Date of Award

2025

Degree Type

Thesis

Degree Name

Doctor of Business Administration (DBA)

Abstract

在中国，国有企业占据着全国经济的绝对主导地位，其相对于世界各国企业集团有着所有制结构、决策机制、运营目标和社会责任等众多不同的特性。近年来，政府持续加强国有企业集中招标采购管理，积极推动建设具有世界一流水平的企业采购交易管理体系。据公开数据显示，仅2021年，中央直属企业的集中采购规模达到了13万亿元，集中采购率为88%，通过集中采购体系全年节约了5400亿元，这表明了央企在提升采购效率、降低成本方面取得了显著成果。集中采购模式已成为各大国有企业普遍采取的方式，然而，在实际工作中我们发现，由于央国企的特殊性，照搬原有的集中采购模式则会存在较多的问题。

央国企在实施集中采购模式的过程中不断增强供应链的稳定性和抗风险能力并且显示出其持续优化和稳定增长的趋势，而数字化手段的引入和供应链协同管理的提升为其提供了强有力的支持，进一步提升了央企采购的透明度和决策效率，为采购管理中的智能化和数字化转型奠定了坚实基础。

然而，现行集中采购制度也存在着很多问题，例如：对执行部门的人员数量、专业程度都有很高要求；“应集尽集”导致个性化要求难以被满足；“统谈分签”导致“责权利”不清或不对等……种种因素均可能导致采购质量大大下降。

本文在以A集团公司的集中采购工作开展情况为例，具体分析数字化手段在大型资源型企业集中采购和跨国供应链中的应用情况和效果同时，以该集团公司在国内、国外（非洲、中亚、东南亚等地区）的各类项目为对象进行调研和访谈，探讨解决集中采购和跨国供应链中存在的问题和挑战，以及对该公司的经营和管理产生的影响。借助委托代理理论，从采购人角度出发，针对集中采购代理人开展集中招标采购数字化机制下的研究；通过量化集中采购数据，用线性回归计算出集中采购程度与数字化手段实施的关系并对集中采购选品要素进行调查研究，并对调查结果采用网络分析法（ANP）进行分析并确定各项要素权重权重，最终确定集中采购产品选择模型。

通过以上方法，试图使“集中采购制度”实现明确权责、提高效率，有效监督的目的，而非现阶段“限制灵活度，增加工作量”的代名词。央国企必须根据自身情况完善数字化环境下的管理方式：明确的目标，根据企业实际情况而做的长期的规划；脚踏实地的奉行实施技术+业务的长期主义，全面融合能力，以及强有力的措施推动。

In China, state-owned enterprises occupy an absolute dominant position in the national economy. Chinese central state-owned enterprises exhibit numerous distinct characteristics compared to corporate groups worldwide, including differences in ownership structure, decision-making mechanisms, operational objectives, and social responsibilities. In recent years, the government has continuously strengthened the centralized bidding and procurement management of state-owned enterprises and has actively promoted the establishment of a world-class enterprise procurement transaction management system. Publicly available data indicate that in 2021 alone, the centralized procurement scale of central government enterprises reached 13 trillion yuan, with a centralized procurement rate of 88%. This demonstrates that these enterprises have achieved significant improvements in procurement efficiency and cost reduction, saving 540 billion yuan over the year through the centralized procurement system. Although the centralized procurement model has become a common practice among major state-owned enterprises, our observations reveal that, due to the unique nature of central state-owned enterprises, simply replicating the traditional centralized procurement model can lead to a number of issues.

In the process of implementing the centralized procurement model, central state-owned enterprises have continuously enhanced the stability of their supply chains and their ability to withstand risks, showing a trend of continual optimization and steady growth. The introduction of digital technologies and the advancement of collaborative supply chain management have provided robust support, further increasing the transparency and decision-making efficiency of procurement in central enterprises, and laying a solid foundation for the intelligent and digital transformation of procurement management. Nonetheless, the current centralized procurement system also faces several challenges. For instance, centralized procurement in large conglomerates demands a high number of personnel and a strong level of expertise in the executing departments; the approach of “aggregating all demands” often fails to accommodate the specific requirements of individual demand units; and the “unified negotiation with separate signing” method can lead to ambiguities or imbalances in the assignment of responsibilities, authority, and benefits—factors that may significantly compromise procurement quality.

This paper takes the centralized procurement practices of Group A as a case study to analyze in detail the application and impact of digital technologies in the centralized procurement of large-scale resource-based enterprises and within multinational supply chains. The study is based on surveys and interviews conducted on various projects undertaken by Group A both domestically and abroad (in regions such as Africa, Central Asia, and Southeast Asia). It explores solutions to the issues and challenges inherent in centralized procurement and multinational supply chains, as well as their implications for the Group’s operations and management. Drawing on principal-agent theory from the perspective of the procurer, the research examines the digital mechanisms underlying centralized bidding and procurement as executed by procurement agents. By quantifying centralized procurement data and employing linear regression to analyze the relationship between the degree of centralization and the implementation of digital measures, as well as investigating the key factors in product selection for centralized procurement, the study further utilizes the Analytic Network Process (ANP) to analyze survey results and determine the weightings of various factors, ultimately establishing a product selection model for centralized procurement.

Through these approaches, the study aims to transform the “centralized procurement system” into one characterized by clearly defined rights and responsibilities, enhanced efficiency, and effective oversight, rather than a system presently associated with “restricted flexibility and increased workload.” Enterprises—particularly those in traditional industries among central state-owned enterprises—must adapt their management practices in the digital environment to their specific circumstances by setting clear objectives, formulating long-term plans based on actual conditions, and implementing measures pragmatically rather than pursuing short-term gains through unsystematic, unguarded practices. Ultimately, a long-term strategic orientation, a comprehensive integration of technology with business operations, and the adoption of robust measures are essential for successful transformation.

Keywords

资源类央企, 集中采购, 数字化, 委托代理理论, 网络分析法（ANP）, Resource-based SOEs, Centralized Procurement, Digitalization, Principal-Agent Theory, Network Analysis (ANP)

Language

Chinese (Simplified)

Recommended Citation

梁辰 (2025)。数字化环境下资源类央国企的集中采购管理探析 : 基于A集团集中采购现状 (博士論文，香港嶺南大學)。檢自 https://commons.ln.edu.hk/otd_tpg/64/

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