DH外貿(mào)公司OEM箱包供應商評價與選擇之工商管理研究

1、DH外貿(mào)公司OEM箱包供應商評價與選擇之工商管理研究本文是一篇工商管理論文，本文在現(xiàn)有研究的基礎上，引入供應商評價基本模型，將供應商績效考核指標定為供應商能力與供應商合作意愿。由于 DH 公司的供應商評價及選擇研究的問題在外貿(mào) OEM 箱包行業(yè)有一定的普遍存在性，本文希望通過為情況相近的的外貿(mào)箱包公司提供操作性強的示范，為企業(yè)構(gòu)建屬于自己的評價指標體系提供科學思路，進而提高公司的盈利和競爭力。Chapter I Introduction1.1 Research Background and MeaningWith the rapid development of modern informat

2、ion technology and economicglobalization, bags commodity centers in China are becoming more and more mature.Driven by bags & luggage exhibitions in Hongkong and Mainland China, manyforeign customers visit China frequently and are familiar with the bags & luggagemarket in China. Some foreign

3、customers have even set up offices in China, dealingwith procurement and merchandising. At the same time, with the mature developmentof international trade, the domestic bags factories attach great importance to theimprovement of their own business quality. Many bags factories have set up their ownf

4、oreign trade department, directly receive orders from foreign customers, and activelyparticipate in international bags & luggage exhibitions held at home and abroad. Thishas greatly increase the chance for foreign customers to do business directly withdomestic factories. These factors lead to mo

5、re and more transparent prices of bagsproducts. As the foreign trade company is getting the price difference as their mainprofit, their profit is sharply reduced, and the survival and development space isseriously threatened.By facing the situation of the foreign customers are familiar with the prod

6、uction areaand buying price of bags in China market, it is very important for foreign tradecompanies to select the correct OEM bags suppliers. A good OEM supplier canprovide competitive prices, and also bring competitive advantages to foreign tradecompanies in terms of delivery time, quality, servic

7、e, cooperation willingness, so thatit makes it possible for the foreign trade company to win orders from customers underthe situation of the market price is transparent and the customer is likely to cooperatedirectly with bags factories. Foreign trade companies should give full play to theiradvantag

8、es in familiarity with the local supply market and choose properly their OEMsuppliers, for their survival and development to create greater space.1.2 Research MethodsFirstly, this paper studies the current situation and trend of supplier selection throughliterature research method, then analyzes the

9、 problems and causes of supplierselection in DH foreign trade company through case study method, and finally usesqualitative and quantitative analysis method to analyze the data of DH company forthree consecutive years from 2015 to 2018. By using the analytic hierarchy process(AHP), this paper pairw

10、ise compares the importance of supplier selection indicators,builds a matrix and establishes a supplier selection model based on AHP. The specificresearch methods used are as follows:(1) Literature research methodBy looking up books, professional journals and other information, on the one hand, Ican

11、 understand the relevant theoretical knowledge of supplier selection, researchstatus and development trends at home and abroad, on the other hand, I also know thedevelopment trends of the industry. These can provide a solid theoretical foundationfor the writing of this thesis.(2) Qualitative and qua

12、ntitative analysisBy using the analytic hierarchy process (AHP), the hierarchical structure andjudgment matrix are established, and the related factors of the potential suppliers inthe candidate list are evaluated and ranked in combination with qualitative andquantitative evaluation. Then, the reaso

13、nable selection decision is made to select thebest supplier for the company.Chapter II Literature Review2.1 Basic Concept of OEMOEM, its full name is Original Engineer Manufacture. Literally, OEM meansmanufacture on assignment or licensing manufacturing. It means that the brandcontroller controls th

14、e R&D and sales channels of new products through its ownunique core technology while the actual manufacturing work is entrusted to otherenterprises (OEM suppliers). In the process of cooperation, the relationship betweenthe two sides is brand owner and OEM manufacturer 18.Worldwide, business act

15、ivities under OEM management mode are common. Forexample, when a manufacturer gets an order and it is difficult for the manufacturer todeliver the goods according to the stipulations but does not want to lose customers, hewill buy the same products from other suppliers and stick his own brand on the

16、products to deliver them; and for example, some department stores which do not havetheir own production capacity will buy all the goods from outside suppliers. Therefore,the sales channel, market position of the brand side and the production advantages ofthe manufacturer jointly create a high-qualit

17、y image of the product, thus achieving awin-win situation for both sides 29.2.2 Supplier Evaluation Criteria2.2.1 Research Status of Supplier Evaluation CriteriaAs early as 1966, Dickson took the lead in building a comprehensive evaluation indexsystem for suppliers. Dickson collected data from about

18、 300 purchasing managersthrough a survey conducted by the American Association of Purchasing Managers.After statistical analysis, 23 common evaluation indicators were obtained. Afteranalyzing the importance of these common evaluation indicators, we get theimportance ranking 37. Since then, Weber has

19、 collected the frequency of 23common evaluation indicators proposed by Dickson through the analysis of relevantliterature on supplier evaluation and selection, so as to reflect the importance rankingof the indicators 43. The results show that Dickson and Weber are basicallyconsistent with the import

20、ance ranking of common indicators.The research on supplier evaluation index system started relatively late in China. In1997, the supply chain research group of Huazhong University of Science andTechnology (HUST) found that when evaluating and selecting suppliers, domesticenterprises mainly considere

21、d quality, delivery, price, variety diversity, batchflexibility and so on.Since then, with the continuous change of economic environment and the continuousimprovement of people s cognitive level, scholars at home and abroad have furtherstudied and discussed the basic evaluation indicators of supplie

22、rs based on theprinciples of systematicness, scientificity, flexibility, growth, practicability andmaneuverability from different perspectives 33. The price index system had beenconstantly revised and perfected. Goffin believed that the supplier evaluation indexsystem should also include quality rec

23、ords, implementation level, TQM awareness,financial stability, timely production capacity, environmental standards, total cost,social responsibility and other indicators 24. In China, Bai Shizhen and others usedthe method of principal component analysis and entropy to study the selection ofspecific

24、indicators in supplier evaluation 01.Chapter III Case Description.143.1 Introduction to Industry Backgr.153.2 Company Profile.15Chapter IV Problem Analysis.224.1 Main Problems of OEM Bags Purchase of DH Company. 224.1.1 Late Delivery.224.1.2 Low Quality.23Chapter V OEM Bags Supplier Selection Strate

25、gy of DH Company. 295.1 Re-establish A Cross-functional Department Evaluation Team. 295.2 Replan the Process of Supplier Evaluation and Selection.30Chapter V OEM Bag Supplier Selection Strategy of DH Company5.1 Re-establish A Cross-functional Department Evaluation TeamSupplier evaluation and selection is a key section during the whole procurementpr