绩效合同初稿.docVIP

目 录 第一章 制造业服务化与生产外包 3 第一节 制造业服务化 3 一、制造业服务化的提出 3 二、制造业服务化的内容 3 三、制造业服务化的发展现状 4 第二节 生产外包 5 一、生产外包的出现 5 二、生产外包的内容 6 三、生产外包的优势 7 第三节 本章小结 8 第二章 绩效合同 9 第一节 绩效合同的出现 9 第二节 绩效合同的定义 10 第三节 本章小结 12 第三章 案例分析两则 14 第一节 劳斯莱斯公司案例分析 14 一、飞行小时包修合同的产生 14 二、飞行小时包修合同模式的价值核心 15 三、绩效合同与资源型合同对比 15 第二节 波音787案例分析 16 一、波音787的生产外包 16 二、与外包方签订绩效合同 17 三、绩效合同应的优势与不足 19 第三节 本章小结 21  摘 要 【关键词】合同外包 罚金  ABSTRACT In the traditional manufacturing industry, large equipment maintenance is a very troublesome problem, before the contract performance, is widely used in resource based contract which is based on time cost and material cost, customers can pay the price in accordance with the maintenance of equipment parts and maintain the required time. But for large complex equipment advanced degree and higher degreein this maintenance mode, need to consume too many resources, getting high maintenance cost, the maintenance difficulty is also increasing. In this case, the performance based contract as a new business model into the peoples vision, is mainly to solve the traditional maintenance problems of large equipment manufacturing industry the performance of the service contract performance. Based on that, from the suppliers are beginning to provide equipment to improve equipment to the supply chain, customers do not need to Every equipment maintenance fee, but according to the operation of equipment level and the performance of the implementation of the corresponding incentive, for more than the expected payment incentives, for did not reach for the expected levels of deduct penalty. As the field continues to expand, performance based contract as a part of supply chain, in product quality control is also found in the corresponding advantages, manufacturers in outsourcing can use of performance contracts for the suppliers to provide product quality control, for products of higher quality providers can according to the contract payment incenti