12EnterpriseInformationStructureandIntegratedBasedonInternet/Intranet[17]333.3.1T(4)TTTWebWebWebWebInternetInternetInternetFirewallIntranetWeb/EmailProxyWeb/EmailProxyWeb/EmailProxyHub123MBAT291313FIGURE13OrganizationChartafterReform3.3.2T(1)[18]TAB14MBAT3014FIGURE14BuyerDutyDistribution1515FIGURE15PurchasingOrganizationChartafterReformMBAT31()2TMBAT323.3.3[19]TT[20]TT1616TFIGURE16OptimizedPurchasingFlowChartinTCompanyMBAT33TT123T456T34TMBAT344414.1.1TT4.1.2(l)(2)TTMBAT35(3)T(4)T(5)T(6)T(7)T42TT4.2.1MBAT36(1)T(2)T(3)TT(4)4.2.2T(1)MBAT371T17[21]TMicro,PCB,MicroTTTT10%T17FIGURE17SupplierCategory2)TMBAT383)4)5)ICT(3)(4)43MBAT394.3.1T?a.[22]T[23][24][25]Tb.18MBAT4098.50%92.40%69.70%54.50%45.50%30.30%21%0.00%20.00%40.00%60.00%80.00%100.00%18FIGURE18StatisticsChartforSupplierSelection98.5%92.4%69.7%TTTT(l)(2)(3)(4)(5)MBAT41(6)4.3.2TT()19(1)2)()(1)(2)2(3)5MBAT42119FIGURE19SupplierStandardCertificationProcessMBAT43(4)51(5)5(6)TTT4.3.3TMBAT44T20(1)1)(20)Q=Q1[(X-P1)/(T1-P1)Q1;X;P1;T16:20TFIGURE20SupplierEvaluationFlowinTCompany6TTable6MaterialLotYieldRateinTCompany(Q1)(P1)(T1)IC59600%10000%209200%9900%PCB199000%9800%6MBAT452)(20):Q=Q2*[(X-P2)/(T2-P2)Q2;X;P2;T277TTable7OnLineDefectRateinTCompany(Q2)(P2)(T2)IC304000PPM1000PPM152000PPM300PPMPCB164500PPM500PPM3)(10)FQA;:100-91-50(2)1)(15)=15*[(-60%)/40%]=/2)(15)12-157-110-6MBAT460-5;12-15;8;8;5-12(3)1)(10)108