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供应商选择是供应链运行的基础,运用单一的评价方法存在主观性过强的缺陷。为避免供应商选择单一评价方法出现不足,提出了基于熵权的灰色关联度分析评价方法,该方法综合运用信息熵权和灰色关联度分析方法的长处使供应商评价选择更客观合理。并以某汽车企业供应商选择为例进行了实证研究,表明这种方法应用于汽车零部件供应商选择简便可行。 相似文献
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供应链中供应商的选择直接影响到核心企业生产的好坏、成本的高低和产品质量的优劣。文章通过灰色关联度分析给出了选择产品供应商的一种简便易行的办法,并举例说明了该方法的可行性与准确性。 相似文献
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军队引入第三方物流是实现后勤保障社会化的必然举措,文章针对军队第三方物流供应商的选择评价问题,首先建立了军队第三方物流供应商的综合评价指标体系,其次提出了基于TOPSIS法和灰色关联度法的模型,该模型具有一定的理论依据,对军队第三方物流供应商进行了分析和排序,并通过实例对模型的有效性和实用性进行了验证,取得了较为满意的结果,为军队第三方物流供应商决策的科学性与准确性提供了一个新的思路。 相似文献
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一、灰色关联度分析法
灰色关联度评价法是一种对数据要求较低,原理简单的综合评价方法.它认为由于客观事物的复杂性,人们对客观事物的认识具有广泛的"灰色性",即信息的不完全性和不确定性.灰色关联度分析的目的就是通过一定的方法,揭示相互关联相互影响因素之间的主要关系,找出影响目标值的重要因素,使各个因素之间的"灰色"关系清晰化. 相似文献
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针对单纯采用模糊评价或灰色评价方法都不能客观、准确地评价大规模定制模式下供应商选择这一问题,建立了一种灰色评价与模糊评价相结合的供应商选择综合评价模型;在确定指标权重时,采用了熵的概念,避免了常用方法如层次分析方法所带来的主观因素的影响。将此方法应用于供应商选择的结果表明,该方法可行且有效。 相似文献
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战略采购的出现给供应商的选择带来了较大的影响。本文根据战略采购的特点和遵循的原则确定了基于战略采购的供应商选择流程,在理论与实践相结合的基础上从整体实力、产品质量、价格水平、服务水平以及合作能力等五方面构建了供应商选择评价指标体系。 相似文献
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本文根据某公司对某类中间合金的采购情况,结合中间合金采购中常见的问题,运用层次分析法对中间合金供应商的评价方法进行了研究.将中间合金供应商的评价指标进行分析并赋予量化权重,构建了供应商评价模型,然后运用该模型对该公司近三年采购情况对供应商进行打分,根据评价结果给出未来供应商选择的建议. 相似文献
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采购活动是企业在生产经营活动中的重要环节,随着采购工作的不断发展,供应商管理在采购环节中发挥着越来越重要的作用。尤其是供应链的管理思想指导企业统筹内部采购组织管理以及外部供应商所提供的信息资源.合理使用两种管理资源。可以促成采购企业与供应商的良性互动。本文即探讨了现代企业在进行采购环节时缺乏有效的供应商评价指标,指出供应商选择流程缺乏规范性的问题.为现在企业采购环节的供应商选择上给出相关的对策。 相似文献
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本文以灰色系统理论为基础,建立供应商选择和评价指标权重灰关联分析模型并给出应用实例确定供应商评价的权重测度,旨在为确定供应商选择和评价指标权重问题提供新的思路。 相似文献
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《Journal of Purchasing & Supply Management》2009,15(4):214-226
The benefits that can be derived from effective purchasing have long been recognised in the management literature. Despite a growing body of research on purchasing practices in small- to medium-sized enterprises (SMEs), a number of key issues remain under-examined. We investigate SME purchasing practices in terms of (1) the degree to which purchasing is regarded as a ‘strategic’ activity by SMEs, (2) the use of supplier evaluation systems by SMEs and (3) the supplier capabilities emphasised by SME buyers. Through a survey of UK SME managers, we find that purchasing practices varied greatly across SMEs. Purchasing formality is generally low with limited evidence of purchasing being employed strategically and with many firms not undertaking formal supplier evaluations. In terms of supplier capabilities, we find that SMEs differ in the capabilities they prioritise, with three distinct groups evident. These groups are labelled ‘holistic’, ‘process’ and ‘logistics’ based on the supplier capabilities they emphasise. These three groups of firms also differed in terms of the emphasis they placed on strategic purchasing, supplier evaluation, technological focus and how they compete in their main markets, but not in terms of firm size or number of suppliers utilised. The implications of these findings are discussed and areas meriting future research are proposed. 相似文献
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This paper explores an emerging field of research within purchasing that concerns the changing role of purchasing when companies embark on technologically uncertain NPD projects. Where existing research has examined the role of purchasing in facilitating early supplier involvement in new product development, little research has been done to date on how purchasing's role might change when facing technologically uncertain NPD that require new capabilities and new technology. Based on an in-depth case study of a technologically uncertain NPD project in the passenger ship rescue equipment industry, the paper sheds light on how supplier involvement in NPD projects with a high degree of technological uncertainty impacts on a company's sourcing strategies and the challenges this poses for purchasing.Based on the case study findings, we propose a) that early purchasing involvement in technologically uncertain NPD projects requires a mature purchasing organization that possesses competences to interact effectively with R&D and b) that involving a new supplier from a different industry in NPD projects characterized by technological uncertainty requires a leap of faith from both innovating firm and supplier. The paper contributes to research in early supplier involvement in new product development, in particular the thin branch within this body of literature that now focuses on early purchasing involvement. 相似文献
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Rudolf O. Large Cristina Gimenez Thomsen 《Journal of Purchasing & Supply Management》2011,17(3):176-184
Five potential drivers of green supply management performance were identified in the literature review: green supply management capabilities, the strategic level of the purchasing department, the level of environmental commitment, the degree of green supplier assessment, and the degree of green collaboration with suppliers. These constructs were used to form a structural model explaining the environmental performance and the purchasing performance. The model was analysed with SmartPLS 2.0 using data collected among German purchasers. The results suggest that the degree of green supplier assessment and the level of green collaboration exert direct influence on environmental performance. These two practices are driven by the strategic level of the purchasing department and the level of environmental commitment of the firm. Whereas commitment influences green assessment directly, the impact of commitment on green collaboration is mediated by the capabilities of the purchasing department. Furthermore, the results show that environmental performance has a positive impact on purchasing performance. 相似文献
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当供应商提供一定的价格折扣时,零售商应根据各自的年需求量、折扣前的价格、折扣价格等因素重新确定采购量,以实现成本的降低。具体的计算公式可以通过求极值的方法得到,根据公式的计算结果进行采购,就零售商而言能实现采购成本的最大节约。假设折扣后的最佳采购量是折扣前采购量的n倍,那么同时安全库存也仅以n(1/2)倍增长。 相似文献
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Managing supplier collaboration is increasingly cited as a key success factor in new product development (NPD) performance. Knowledge sharing between customer and supplier is a critical issue to manage collaboration but one which has only been partially investigated in the inter-organisational NPD context. This means that the specific characteristics of knowledge sharing according to the three classical supplier involvement configurations (black box: design is supplier driver, grey box: joint design and white box: design is customer driven) are still largely unknown. This research proposes to fill this gap by presenting a conceptual framework for knowledge sharing according to the supplier involvement configuration. Knowledge sharing integrates knowledge transfer, translation and transformation. A qualitative methodology based on cross-case comparisons of six projects in two companies is used. This research shows that the dynamics of knowledge sharing depend on each configuration. Thus, for black box projects, knowledge translation is a prerequisite for knowledge transfer. For grey box projects, knowledge transfer and translation are initiated simultaneously in a continuous loop. For white box projects, knowledge transfer is the key activity and potentially generates knowledge translation. The results suggest that managers should pay attention to translation activities which are critical for the success of co-development projects. 相似文献
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A company that suffers from low internal integration between corporate functions performs worse than its more integrated competitors, leaving it in a position of competitive disparity. This paper reports on an investigation of the effects of internal integration between purchasing and operations on the mobilization of supplier resources. Low internal integration generates uncoordinated operations and purchasing behaviors that negatively affect supplier resource mobilization. We find that the lack of operations support for eight major purchasing initiatives in a construction company negatively affects supplier resource mobilization, resulting in poor exchange outcomes for the suppliers. Furthermore, different types of uncoordinated behaviors affect suppliers’ resource mobilization in diverse negative ways. Based on the results, we offer a categorization of diverse types of supplier mobilization activities and offer several managerial implications for both buyers and suppliers. 相似文献
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《Journal of Purchasing & Supply Management》2023,29(1):100815
The literature has considered purchasing and supply management activities from a strategic perspective, but the tactical role of purchasing operations has yet to be explored. Purchasing operations represent the internal modus operandi for transactions with suppliers, comprising three main activities – purchasing transactions, purchasing document management, and purchasing assessment – and supportive activities like purchasing knowledge management. Following the contingency theory, we hypothesize that these internal activities mediate between external supplier relationship management and firm performance (financial, customer and delivery performance). Complementarily, we adopt the configurational theory to hypothesize that this link between external and internal activities can be combined to increase firm performance. To test this contingency-configurational view of purchasing operations, we conducted a quantitative survey with 234 companies. The regression results of the contingency analysis show that purchasing operations activities have a full mediation role in most relationships between supplier relationship management and firm performance, while knowledge management positively moderates the association between purchasing assessment and customer performance. Moreover, the cluster analysis for the configurational analysis shows that supplier relationship management and purchasing operations follow maturity levels of joint implementation of internal and external activities. Our findings shed light on the purchasing operations by defining the activities representing this concept and showing their role in supply management. We also contribute to practice by proposing an integrative system that helps managers organize the firm's purchasing and supply management activities. 相似文献
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从连锁零售企业采购模式、组织架构、库存管理及供应商评价选择等方面对采购管理进行论述,构筑了供应链管理基础上的采购管理的优化模式。 相似文献