轮胎行业论文：轮胎行业供应商选择物资定位分类供应商管理

1、轮胎行业论文：轮胎行业供应商选择物资定位分类供应商管理【中文摘要】随着市场竞争的日益激烈和原材料价格的不断上涨原材料的采购成本占到企业成本的60%之多,能否与供应商建立有效而稳定的供应关系以及合作伙伴的优劣已经是关系到企业能否持续发展的重要因素。怎样建立与企业经营相匹配的供应商选择指标体系以何种方法对供应商进行评价是当前企业面临的一个重要课题。本文以轮胎企业供应商选择为研究对象，以供应商选择的相关理论、层次分析法及Kraljic组合矩阵模型等为理论基础，通过定性分析与定量模型相结合的方式，构建了轮胎行业供应商选择评价模型。首先,详细分析了轮胎行业企业供应商选择与评价的现状，总结出现阶段存在的问

2、题,提出了轮胎企业供应商选择评价优化的方法和步骤，并分析了期货工具在轮胎行业的原材料采购过程的应用。其次，根据供应商评价体系建立的原则，制定出采购物资地位评价体系，从物资重要性和供应风险两个方面分别运用德尔菲法、层次分析法对指标体系进行了指标选择、权重确定。然后以按照实际需求对其进行划分，得出了轮胎企业采购物资的四种类型。再次,建立供应商综合评价体系，并运用层次分析法进行相应指标权重的确定。然后在轮胎行业采购物资定位分类的基础上，针对每一类型按照一定的原则将供应商划分为战略、重要、一般供应商三类，并对三类供应商采取差别化管理策略。最后,使用matlab7.0编写用户界面，并以某轮胎企业为例，将

3、本文的模型应用于该企业的供应商选择中，评价结果证明了本文所建立的供应商选择评价模型有较强的适用性和优越性。【英文摘要】Withtheincreasinglyfiercemarketcompetitionandtherisingpricesofrawmaterials,rawmaterialpurchasingcostaccountsfor60percentofthewholecost.Thuswhetherthereiseffectivelystablesupplyandthequalityofpartnersareimportantfactorsrelatedtothesustainable

4、developmentofenterprises.HowtoestablishsupplierselectionandEvaluationsystemwhichismatchedwithenterprisemanagement,usingwhatmethodtoevaluatesuppliersisanimportantissuefacedbyenterprisescurrently.Thispapertakesthetireenterprisesupplierselectionastheresearchobject,basedonsupplierselectiontheory,AHPandK

5、raljiccombinationmatrixmodel,bycombiningqualitativeanalysisandquantitativemodelthenconstructedthesupplierselectionevaluationmodelofthetireindustry.Firstly,afteranalyzingthestatusofenterprisesupplierselectionandevaluationoftireindustry,thispapersummarizestheexistingproblems.Thenthemethodsandstepsofti

6、reenterprisesupplierselectionevaluationoptimizationisproposedandThefuturestoolsappliedtotireindustryrawmaterialsprocurementprocessisfeasible.Secondly,accordingtotheprinciplesofestablishingsupplierevaluationindexsystem,thispaperdevelopsaprocurementpositionevaluationindexsystemandselectstheindexandwei

7、ghtfrommaterialimportaneeandsupplyriskusingthedelphimethodandanalytichierarchyprocess.Thenfourtypesofthetireenterpriseprocurementandthecorrespondingpurchasingmanagementstrategyisobtainedwithsomeparetodivision.Furthermore,userinterfaceiscompletedwithmatlab,7.0,andsuppliercomprehensiveevaluationindexs

8、ystemisestablishedforeverytypeofprocurement.Andtheindexesareevaluatedusingtheanalytichierarchyprocess.Accordingtotheevaluationresultssuppliersaredividedintostrategy,importantandgeneraloneswiththeprocurementpositioningclassificationoftireindustriesdifferentiate,thenthispaperexpoundsdifferentiationmanagementstrategyofthreetypes.Finally,takingatireenterpriseasanexample,themodelisappliedtoverifyitssupplierselection.Resultprovesthattheevaluationmod