I 摘要 至今，中国改革开放已经四十年了，中国的经济持续高速发展。伴随着经 济的高速发展，中国对资源的消耗也越来越大，尤其是对铜的消耗量更是大增。 而中国又是一个铜资源匮乏的国家，大量的铜资源依赖进口，J 公司作为该欧亿·体育（中国）有限公司 的采选冶加企业，资源也受制于产铜大国，导致 J 公司的利润率越来越低。近 几年，J 公司越来越重视从采购上获取利润，对 J 公司下属的采购部的降本增效 逐年加码。在这种大背景下，J 公司下属的采购部逐年加大战略采购的比重，随 着战略采购比重的加大，对战略采购进行优化就显得尤为迫切。因此，对这一 问题的研究具有一定的研究应用价值。 本文围绕 J 公司战略采购的现状、战略采购存在的问题、战略采购存在问 题的成因等三个方面展开研究，运用理论研究与案例分析相结合的研究方法， 系统分析了战略采购实施过程中存在的问题及其成因，有针对性地提出了改进 优化的具体措施。论文在结构上共分为六章，其中：第一章为导论；第二章为 相关理论概述；第三章为 J 公司战略采购的现状分析；第四章为 J 公司战略采 购方案优化设计；第五章为 J 公司战略采购优化方案实施的保障措施；第六章 为结论与展望。 本文通过案例研究发现，J 公司在战略采购实施过程中主要存在锁定价格、 代储代销、单耗承包三种战略采购形式应用不够合理，物资的分类不够清晰， 供应商的分类评价主观要素太多，这些都不利于战略采购在 J 公司的进一步推 广和实施。究其原因，主要是战略供应商的无序竞争，现场验收管理人员素质 参差不齐，物资分类和供应商管理人员专业知识不足，战略采购实施没有专职 的部门等。据此，本文提出了战略采购方案的优化设计指导思想，并从强化战 略采购理念、战略采购物资确定、战略供应商确定、战略采购形式确定、战略 采购签订流程优化等方面给出了应对措施，最后还对战略采购优化方案的实施 从理念、组织、人员、技术、资金、企业文化、绩效考核及结果运用等七个方 面给出了保障措施。本文的研究结果，为其他企业实施战略采购及政府制定采 购相关的法律法规提供一定的借鉴和参考。 关键词：战略采购；锁定价格；代储代销；单耗承包Abstract II ABSTRACT So far, China has been reforming and opening up for 40 years, and China's economy continues to develop at a high speed. Along with the rapid development of the economy, China's consumption of resources is also growing, especially the consumption of copper is increasing. China is also a country with scarce copper resources. A large amount of copper resources depend on imports. J Company is a mining and processing enterprise in the industry, and its resources are also subject to large copper producing countries, resulting in a lower and lower profit margin of J Company. For these years, J company has paid more and more attention to the procurement of profit by reducing the cost and increasing the efficiency of the purchasing department of J company. Under this background, the purchasing department of J Company has increased the proportion of strategic procurement year by year. With the increase of the proportion of strategic procurement, it is particularly urgent to optimize strategic procurement. Therefore, the research on this issue has certain research and application value. This paper focuses on the status quo of J company's strategic procurement, the problems of strategic procurement, and the causes of strategic procurement problems. Using the research methods combined with theoretical research and case analysis, this paper systematically analyzes the existence of strategic procurement implementation. The problem and its causes have specifically proposed specific measures to improve the optimization. The paper is divided into six chapters in the structure, among which: the first chapter is the introduction; the second chapter is the summary of relevant theory; the third chapter is the analysis of the current situation of J company's strategic procurement; the fourth chapter is the optimization design of J company's strategic procurement plan; The fifth chapter is the safeguard measures for the implementation of J company's strategic procurement optimization plan; the sixth chapter is the conclusion and outlook. Through the case study, this paper finds that J company mainly has three kindsAbstract III of strategic procurement forms: price locked sales, consignment sales and consumables sales in the process of strategic procurement implementation. The application of materials is not reasonable enough. The classification of materials is not clear enough. The subjective factors of supplier classification evaluation are too many. These are not conducive to the further promotion and implementation of strategic procurement in J company. The reason is mainly the disorderly competition of strategic suppliers, the quality of on-site inspection and management personnel is uneven, the classification of materials and the professional knowledge of supplier management personnel are insufficient, and there is no full-time department for strategic procurement implementation. Based on this, this paper puts forward the guiding idea of optimal design of strategic procurement plan, and gives countermeasures from the aspects of strengthening strategic procurement concept, strategic procurement material determination, strategic supplier determination, strategic procurement form determination, and strategic procurement signing process optimization. Finally, the implementation of the strategic procurement optimization program is based on seven aspects: concept, organization, personnel, technology, capital, corporate culture, and performance appraisal results. The research results of this paper provide some reference and reference for other enterprises to implement strategic procurement and the government to formulate procurement-related laws and regulations. Key Words: Strategic procurement; Price locked sales; Consignment sales; Consumables sales目录 IV 目 录 第 1 章 导论 ···················································································1 1.1 研究背景 ··········································································1 1.2 研究目的和意义 ·································································1 1.2.1 研究目的································································2 1.2.2 研究意义································································2 1.3 国内外研究现状 ·································································2 1.3.1 国内研究现状··························································2 1.3.2 国外研究现状··························································4 1.3.3 文献简评································································5 1.4 研究内容和方法 ·································································5 1.4.1 研究内容································································5 1.4.2 研究方法································································8 第 2 章 相关理论概述 ·······································································9 2.1 供应链管理 ·······································································9 2.1.1 供应链与供应链管理概念 ··········································9 2.1.2 公司的供应链战略····················································9 2.2 战略采购理论 ···················