【正文】 013年國際汽車零部件企業(yè)百強榜(前30位) 23附錄2 羅蘭貝格供應商評價指標體系 24 汽車部件供應商選擇評估與管理的應用研究摘 要：汽車工業(yè)從19世紀發(fā)展至今日，零部件供應商選擇、評估及管理的理論和方法已經(jīng)非常成熟。目前，中國供應商的利潤還是很高的，但是未來面臨的挑戰(zhàn)也很多。通過生產(chǎn)轉(zhuǎn)換和銷售等活動，再傳遞到零售商和用戶的一個過程。多樣化需求對企業(yè)管理的影響越來越大，而品種的增加必然增大管理的難度和對資源獲取的難度。供應鏈就是企業(yè)群在這一特定的環(huán)境下的積極應變。對供應商選擇評價的依據(jù)是供應商評價指標體系，企業(yè)需要建立科學有效的供應商子系統(tǒng)的評價指標體系。指標體系過大、層次過多、指標過細會使評價工作量的加大而導致成本上升和操作過程的復雜程度加大。因此這一指標體現(xiàn)了供應商對于突發(fā)訂單的處理能力。供應商的研發(fā)能力可用科研經(jīng)費投入率、新產(chǎn)品開發(fā)周期和新產(chǎn)品銷售比率來描述。風險控制能力 該指標評價供應商如何用系統(tǒng)方法評價風險，并在緊急情況下控制風險導致的后果。供應商的地理位置對庫存量有很大的影響，如果物品單價較高，需求量又大，距離近的供應商將更利于管理。35達產(chǎn)審核（PPAP樣件已經(jīng)合格的）根據(jù)質(zhì)量保證部提交的尺寸、材料、外觀及性能檢測報告，編制零部件達產(chǎn)審核計劃并組織實施。 Proposed corrective actionSatisfies the requirementsEffectiveness of corrective actionsThe corrective action proposed in failure analysis reports is successful. Recurrent failures do not occur CooperationInterfacesThe interfaces and procedures for the exchange of information on products are clearly definedInformationThe information provided on the products is adequate and satisfactoryEarly warning system(technical)The supplier operates an early warning system which gives the customer early notification at the occurrence of problems in the supplier’s productionMutual improvement programmerOn his own initiative, the supplier takes steps to improve the products the suppliesNotification of changesChanges are notified promptly and in detail so that no queries are necessary5 Deliveries Deliveries logisticsAbility to deliverThe supplier’s ability to deliver is assured even in the event of changes in the requirements due to increased demandFor this purpose, regular disclosures of projected quantitative requirements take place between the supplier and the customer. The supplier is proactive in seeking this dialogueReliability of deliveriesThe reliability of deliveries, expressed in % of deliveries which ply with the agreed delivery date, is above the target valueReject rate(logistics)The reject rate of the deliveries in % due to logistical errors ( incorrect deliveries, incorrect delivery date etc.) is below the target valueContingency stocksThe supplier maintains contingency stocks to assure deliveries in the event of shortterm production breakdownsJIT/STS conceptsThe supplier entirely offers contracts for Just In Time/Ship To Stock deliveriesEarly warning system(logistical)The logistics of the supplier incorporate an early warning system to inform the customer promptly of delivery delays Transport systemTransport, packagingThe method of transport and form of packaging are selected so as to reliably prevent damage to the products in transitLabelingThe labeling conforms to the customer’s requirementsSpecial labeling requirements are taken into accountReuse/waste disposalThe form of packaging (material, construction etc.) permits reuse of suitable materials, appropriately marked, which enable a separationDocuments acpanying goodsThe documents which acpany the goods contain all necessary information, clearly presented Cost managementSales conditions/terms of paymentThe supplier accepts the customer’s purchasing conditions and terms of payment or, alternatively, observes normal market practicePricing practice, disciplineThe supplier gives reliable, longterm price indications and is prepared to sign longterm delivery agreements with firm pricesCost transparencyThe costs of the product are broken down clearly so that the main cost elements(materials, production costs, packaging costs, etc.) can be identified and the potential for cost reductions recognized by both parties CooperationData exchangeThe supplier has the technical facilities required in order to be able to process costeffectively the exchange of data(purchase orders, plaints, data sheets etc) via EDIProcessing of enquiry and ordersThe processing time for orders and enquiry conforms to the agreed timescalesResponse time/flexibilityThe response time and flexibility meet the agreed requirementsJoint cost reduction programmersTogether, the supplier and the customer analyze the costs at regular intervals to identify possibilities of cost reductions and initiate appropriate actionsDiscontinuation of productsThe discontinuation of products is carried out within a suitable timescale to allow the customer to develop alternatives without diminishing his ability to deliver31 / 31。P9生產(chǎn)資源采購編制批量采購計劃，下發(fā)采購訂單。一個企業(yè)的發(fā)展與當?shù)氐慕?jīng)濟環(huán)境是分不開的，地區(qū)的經(jīng)濟發(fā)展水平往往會影響到供應商的未來發(fā)展空間。 企業(yè)信譽水平企業(yè)信譽是企業(yè)長期發(fā)展的招牌，一個良好的企業(yè)信譽有利于企業(yè)在同行業(yè)中建立良好的企業(yè)形象，獲得更多的信任從而提高企業(yè)業(yè)績。在激烈的汽車市場競爭中，只有縮短新產(chǎn)品的開發(fā)周期，盡快的把新車投放市場才能贏得先機，更迅速地應對不斷變化的顧客需求。顧客提前期越短，供應鏈供貨對顧客需求的響應能力越強，需要的存貨也越少。(4)針對性與穩(wěn)定可比性原則。在廣泛搜集了備選供應商的信息和建立評價體系之后，接下來就是根據(jù)已經(jīng)建立的評價指標體系獨立評價一個供應商，由體系的要求來確定的供應商的實際水平。在供應鏈環(huán)境中，選擇供應商或合作伙伴，不再是獲得質(zhì)優(yōu)價廉的供應來源那么簡單，供應商的業(yè)績對制造商的影響越來越大，在交貨、產(chǎn)品質(zhì)量、提前期、庫存水平、產(chǎn)品設計等方面都影響著制造商的成功與否。2．傳統(tǒng)管理模式的主要特征及其新環(huán)境下的不適應性。有些學者把供應鏈的概念與采購、供應管理相關(guān)聯(lián)，用來表示與供應商之間的關(guān)系，這種觀點得到了研究合作關(guān)系、JIT關(guān)系、精細化供應、供應商行為評估和用戶滿意度等問題的學者的重視，但這樣一種關(guān)系也僅僅局限在企業(yè)與供應商之間，而供應鏈中的各企業(yè)獨立運作，忽略了與外部供應鏈成員企業(yè)的聯(lián)系，往往造成企業(yè)間的目標沖突。供應商獲利最大的領域在底盤、傳動系統(tǒng)與輪胎，利潤高的一個重要原因是技術(shù)含量高，具有較高附加值，同時，部分零部件供應商根據(jù)自身產(chǎn)品特性，突破了后市場。 通過對某主機廠整車的零部件來源進行初步統(tǒng)計，約90%的零部件來自零部件供應商的供應。供應商獲利最大的領域為底盤、傳動系統(tǒng)與輪胎，而內(nèi)飾部件領域利潤卻會進一步萎縮。汽車制造企業(yè)和供應商通過不斷地發(fā)現(xiàn)問題、制定改進措施、實施措施和檢查改進效果這樣一個循環(huán)，進而提升供應商的競爭力。同時，信息社會或網(wǎng)絡社會已經(jīng)開始影響到我們的生活，這必然要帶來工作和生活方式的改變，其中最主要的就是消費需求的變化。在20世紀90年代，由于全球制造的出現(xiàn)導致全球競爭的日益加