【作者】 张洁；

【导师】 潘思谕； 覃仁智；

【作者基本信息】 广西大学 ， 工商管理（专业学位）， 2025， 硕士

【摘要】 在全球供应链面临地缘政治冲突、贸易壁垒与技术脱钩的背景下,港口企业采购管理已成为影响运营效率与核心竞争力的关键环节。根据行业数据,2022年全球供应链中断导致企业采购成本平均上升,而中国“十四五”规划明确提出“产业数字化”与“数字产业化”双轮驱动战略,数字化采购成为企业降本增效的核心路径。作为西南地区最大的国有港口运营商,B港口公司近年来吞吐量持续增长,但传统采购管理模式已无法适应其规模化发展与降本增效需求。2023年该公司采购成本占营业成本的62%,采购周期长达90天,且存在组织机构分散、计划执行偏离、数据孤岛、合同管理滞后等问题。相比之下,鹿特丹港、新加坡港等国际领先港口已全面应用智能采购系统,而国内港口企业数字化渗透率不足30%。在此背景下,本研究以B港口公司为对象,探索基于数字化技术的采购管理优化路径,既是响应国家政策与企业战略的必然选择,也是破解港口行业采购低效痛点、提升供应链韧性的迫切需求。本研究以采购管理理论、供应商管理理论为基础,综合运用问卷调查法、深度访谈法及案例分析法,系统诊断B港口公司采购管理问题。通过调研发现,其问题集中于采购组织、采购计划、采购业务流程、采购合同、供应商管理五大维度。通过深入分析,本研究提出“数据+技术+供应商”融合的优化方案。组织与流程方面,设立集中采购中心(CPC),应用ECRS方法简化审批流程,缩短采购周期;引入卡拉杰克矩阵(Kraljic Matrix)制定差异化采购策略,部署LSTM神经网络需求预测模型,结合区块链技术实现合同存证与供应商信用追溯;构建采购数据中台,打通ERP、仓储等系统接口,提升库存周转率;设计QCDSTAP多维评价体系,实施供应商分类分级管理,提高供应商交付准时率。本研究为B港口公司提供了一套可落地的数字化转型方案,通过制度、人才、技术、资金四维保障体系,推动其采购管理从“问题驱动”向“价值创造”转型。助力提升采购效率、降低运营成本,并为同类港口企业提供可复制的优化范式。同时本研究构建了港口行业采购管理的系统性分析框架,突破传统单一维度研究局限,将AI、区块链等数字化技术与采购场景深度融合,拓展了供应链管理理论在垂直行业的应用边界。此外,研究设计的“采购-生产-技术”轮岗机制与供应链金融工具,为国有企业采购数字化转型提供了新的方法论参考,对推动行业从“经验决策”向“数据决策”转型具有重要借鉴意义。更多还原

【Abstract】 Against the Backdrop of geopolitical conflicts,trade barriers,and technological decoupling in global supply chains,procurement management in port enterprises has emerged as a critical factor influencing operational efficiency and core competitiveness.According to industry data,global supply chain disruptions in 2022 increased in corporate procurement costs.Meanwhile,China’s 14th Five-Year Plan explicitly promotes a dual-wheel strategy of"industrial digitization"and"digital industrialization,"positioning digital procurement as a core pathway for cost reduction and efficiency enhancement.As the largest state-owned port operator in southwestern China,Port B has witnessed sustained throughput growth in recent years,but its traditional procurement management model has failed to meet the demands of scaled development and cost optimization.In 2023,procurement costs accounted for62%of Port B’s operating expenses,with procurement cycles extending up to90 days,alongside issues such as fragmented organizational structures,plan execution deviations,data silos,and delayed contract management.In contrast,leading international ports(e.g.,Rotterdam,Singapore)have fully adopted intelligent procurement systems,while the digital penetration rate of domestic port enterprises remains below 30%.Against this backdrop,this study targets Port B to explore digital technology-driven procurement optimization pathways,aligning with national policies,corporate strategies,and the urgent need to address inefficiencies in the port industry and enhance supply chain resilience.Rooted in procurement management and supplier management theories,this research employs a mixed-methods approach integrating surveys,in-depth interviews,and case studies to systematically diagnose procurement challenges at Port B.Findings reveal concentrated issues across five dimensions:procurement organization,planning,business processes,contracts,and supplier management.Through in-depth analysis,an"data+technology+distributor"integration optimization framework is proposed.Organizationally and operationally,a centralized procurement center(CPC)is established,ECRS methodology streamlines approval processes to shorten procurement cycles,and the Kraljic Matrix guides differentiated procurement strategies.An LSTM neural network demand forecasting model and blockchain technology are deployed for contract verification and supplier credit tracing.A procurement data middleware platform is constructed to integrate ERP,warehousing,and other systems,improving inventory turnover.A QCDSTAP multidimensional evaluation system is designed for tiered supplier management,enhancing on-time delivery rates.This study offers Port B a practical digital transformation roadmap,supported by a four-dimensional safeguard system(policy,talent,technology,and capital),steering procurement management from"problem-driven"to"value-driven."Implementation is expected to significantly enhance procurement efficiency,reduce operational costs,and save procurement expenditures,while providing replicable optimization paradigms for peer port enterprises.Notably,this research pioneers a systematic analytical framework for port procurement management,transcending traditional single-dimensional research by deeply integrating AI,blockchain,and other digital technologies into procurement scenarios,thereby expanding the application scope of supply chain management theory in vertical industries.Additionally,the designed"procurement-production-technology"job rotation mechanism and supply chain financial tools offer new methodological insights for state-owned enterprises’procurement digitalization,serving as a vital reference for industry-wide transformation from"experience-based decision-making"to"data-driven decision-making."更多还原