【作者】 杨晓燕；

【导师】 王爱虎； 孙邦成；

【作者基本信息】 华南理工大学 ， 物流工程， 2012， 硕士

【摘要】 如何实现成本节约是当今所有企业头等关注的课题之一，随着企业规模的增加，非生产型采购成本也将大幅增加。对于组织庞大，产品线和管理结构都比较复杂的跨国企业来说非生产型采购占企业总成本的比例就更大。面对全球经济形势普遍低迷的现状，跨国性企业将对成本的控制提高到企业关注中心的高度，在企业采购总成本所占比例日益增加的非生产型采购因此也就倍受大规模跨国企业的关注。鉴于非生产型采购存在单次采购量较小，采购种类多，采购或服务使用地点较多，涉及行业非常广泛等等特点，在非生产型采购成本控制方面各大跨国公司都普遍基于企业性质对各个分支机构的采购进行全球化，区域化整合和优化，以推进联合采购战略管理。但是非生产型采购的采购类别过于负责，规律性、计划性差，区域限制性等等固有劣势也给采购策略制定和实施带来很多困难。本文以OA公司亚太非生产型采购部门为研究对象，OA公司专注照明行业，产品线覆盖光源，灯具，灯饰设计，照明工程等行业领域，是一家大型的跨国性生产性企业，是照明行业全球两大巨头之一，其分支机构遍布全球。OA公司亚太区有11个生产工厂及遍布20个国家地区的销售分公司，代表处等分支机构。本文主要分析了OA公司亚太区主要机构的非生产型采购，涵盖包括生产服务、备品备件类采购、工程供给、投资类采购（大型设备固定资产及基建工程项目）、专业技术服务类（审核，外发检验，设计服务等）、能源类采购（水，电，燃气等）、商务活动费用、IT类采购，保险及认证等几大部分。作者对联合采购策略，竞争导向策略，支持供应采购策略，精益成本管理策略等跨国企业常用采购策略特点的分析结合各个采购成本类型的特点提出多元化非生产型采购策略方案和问题解决的途径。随着区域采购组织架构整合及联合采购策略的推进，针对狭窄区域的小规模、单一产品供应商难以再满足整个区域不同地区的需求，面临被淘汰，以往仅仅靠价格货期等简单采购参数选择供应商的方式也渐渐不能适应整个亚太区域负责多变的需求，竞争导入，寻找质优价低服务范围更广的大规模供应商，并支持供应与供应商合作共同建立更完整跟有竞争力的供应链成为必然的发展趋势，另外从企业管理思想，企业文化角度分析得出精益成本管理策略是保证企业实现持续成本节约的必备法宝。多元化非生产型采购策略能够扫除非生产型采购的采购频率不规律性，及很多紧急项目的不可预知性，覆盖行业的广泛性，及部分行业区域性限制性等策略实施障碍，本文也通过实际案例分析证实了多元化策略实施的有效性。更多还原

【Abstract】 Cost cut is always one of the most important parameters in a company performanceevaluation. Nonproductive Purchasing (indirect material purchasing) includes capitalinvestment purchasing，just like construction project，machine equipment investment；productive related purchasing, just like equipment purchasing and maintaining, spare parts;logistics related purchasing including warehouse rental, loading and unloading, repacking,transportation service(not including the direct cost for transportation), administration andmarketing service related purchasing and energy purchasing. The nonproductive purchasingcost will be increasing in phase with the company size growing. Coming to the multinationalcompany the contribution rate for the whole company cost come from nonproductivepurchasing cost will be much higher; at the times of economic depression multinationalcompany who costs cut for even one dollar legitimately put nonproductive purchasing in theirfocus attention.Considering the low purchase volume for each order, diversity of purchasing materialand service, extensive locations and industries coverage, usually for multinational companythe global and regional consolidation and industrial optimization strategy is used to managenonproductive purchasing. In the process of implementation for this strategy the inherentdisadvantage of nonproductive purchasing will always been the obstruction. Thisdisadvantage includes the unstable purchasing frequency, unpredictable requirements from theproject and production line emergency; pooling bottleneck brought by territorial limitation,special industrial policy in different countries, and special market monopolize.Indirect materials purchasing department of OA Company APAC has been chosen as theresearch object for this thesis. OA Company is one of the two leading light manufacturers inthe world. In the2011financial year (until30September), it achieved a turnover of€5billion.The company, which is very much internationally oriented, OSRAM AG APAC has around20,000employees, supplying customers in20countries worldwide from its11productionsites in6countries. This thesis has analysis the indirect materials purchasing strategy base onthe data of OSRAM AG APAC, gives out an optimized regional purchasing strategy forIndirect Materials Purchasing in OA COMPANY APAC. This strategy gives out a multiplesolution for the different subcategory of indirect materials purchasing, included industrialServices purchasing, spare parts purchasing, facility management purchasing, administrationand marketing service related purchasing, technical service related purchasing, and energypurchasing. This multiple strategy has been proved as an effective solution by many successful cost cut project in OA Company APAC. Because of the implement of this strategyO-APAC Indirect material purchasing department has met the cost cut target in fiscal year2012, and has an optimized forecast report in fiscal year2013.更多还原