Research On Indirect Material Purchasing Process Reengineering Of Z Company

In 2018,China accounted for 29.61% of the world's total automobile production,making it the world's largest automobile production base.Followed,the national independent brand passenger car,joint venture brands imported passenger cars and passenger cars for the passenger car market,the ongoing technological innovation and new technology application,at the same time,vigorously strengthen the control of production cost,operating cost,the competitive environment directly affect to the auto parts manufacturing to match.With the gap between independent brands,joint venture brands and imported brands in terms of product quality,function and after-sales service narrowing rapidly,product price has become the most effective weapon for auto parts companies to win market competitive advantage.Therefore,as the product cost and the values of the source of procurement management plays a authors auto parts manufacturing enterprise efficiency is the most important role in the process,increasingly brought to the attention of the corporate management and support,become after reduce raw material consumption,improve the return on sales,affect the enterprise survival and development of "the third profit source".The research object of this paper is Z company,whose parent company Z group is an automobile lighting system manufacturer with a history of 80 years.With its high-end brand benefits,cutting-edge functional design and high quality control,Z company has gained a position in China's auto parts manufacturing industry.In the process of product cost reduction,the management of Z company gradually realized that there was a huge space for cost reduction at the level of indirect material procurement.At the same time,Z company also found that due to the lack of systematic indirect material procurement process,not only the company could not effectively achieve the purpose of product cost reduction,but also the company management could not effectively control the indirect material procurement business.Taking the actual case of Z company as the object of study,this paper aims at comprehensively,systematically and continuously reengineering and improving its existing indirect material procurement process,so as to achieve the ultimate goal of reducing cost and increasing efficiency.The research is divided into four parts: the first part introduces and sorts out the domestic and foreign research results of the procurement management theory and BRP theory,and studies the relevant methods,namely Pareto analysis method,Karajak model and ESIA method,to pave the way for the indirect material procurement process reengineering in the following part.The second part analyzes the status quo of the current indirect material procurement process of Z company and the causes of problems.The third part differentiates the types of materials and services,conducts in-depth research on the procurement model,information automation,supplier management and other aspects for different procurement objects,and reconstructs the existing indirect material procurement process and supplier management process of Z company.The fourth part is the implementation and effect evaluation of the new process after reengineering,and the research and effect feedback are conducted from the aspects of implementation steps,implementation guarantee,phased effect evaluation and continuous improvement.This paper is not only a master's thesis,but also a practical enterprise business process reengineering scheme,hoping to provide useful references for other enterprise managers with similar indirect material procurement process problems.