| As the basic industry of the national economy,the power industry is of great strategic significance to national stability and economic development.Since 2019,the investment scale of power construction has shrunk,which puts forward higher requirements for the cost reduction of power enterprises.Procurement cost accounts for the largest proportion in the total cost of enterprises,and the level of suppliers directly affects the final procurement results and performance.The optimization of supplier management has become an important breakthrough to solve procurement problems.Y power enterprise is deeply engaged in the power construction industry and has entered a mature period of development.In recent years,the procurement cost has increased year by year,and there are frequent frictions in supplier management in terms of quality,service and delivery.Focusing on the optimization and grading of supplier management is of positive significance to the development of Y power enterprise.Based on the theory of supplier’s "2-8" rule and supplier relationship management,this thesis analyzes the current situation of supplier hierarchical management in Y power enterprise,compares its management differences with G power enterprise and S Chemical Group,and then points out the existing problems of hierarchical management in Y power enterprise,that is,the supplier qualification and capability evaluation system fails to comprehensively investigate the supplier’s capability and has strong subjectivity,The supplier grading management is lack of dynamics and the selection of grading basis is lack of diversity.Based on this,the thesis establishes the optimization principle,and puts forward the optimization goal of reconstructing the supplier qualification and capability evaluation standard system and establishing the supplier hierarchical dynamic management strategy.On the one hand,under the current "selection-evaluation-grading" supplier grading management framework of Y power enterprise,further refine the index classification,select appropriate evaluation indexes from the dimensions of supplier procurement process performance,contract execution,quality supervision effect and quality assurance,design corresponding evaluation rules,and formulate supplier qualification and capability evaluation standards;On the other hand,drawing on the Roland Berger material classification method and taking the new resource supply risk as the classification basis,this thesis constructs a two-dimensional matrix supplier classification structure,divides suppliers into leveraged resources,strategic resources,transactional resources and bottleneck resource suppliers,and formulates differentiated supplier management strategies for different resource type supplier groups.Dynamically evaluate the supplier’s process performance quarterly and annually,and formulate adjustment methods for evaluation results,so as to realize the dynamic management of supplier evaluation.By applying the optimization results,it is found that the evaluation of supplier qualification and capability of Y power enterprise by the original supplier classification method is generally underestimated.Among them,the qualifications and capabilities of strategic resource suppliers and bottleneck resource suppliers are underestimated,the qualifications and capabilities of transactional resource suppliers are overestimated,and the qualifications and capabilities of leveraged resource suppliers are overestimated and underestimated at the same time.The research conclusion has certain reference significance for the formulation of supplier management mechanism of electric power construction enterprises. |
