面向航天项目的供应商管理探讨  

Discussion on Supplier Management for Aerospace Project

作　　者：王迪 李琦[2] 郑泽星[1] 刘军 刘森[1] 刘洋[1] WANG Di;LI Qi;ZHENG Zexing;LIU Jun;LIU Sen;LIU Yang(DFH Satellite Co.,Ltd.,Beijing 100094,China;China Academy of Space Technology,Beijing 100094,China)

机构地区：[1]航天东方红卫星有限公司,北京100094 [2]中国空间技术研究院,北京100094

出　　处：《航天器工程》2020年第4期120-125,共6页Spacecraft Engineering

摘　　要：在对航天项目供应商结构、特点以及供应商管理薄弱环节分析的基础上,提出航天项目供应商管理应采取分级管理与重点管控相结合的管理方式。在供应商选用环节要坚持从源头规范供应商的选用,以风险管控为抓手,从技术、进度、资源3个维度开展风险供应商精细化的过程管控,提出需通过持续性开展供应商履约绩效评价,促进供应商不断改进管理水平、提高产品质量。在组织层面,通过完善管理体制,设置专业队伍、统一标准规范,建立信息管理平台等方式支撑项目开展全周期的供应商管理工作。Base on the analysis of supplier structure、characteristics and weak links of supplier management in aerospace projects, this paper proposes that supplier management in aerospace projects should adopt the management mode of combining hierarchical management with key management control. In the selection of suppliers, it is necessary to standardize the selection of suppliers from the source, to take risk management and control from the starting point, and to carry out risk supply from three dimensions of technology, progress and resources. According to the refined process management and control of suppliers, it is proposed that continuous performance evaluation of supplier should be carried out to improve the management level and product quality of suppliers. At organization scale, support the project to carry out the full cycle supplier management by improving the management system, setting up professional teams, unifying standards and specifications, establishing information management platforms.

关 键 词：供应商管理 供应商过程管理 供应商关系管理 供应商绩效评价 

分 类 号：V57[航空宇航科学与技术—航空宇航推进理论与工程]