| After China’s entry into WTO, the country’s auto industry has experiencedalmost10years’ high-speed development. In2012, the total sales volume hit19.27million units in China. After rapid development in the past few years, BYD Auto, as ayoung member of China’s automobile industry, is now facing with much fiercercompetition than ever before. Therefore, it is necessary for BYD to review and adj ustits traditional development strategy. Unfortunately, being in lack ofsupplier-performance evaluation system, BYD’s supplier management system couldnot provide the firm’s strategy transformation with adequate support.According to the competition environment analysis of the company and the newdeveloping trend and the relative theories of supply-chain management, the author, istrying to find out what problem BYD is actually confronting with, and the key factorswhich could help to enhance the core competency of the firm. And the solution to theproblem is to establish a feasible supplier performance evaluation system for thecompany.Making use of the experience of certain domestic competitors, the authorset up several goals for BYD’s supplier-performance evaluation system, according tothe basic condition of the company. After that, we managed to reach to the targetsthrough a series of methods, using both the knowledge of MBA courses and thefirst-hand information of the company. In this way, the company was able to establishits supplier performance evaluation criteria.Moreover, with the spirit of continuous enhancement, the author attaches greatimportance to implementation process and the corresponding Safeguard Measures, sothat, the supplier-performance evaluation system could be carried out successfully.All above, as a whole, has also improved the system, to be more and more practicaland workable. Finally, it is necessary for us to choose certain factors to verify theeffectiveness of the system. As a result, the statistical data, has also proved the systemto be a successful and effective one. |
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