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施工企业物资采购管理制度.doc

时间：2020-10-05 下载该word文档

施工企业物资采购管理制度1
物资采购管理制度 1释义
1.1采购物资的分类
1.1.1本制度所指采购物资分为三类：
1.1.2A类，包括主要原料、公用工程、辅助原料等。 1.1.3B类，包括设备、润滑油、备品备件、工器具等。 1.1.4C类，包括化学三剂、分析仪器及试剂等。 1.1.5除上述物资外，其它物资的采购管理另文规定。 1.2与采购物资管理相关联的二级单位的分类 1.2.1需求使用单位 1.2.2主管部门 1.2.3采购部门
1.3物资需求（采购）计划的分类 1.3.1月度物资需求计划 1.3.2紧急物资需求计划 1.4采购的方式分类

1.4.1招标采购
1.4.2固定厂商、长期报价采购 1.4.3即时询价采购
1.5采购部门和计划部门的划分
1.5.1A类、B类物资的计划部门分别为生产部、设备部，采购部门为供应部。
1.5.2C类物资的计划部门是生产部，采购部门为供应部。 1.6采购物资付款方式分为 1.6.1预付部分款项。 1.6.2货到凭发票报销付款。 1.6.3货到后分期付款。 1.6.4货到延期付款。 1.6.5以上方式的结合。 2职责
2.1公司供应领导小组负责
2.1.1审议批准《采购物资询议价报告表》。 2.1.2审议决定采取公开招标方式的采购事项。

2.2总经理负责
2.2.1采购合同的批准、签订。 2.2.2《物资采购审批表》的批准。 2.2.3采购付款的批准。 2.3生产副经理负责
2.3.1A、B、C类物资需求（采购）的批准。
2.3.2公司首次更新或首次采用的生产各类采购物资的技术性能的确定、批准，及其《采购物资推荐厂家审批表》的批准。 2.4经营副经理负责
2.4.1《物资采购审批表》的审核。 2.4.2长期物资供应厂家的选定。
out city cre ated, and care masses life, focus w ork, in-de pth i nvestigation, more out boutique masterpie ce, makes we of research results m ore to into l ed of de cisi on vi sion, more to in national some has effect of ne wspaper Shang publi she d, for advance w ork, and publi city cha ngde play due of role. Third, informati on submitted to be pragmatic. Quick a nd timely. The a nci ents sai d: for the time system; statement ba ck for the time bei ng, nothi ng. Therefore, the submi ssion of information to do "four", that is, find the probl em faster, editorial writing, send and read faster appr oval and feedback to implement quickl y. To be tr ue and accurate. True mai nly reflect the full pict ure of events, one i s one,

two, t his is th e life of the information. Accura cy is primarily qualitative a nd quantitative questi ons, quantitative objective of publicQualitative logic. T o be relia ble and useful. We submit informa tion to have a ccess to deci sion-maki ng, to guide a nd pr omote the w ork and solve practi cal pr oblems. Mixed cum. On the negative information and emergency information, rapid e scalati on i n strict a ccor dance wit h the pr oce dure s, firm, newspape r, ne wspa pers, never late, fail to report, false cla im and skimming.
Investee 2. supervisi on a nd insist on, around and prote cting t heir interests t o touch t he truth, seek practical re sults. Adhere to people-oriente d, the m ost importa nt thing i s to realize, safeguard a nd devel op the fundamental interest s of the over whelmi ng majority of the people. We carry out inspe ction, so must go de ep among the masses, g o dee p into t he realities, always pay attenti on to t he pe opl e's liveli hood, t o grasp the public sentime nt, and earne stly safeguard t he be nefit, addressi ng the masses are most concer ned a bout and reflecting t he strongest issues, efforts to solve t he pr oble m of decisi ons implemente d and not implemente d. One is to stick to principle s. Right of inspe ction is one of the m ost importa nt powers of the Office, should not only dare to use, but al so wit h ca ution. So-calle d dare d to use, is t o hold a number of important issue s, bold supervision over supervisi on, track i nspecti on, problems are not solve d do not pass, the blame does not hold di d not miss, dissati sfaction of the masse s di d not miss, the re al r ight of supervision a uthority, wit h the benefits. Call wit h ca ution, is supervi sing department s shoul d strengt hen t he conscio usness of authorize d stri ctly accordi ng
to procedure, preve nting the supervisi on nd exce ssive to prevent ddi ng

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2.4.3物资招标工作的组织。 2.5总会计师负责：采购付款的审核。 2.6综合办公室负责：采购合同的审查。 2.7供应部负责
2.7.1负责填写《物资采购审批表》、《采购物资询议价报告表》。 2.7.2负责采购A、B、C类采购物资。 2.8生产部、设备部负责
2.8.1A、B、C类物资需求（采购）计划的审核。 2.8.2A、B、C类采购物资的入库检验或验证。 2.9各二级单位负责
2.9.1提报物资需求（采购）计划。

2.9.2参加物资领导小组会议，审议采购工作相关事宜。 3程序
3.1物资需求计划及发放程序
3.1.1需求使用单位根据生产经营管理需求每月20日前填写《月度物资需求（采购）计划》。对于确实急需不能列入《月度物资需求（采购）计划》的物资，物资需求使用单位可随时及时填写《物资紧急需求计划》。 3.1.2《月度物资需求计划》或《物资紧急需求计划》经本单位负责人审核，所需物资主管部门的审查，公司分管领导批准后，提报至需求物资的采购部门。
3.1.3供应部根据所需物资的库存情况出库发放物资。 3.1.3.1库存数量充足的，先行部分发放或随时发放。第3 页共9 页
3.1.3.2库存数量不足的，执行《物资采购审批程序》后发放。 3.1.3.3库存数量充足但发放后库存数量不符合《物资基准库存量明细》规定的库存基准量的，先行全部或部分发放后执行《物资采购审批程序》。 3.2物资采购审批程序

3.2.1供应部根据按照《物资需求及发放程序》汇总的《月度物资需求计划》或《物资紧急需求（采购）计划》，结合《物资基准库存量明细》和目前物资库存情况，确定应采购物资的品名、数量和拟采取的采购方式，填写《物资采购审批表》，经供应部部长审查，经营副经理审核，总经理批准后实施《物资采购实施程序》。 3.3物资采购实施程序
3.3.1物资采购部门采购人员接到经批准的《物资采购审批表》，先核对采购内容，查阅《物资供应商登记台帐》和其他有关资料后，根据采购物资的缓急程度，参考市场行情及过去采购记录或厂商提供的资料，除经批准的紧急特殊情况外，必须精选三家以上的供应商进行询价。 3.3.2对于厂商的报价资料进行整理后，采购经办人员应深入分析，拟订议价方式及各种有利条件，和经批准的采购方式向厂商议价。 3.3.3采购经办人员询价、议价以及对有关物资的质量、付款方式等内容洽谈完成后填写《采购物资询议价报告表》，经供应部部长审核后，进行采购。必要时与供应商签定《购货合同》，按合同审批程序各级审批后再进行采购。
3.3.4召开采购领导小组会议审议批准。

out city cre ated, and care masses life, focus w ork, in-de pth i nvestigation, more out boutique masterpie ce, makes we of research results m ore to into l ed of de cisi on vi sion, more to in national some has effect of ne wspaper Shang publi she d, for advance w ork, and publi city cha ngde play due of role. Third, informati on submitted to be pragmatic. Quick a nd timely. The a nci ents sai d: for the time system; statement ba ck for the time bei ng, nothi ng. Therefore, the submi ssion of information to do "four", that is, find the probl em faster, editorial writing, send and read faster appr oval and feedback to implement quickl y. To be tr ue and accurate. True mai nly reflect the full pict ure of events, one i s one, two, t his is th e life of the information. Accura cy is primarily qualitative a nd quantitative questi ons, quantitative objective of publicQualitative logic. T o be relia ble and useful. We submit informa tion to have a ccess to deci sion-maki ng, to guide a nd pr omote the w ork and solve practi cal pr oblems. Mixed cum. On the negative information and emergency information, rapid e scalati on i n strict a ccor dance wit h the pr oce dure s, firm, newspape r, ne wspa pers, never late, fail to report, false cla im and skimming.
Investee 2. supervisi on a nd insist