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  本文選題：外資跨國零售貿易公司駐華采購中心　切入點：供應鏈管理(SCM)　出處：《北京交通大學》2017年碩士論文　論文類型：學位論文

【摘要】：當前,世界各國的經濟活動隨著經濟全球化的迅猛發(fā)展聯(lián)系的更加緊密,空間范圍上,世界變的越來越“小”;商務行為上,人與人之間、企業(yè)與企業(yè)之間越來越“近”。在這樣的背景下,跨國零售貿易公司如何通過全球資源重新配置、產業(yè)的轉型升級等途徑提高企業(yè)競爭力,建立適合企業(yè)發(fā)展的企業(yè)內外協(xié)同的供應鏈系統(tǒng),已然成為一個非常重要的課題。筆者基于供應鏈管理、供應鏈協(xié)同、全球采購、業(yè)務流程優(yōu)化等理論,利用4M1E、ESIA、層次分析法、法約爾橋、DMAIC等方法對全球采購貿易公司的問題進行剖析,對外資跨國零售貿易公司駐華采購中心如何通過采購業(yè)務流程優(yōu)化、供應商管理、資源整合、信息共享、組織架構的重新設置等一系列的業(yè)務流程優(yōu)化動作達到企業(yè)內外部供應鏈協(xié)同,建立符合自身特點的完整的供應鏈體系,從而增強企業(yè)核心競爭力進行了詳細的闡述。邏輯方法基于BPI和BPR的實施步驟從而遵循發(fā)現(xiàn)問題、分析問題、設計優(yōu)化方案、闡述優(yōu)化實施的保障機制。實證方面,筆者在本文定稿前對所在的跨國貿易零售公司的運營狀況進行了充分的數(shù)據(jù)收集和研究,對競爭對手公司的運營策略和成功案例、問題做了深入研究,比如DOLLAR GENERAL、利豐和怡亞通等,同時也對過往的專家學者文獻進行了參閱,最終得以完成本文。同時在方案形成后同相關人員就優(yōu)化方案加以深入探討和佐證從而加強其可操作性,在完成一系列的修改之后創(chuàng)新性的將所有優(yōu)化后的相關流程加以梳理形成邏輯圖以供借鑒或后續(xù)研究改進。通過各方面的分析,得出結論:外資跨國零售貿易公司實施BPI和BPR必須從采購業(yè)務流程、組織架構、管理方法、供應商管理入手,選取阻礙企業(yè)發(fā)展的瓶頸因素,利用本文的研究方法進行逐級分析從而建立成符合企業(yè)自身的供應鏈系統(tǒng)和業(yè)務流程。從而獲取成本、質量、服務和效率等方面根本性地改善,相應的降低成本,提高剩余價值和創(chuàng)造價值增值。
[Abstract]:At present, with the rapid development of economic globalization, the economic activities of various countries in the world are becoming more and more closely linked. In terms of space, the world is becoming more and more "small". Enterprises are getting closer and closer to each other. Against this background, how can multinational retail trading companies improve their competitiveness through global resource redistribution and industrial transformation and upgrading? It has become a very important subject to establish a supply chain system suitable for enterprise development. Based on the theories of supply chain management, supply chain collaboration, global procurement and business process optimization, the author makes use of 4M1EEESIA, AHP, and so on, which is based on the theories of supply chain management, supply chain collaboration, global procurement, business process optimization, etc. This paper analyzes the problems of global purchasing and trading companies through the methods of DMAIC and Fayol Bridge, and discusses how the procurement center in China, through the optimization of purchasing business process, the management of suppliers, the integration of resources, the sharing of information, and so on. A series of business process optimization actions, such as the re-setting of the organizational structure, reach the internal and external supply chain coordination of the enterprise, and establish a complete supply chain system that conforms to its own characteristics. The logical method is based on the implementation steps of BPI and BPR to follow the discovery of problems, analysis of problems, design of optimization schemes, explain the security mechanism of optimized implementation. Before the final text of this paper, the author carries on the thorough data collection and the research to the transnational trade retail company's operation condition, and makes the thorough research to the competitor company's operation strategy and the successful case, the question has made the thorough research. For example, DOLLAR GENERAL, Li & Fung and Aitong, and so on, have also consulted the past literature of experts and scholars, and have finally completed this article. At the same time, after the scheme has been formed, we have discussed and corroborated the optimization scheme with relevant personnel in depth to enhance its maneuverability. After the completion of a series of modifications, all optimized related processes are creatively combed into logical diagrams for reference or subsequent research improvement. The conclusion is as follows: to implement BPI and BPR in foreign multinational retail trade companies, we must start with purchasing business process, organization structure, management method, supplier management, and select the bottleneck factors that hinder the development of enterprises. By using the research method in this paper, the supply chain system and business process are built up according to the enterprise's own, so that the cost, quality, service and efficiency are fundamentally improved, and the corresponding cost is reduced. Raise surplus value and create value added value.
【學位授予單位】：北京交通大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F717;F274

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