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BD公司供应商选择流程问题和对策研究

日期:2017-6-14作者:www.51lunwen.com编辑:vicky点击次数:111
销售价格:300元论文编号:lw201705200917181496论文字数:41569 
论文属性:硕士毕业论文论文地区:中国论文语种:English 

Chapter 1 Introduction


1.1 Research Background

Globalization of business dynamics and the fast-changing external environment haveput great pressures on organizational operations (Koh et al., 2006).As a product ofglobalization,global sourcing or outsourcing are widely adapted by the multinationalcompany.At the same time, China, a worldwide production powerhouse is ideallybeing regarded as the best outsourcing country or purchasing market.Effective supplier selection plays a vital role in creating a competitive edge for anorganization and having a positive impact on its performance (Hsu et al., 2006).Supply chain becomes to be more and more important to overall corporate strategy.Hence, how to select the right suppliers in China is a very important and moderntopic.

In the outsourcing activities, it is very often that the managerial part which consists ofstrategy, e.g., documentation, process definition, are often defined and centralized bythe mother company. Since the outsourced country has different culture and differentlevel of development and education, it is very often that the mother countrydetermined processes are not applicable in the outsourced country. The conflict comesand the outsourcing became less competitive then it should be.BD, a German DIY multichannel retailer, who established their InternationalPurchasing Office in China (BDC) at 2014, is also facing a lot of problems happenedin their supplier selection process. The direct impact is that the supplier selection ishardly to carry out with current supplier selection process.

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1.2 Research Significance

From the operational part, in order to solve the practical problems, the author has veryintensive reading in the field of business process, business process improvement,supplier selection, supplier evaluation methods. And decided to adopt the model “MaShihua summarized supplier selection and evaluation steps” to define and optimizethe supplier selection process of BD.

From the focused review on the history about outsourcing, gloable sourcing, andinternational purchasing office, the author understood why the International Purchasing Office are regarded as operational function, instead of strategic ormanagement function. This finding helps the author to look at its supplier selectionprocess in a rational way.

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Charter 2 Literature Review


2.1 International Purchasing office related

2.1.1 Outsourcing

In business, outsourcing involves the contracting out of a business process andoperational, and/or non-core functions to another party. The concept "outsourcing"came from theAmerican Glossary 'outside resourcing' and it dates back to at least1981. Outsourcing sometimes involves transfe


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