采購管理采購管理實(shí)務(wù)70頁ppt課件

1、利潤(rùn) Profit供應(yīng)商的報(bào)價(jià)中必須要有足夠的利潤(rùn)，方能促使其樂於配合供應(yīng)供應(yīng)商對(duì)風(fēng)險(xiǎn)(Risk)承擔(dān)，及生產(chǎn)效率(Productivity)的根本報(bào)酬利潤(rùn)通常以總本錢固定百分比的計(jì)算方式並不恰當(dāng)生產(chǎn)效率好的供應(yīng)商應(yīng)享有較高的利潤(rùn)率採購談判才干買方的優(yōu)勢(shì) 採購數(shù)量大 標(biāo)準(zhǔn)化無差異化產(chǎn)品 低的轉(zhuǎn)換廢品 低的利潤(rùn) 能夠向上整合 充分掌握商機(jī)採購談判力量賣方的優(yōu)勢(shì) 獨(dú)家或寡頭壟斷 對(duì)客戶而言是重要的原料零組件 高的轉(zhuǎn)換本錢 能夠向下整合 複雜差異性高的產(chǎn)品 替代性差優(yōu)質(zhì)的談判 優(yōu)於替代方案BATNA 滿足利益需求 沒有浪費(fèi)；優(yōu)質(zhì)選擇 符合法、理、情 睿智的承諾 過程效率高；良好的溝通互動(dòng) 過程促進(jìn)關(guān)

2、係的改善六、貨商搜尋與評(píng)選供應(yīng)商由誰負(fù)責(zé)評(píng)選？Buyer alone (採購人員)Cross-Function Teams (跨功能小組)Sourcing teamSupplier performance evaluation teamSupplier certification teamNew product development teamCommodity Teams (商品小組)供應(yīng)商評(píng)選的項(xiàng)目執(zhí)行合約才干 Ability to perform財(cái)務(wù)狀況 Financial status本錢系統(tǒng) Cost system品質(zhì)系統(tǒng) Quality assurance, quality con

3、trol, and related systems組織與管理 Organization and management勞工狀況 Labor status執(zhí)行合約才干Ability to perform對(duì)買方訂單金額及採購數(shù)量能否有興趣 Frequency and/or volume of orders供應(yīng)商處理訂單的時(shí)間 Length of time to process orders交貨才干(產(chǎn)能能否足夠或缺乏) Delivery符合品質(zhì)要求的才干 Quality採購項(xiàng)目能否為其中心才干 Product/service expertise訂單積壓狀況 Order backlog自製與外包的狀況

4、 Contractors make or buy program循環(huán)/前置時(shí)間 Cycle/lead time生產(chǎn)力 Productivity彈性，配合度如何(對(duì)暴增訂單的回應(yīng)才干) Flexibility業(yè)界口碑 References電子化才干 Electronic capabilities產(chǎn)品線廣度 Breadth of product line可利用的產(chǎn)能 Available capacity財(cái)務(wù)狀況Financial Status資產(chǎn)負(fù)債表 Balance sheets 企業(yè)體質(zhì)損益表 Income statements 經(jīng)營(yíng)才干各種財(cái)務(wù)比率 Financial Ratio本錢控制紀(jì)錄

5、 Cost control history信譽(yù)評(píng)等 Credit ratings公司年度報(bào)告 Certified annual reports鄧白氏報(bào)告 Dun & Bradstreet reports觀察供應(yīng)商能否有倒閉危機(jī)的Z 積分 (Z Score)財(cái)務(wù)比率 Financial Ratio平均應(yīng)收帳款週轉(zhuǎn)率銷貨淨(jìng)額應(yīng)收帳款平均數(shù)平均應(yīng)收帳款收現(xiàn)天數(shù)365天應(yīng)收帳款週轉(zhuǎn)率存貨週轉(zhuǎn)率銷貨本錢平均存貨平均銷貨日數(shù)360/存貨週轉(zhuǎn)率+360/應(yīng)收帳款週轉(zhuǎn)率固定資產(chǎn)週轉(zhuǎn)率銷貨淨(jìng)額固定資產(chǎn)淨(jìng)額總資產(chǎn)週轉(zhuǎn)率銷貨淨(jìng)額資產(chǎn)總額Z 積 分 ( Z Score )Z =1.2 X1+1.4 X2+3.3 X3

6、+0.6 X4+0.999 X5X1=Working Capital / Total Assets淨(jìng)流動(dòng)資產(chǎn)總資產(chǎn)X2=Retained Earnings / Total Assets保管盈餘總資產(chǎn)X3=Earning Before Interest & TaxEBIT/ Total Assets利息支付前及稅前盈餘總資產(chǎn)X4= Market Value of Equity / Book Value of Debt資本總額總負(fù)債X5=Sales $ / Total Assets銷售金額總資產(chǎn)假設(shè)供應(yīng)商的Z積分為3.0 或更高，則可以斷定此供應(yīng)商體質(zhì)健全，其財(cái)務(wù)狀況為相對(duì)穩(wěn)定。假設(shè)供應(yīng)商的Z積分

7、為2.99 或更低，則顯示出公司能夠有倒閉的危機(jī)，。本錢系統(tǒng)Cost System能否有才干按照產(chǎn)生本錢的特定作業(yè)活動(dòng)為基準(zhǔn)，來分?jǐn)傞g接本錢 Capability of segregating costs by task對(duì)本錢項(xiàng)目的處理能否一致 Consistent treatment of cost能否符合本錢會(huì)計(jì)原則 Compliance with cost accounting standards能否有任何本錢降低的計(jì)劃 What steps has the supplier taken, if any, to reduce costs品質(zhì)系統(tǒng) QC, QA, & Related Sys

8、tems接受與退貨的紀(jì)錄 Acceptance/rejection history測(cè)試的才干 Testing capability- 作業(yè)員 Workers / 機(jī)器設(shè)備 Machines製程控制 Process control- 統(tǒng)計(jì)製程控制 SPC/統(tǒng)計(jì)品質(zhì)控制 SQC- 六個(gè)標(biāo)準(zhǔn)差 Six Sigma/ 製程才干 CpK Process Bands品管(保)組織 Organization and management of quality systems品管(保) 文件與程序 Documented systems/procedures品質(zhì)系統(tǒng)認(rèn)證/驗(yàn)證 System certificat

9、ion/validation製程認(rèn)證 Process certification (ISO)全面品質(zhì)管理 TQM品質(zhì)是每一個(gè)人的責(zé)任 (Everybodys responsibility)組織內(nèi)的每一個(gè)人都要實(shí)行並積極的參與一切品質(zhì)相關(guān)的活動(dòng) (Commitment and Active participation)達(dá)到品質(zhì)的持續(xù)改善 (Continuous Improvement)滿足客戶的需求 (Customer Satisfaction)INSPECTProcessBProcessAINPUTReworkScrapOUTPUTProcessBProcessAINPUTSPCOUTPUTS

10、PC品保系統(tǒng) Quality AssuranceDefect Detection System (不良品偵測(cè)的系統(tǒng))會(huì)有一些重複性的檢驗(yàn)(inspection)產(chǎn)生。檢驗(yàn)樣品的數(shù)量普通都很大。不良品只能在檢驗(yàn)後被發(fā)現(xiàn)。Defect Prevention System (不良品預(yù)防的系統(tǒng))利用統(tǒng)計(jì)製程控制SPC製程可透過反饋方式進(jìn)行自我校正製程才干指數(shù) Cp, CpkCp - 衡量製程才干的品質(zhì)，就是將規(guī)格上下界限的差異(規(guī)格上限USL - 規(guī)格下限LSL)與製程變異(6)作比較，這個(gè)指標(biāo)只需考慮到製程變異的範(fàn)圍能否有落在規(guī)格公差之內(nèi)。普通要求為1.0以上，計(jì)算方式為Cp = (USL-LSL)

11、/6。Cpk - 製程才干的品質(zhì)量測(cè)指數(shù)，除了考量了製程變異之外還考慮到製程中心能否有偏移。普通要求為1.33以上，計(jì)算方式為Cpk就是取Cpu與Cpl的最小值，亦即Cpk = min(Cpu，Cpl)，其中Cpu為將規(guī)格上限(USL)減掉製程平均(mean)之後除以3；Cpl為將製程平均(mean)減掉規(guī)格下限(LSL)之後除以3。製程才干分析Process Capability AnalysisCp = CpkVariation - GoodCentering - GoodCp, Cpk 1.33Cp CpkVariation - GoodCentering - PoorCp 1.33Cp

12、k = 0Cp = CpkVariation - PoorCentering - GoodCp, Cpk CpkVariation - PoorCentering - PoorCp, Cpk 1LSLUSLLSLUSLSIX SIGMA 六標(biāo)準(zhǔn)差SIX SIGMA - A program that permits only three (3) defects per million parts and reflects an outstanding commitment to quality. 六標(biāo)準(zhǔn)差 - 在每百萬件中只允許三個(gè)不良品，是對(duì)品質(zhì)最高的承諾。#207: Develop meas

13、urements for quality improvement and target setting (e.g., best in class benchmarks).; C.P.M. Module: 2#111: Conduct supplier visits/evaluations to determine suitability.; C.P.M. Module: 1zDefect per Million2308,537366,80746,210523363.4366 Measurement20,000TimesImprovementSIX SIGMA PERFORMANCE20,000

14、 lost articles of mail per hourUnsafe drinking water for almost 15 minutes each day5,000 incorrect surgical operations per weekTwo short or long landings at most major airports each day200,000 wrong drug prescriptions each yearSeven articles lost per hourOne unsafe minute every seven months1.7 incor

15、rect operations per weekOne short or long landing every five years68 wrong prescriptions per year99% Good (3.8 Sigma)99.99966% Good (6 Sigma)SIX SIGMA CONCEPTNo Defects!Target321CustomersSpecification631TargetCustomersSpecification6.6% Defects!After6!Before3ReducingVariability組織與管理Organization and m

16、anagement高級(jí)主管的承諾與參予 Top management commitment and involvement公司組織的穩(wěn)定性 Stability員工的訓(xùn)練 Training and certification of personnel員工年資與技術(shù)才干 Technical competence/service support機(jī)器設(shè)備的新舊及保養(yǎng)情況 Equipment capabilities此供應(yīng)商在同業(yè)之間的評(píng)價(jià)與口碑 General reputation/ethics業(yè)界的位置 Industry status對(duì)客戶滿意度的認(rèn)知 Customer commitment對(duì)其衛(wèi)星

17、工廠的管理 Subcontractor management勞工狀況Labor status員工的平均年齡及技術(shù)層次 Employee skills工會(huì)組織情況 Unionization工會(huì)合約到期日 Labor contract expiration date員工的流動(dòng)率 Employee turnover對(duì)員工的訓(xùn)練計(jì)劃 Training programs and initiatives工業(yè)相關(guān)政策的遵守 Industrial relations policy供應(yīng)商的拜訪傳統(tǒng)的供應(yīng)商拜訪供應(yīng)商主動(dòng)邀請(qǐng)新上任的採購人員例行性的年度拜訪需求對(duì)供應(yīng)商進(jìn)行認(rèn)可針對(duì)特定問題需求解決了解供應(yīng)商的各方面

18、才干審查供應(yīng)商所建議的替代性資料或服務(wù)高附加價(jià)值的的供應(yīng)商拜訪與高層會(huì)面洽談彼此共同的目標(biāo)與協(xié)作計(jì)畫對(duì)供應(yīng)商組織內(nèi)的不同部門有更進(jìn)一步的了解參與增進(jìn)供應(yīng)商/客戶關(guān)係的活動(dòng)一同參與流程的再造工程討論新產(chǎn)品或服務(wù)的機(jī)會(huì)分享新技術(shù)並討論運(yùn)用在目前產(chǎn)品的能夠性參觀工廠及生產(chǎn)線廠區(qū)的整潔 Housekeeping生產(chǎn)線的物流動(dòng)線規(guī)劃 Process/material flow對(duì)不良品的標(biāo)示 Nonconforming material生產(chǎn)工藝及效率機(jī)器的狀況及稼(開)動(dòng)率作業(yè)員及幹部對(duì)製程及品質(zhì)政策的了解能否有標(biāo)準(zhǔn)作業(yè)程序 (SOP)對(duì)工業(yè)平安的重視 Industrial Safety其他生意往來的客戶

19、 Major customers運(yùn)用的主要原料來源選擇供應(yīng)商的準(zhǔn)則基 本 之 要 件：QualityCostDeliveryServiceResponsivenessCommitment長(zhǎng) 期 之 要 件：長(zhǎng)期穩(wěn)定的供應(yīng)產(chǎn)能之相對(duì)擴(kuò)展健全之企業(yè)體質(zhì)正確且相近之經(jīng)營(yíng)理念產(chǎn)品未來方向符合需求長(zhǎng)期協(xié)作意願(yuàn)供應(yīng)商的戰(zhàn)略選擇 - 產(chǎn)品與製程的搭配IIIIIIIV連續(xù)生產(chǎn)組裝線生產(chǎn)批量生產(chǎn)小批量生產(chǎn)製 程 結(jié) 構(gòu) - 彈 性數(shù)量少標(biāo)準(zhǔn)化程度低數(shù)量少產(chǎn)品多樣化數(shù)量多少許主要產(chǎn)品數(shù)量多標(biāo)準(zhǔn)化程度高產(chǎn) 品 結(jié) 構(gòu) - 可 靠 度 與 成 本Your Suppliers areIneffectiveif you

20、and your supplierare notStrategicallyAligned.戰(zhàn)略性的供應(yīng)商選擇關(guān) 鍵 性 材 料 降低風(fēng)險(xiǎn)戰(zhàn)略取代 / 更新減少供應(yīng)風(fēng)險(xiǎn)策 略 性 材 料 供應(yīng)商聯(lián)盟戰(zhàn)略長(zhǎng)期關(guān)係戰(zhàn)略聯(lián)盟一 般 性 材 料 聯(lián)合操作戰(zhàn)略改善運(yùn)籌本錢改善管理本錢槓 桿 性 材 料 價(jià)格槓桿戰(zhàn)略善用競(jìng)爭(zhēng)比價(jià)與供應(yīng)商簽長(zhǎng)期合約高低採購的金額採購的風(fēng)險(xiǎn)高貨商蒐尋與訪查 理念 經(jīng)營(yíng)理念、永續(xù)經(jīng)營(yíng)、中長(zhǎng)期計(jì)劃 經(jīng)營(yíng) 經(jīng)營(yíng)手法、經(jīng)營(yíng)實(shí)績(jī)、經(jīng)營(yíng)管理、往來廠商、 財(cái)務(wù)體質(zhì)、企劃品質(zhì) 意願(yuàn) 協(xié)作意願(yuàn)、服務(wù)態(tài)度 規(guī)模 產(chǎn)能、設(shè)備 本錢 本錢結(jié)構(gòu)、競(jìng)爭(zhēng)優(yōu)勢(shì) 技術(shù) 設(shè)計(jì)、開發(fā)、採購、製造 交期 交期管理、管

21、理體制 品質(zhì) 品質(zhì)經(jīng)營(yíng)管理、品質(zhì)保證選擇供應(yīng)商之準(zhǔn)則根本之要件 Quality Delivery Cost Service Package Responsiveness Commitment長(zhǎng)期之要件 長(zhǎng)期穩(wěn)定供應(yīng) 產(chǎn)能之相對(duì)擴(kuò)展 健全之企業(yè)體質(zhì) 正確且相近之經(jīng)營(yíng)理念 產(chǎn)品未來方向符合需求 長(zhǎng)期協(xié)作意願(yuàn)貨商評(píng)選執(zhí)行合約才干 Ability to perform財(cái)務(wù)狀況 Financial status本錢系統(tǒng) Cost system品質(zhì)系統(tǒng) Quality assurance, quality control, and related systems組織與管理 Organization and

22、 management勞工狀況 Labor status戰(zhàn)略性同伴Strategic Partner條件Partner 產(chǎn)能在業(yè)界佔(zhàn)相當(dāng)比重或市場(chǎng)佔(zhàn)有率 居業(yè)界技術(shù)領(lǐng)先位置技術(shù)創(chuàng)新 列入戰(zhàn)略客戶House Account 能提供資料本錢之競(jìng)爭(zhēng)優(yōu)勢(shì)VA才干 高階主管重視程度高，且提供Policy Support 產(chǎn)品之規(guī)格及品質(zhì)有競(jìng)爭(zhēng)條件 未來能提供Global Support 經(jīng)營(yíng)管理與本公司相輔相成，或可提供未來協(xié)作機(jī)會(huì) 產(chǎn)品線的廣度與深度足夠七、有效的品質(zhì)管理及績(jī)效評(píng)估供應(yīng)廠商評(píng)等的用途衡量供應(yīng)商的才干 Supplier capabilities衡量供應(yīng)商的國(guó)際化與當(dāng)?shù)亟回洸鸥?Inter

23、national and local capabilities定價(jià)方法 Pricing methods衡量供應(yīng)商財(cái)務(wù)健全與否Financial strength倉儲(chǔ)的位置 Inventory locations and methods交貨績(jī)效 Delivery performance品質(zhì)紀(jì)錄 Quality history服務(wù)紀(jì)錄 Service history利潤(rùn)率與存貨週轉(zhuǎn)率 Margin performance and inventory turnover創(chuàng)新的紀(jì)錄與績(jī)效 Innovation history and performance供應(yīng)商管理的要件ualityostelivery

24、erviceDefectPreventionOpen Book ManagementCycle Time & Lead TimeResponsiveness供應(yīng)商績(jī)效評(píng)估Key Performance Indicator本錢準(zhǔn)時(shí)交貨率電子轉(zhuǎn)帳的才干透過電子商務(wù)(e-commerce)採購的才干對(duì)於新技術(shù)的投資對(duì)於顧客電話回應(yīng)的時(shí)效折扣率產(chǎn)品不良率文件與發(fā)票的錯(cuò)誤率供應(yīng)廠商評(píng)等法Performance Rating Methods項(xiàng)目列舉法 Categorical method加權(quán)指數(shù)法 Weighted-Factor method本錢比率法 Cost-Ratio methods項(xiàng)目列舉法範(fàn)例項(xiàng)

25、目列舉法是一個(gè)屬於定性(qualitative)的供應(yīng)商評(píng)等方法，通常的作法是由採購、收料、品管、工程、會(huì)計(jì)等相關(guān)部門，針對(duì)其所關(guān)切的項(xiàng)目，如下表所示，綜合每一個(gè)供應(yīng)商過去以及現(xiàn)在的表現(xiàn)，評(píng)估其為滿意、尚可、或是不滿意。雖然這個(gè)方法非常簡(jiǎn)單容易運(yùn)用，卻也能夠流於主觀判斷，而無法真實(shí)反映供應(yīng)商的整體績(jī)效。另外，也無法針對(duì)某項(xiàng)較差的部份，作出改善的要求。項(xiàng)目列舉法範(fàn)例加權(quán)指數(shù)法Weighted-Factor method加權(quán)指數(shù)法Weighted-Point method是一個(gè)屬於定量的供應(yīng)商評(píng)等方法，每一個(gè)評(píng)等的項(xiàng)目普通為品質(zhì)、價(jià)格、與交貨情況根據(jù)其重要性給予加權(quán)Weight，來計(jì)算整體的分?jǐn)?shù)，

26、加權(quán)指數(shù)的總合必須是一百。加權(quán)指數(shù)法範(fàn)例舉例說，採購對(duì)於一項(xiàng)產(chǎn)品的價(jià)格給予50%的加權(quán)指數(shù)，品質(zhì)的加權(quán)指數(shù)為30%，而交貨的加權(quán)指數(shù)則為20%。三個(gè)供應(yīng)商的報(bào)價(jià)分別為甲供應(yīng)商$59元，乙供應(yīng)商$63元，丙供應(yīng)商$70元。在採購買賣的一年當(dāng)中，各供應(yīng)商在各項(xiàng)的表現(xiàn)如下表所示。Price總交貨次數(shù)遲交次數(shù)退貨次數(shù)Supplier A$5965136Supplier B$633520Supplier C$704572加權(quán)指數(shù)法範(fàn)例.Weighted Factor Analysis - PriceWeightedBidDirect PriceAverageRatingPriceComparison*

27、FactorSupplier A$5959/59=100.0%x 0.50= 50.0Supplier B$6359/63=93.7%x 0.50= 46.8Supplier C$7059/70=84.3%x 0.50= 42.1* Lowest price offered/Actual price paid (以最低報(bào)價(jià)為分子)Weighted Factor Analysis - QualityTotalTotalWeightedShipmentsShipmentsPercentAverageRatingReceivedRejectedAcceptedFactorSupplier A6569

28、0.8%x 0.30= 27.2Supplier B350100.0%x 0.30= 30.0Supplier C45295.6%x 0.30= 28.7加權(quán)指數(shù)法範(fàn)例.Weighted Factor Analysis - DeliveryTotalTotalWeightedShipmentsShipmentsPercentAverageRatingReceivedLateOn TimeFactorSupplier A651380.0%x 0.20= 16.0Supplier B35294.3%x 0.20= 18.9Supplier C45784.4%x 0.20= 16.9Final St

29、ep: Weighted Factor Analysis - Total RatingPriceQualityDeliveryRating +Rating +Rating= Overall RatingSupplier A50.0 +27.2 +16.0= 93.2 【2】Supplier B46.8 +30.0 +18.9= 95.7 【1】Supplier C42.1 +28.7 +16.9= 87.7 【3】本錢比率法Cost-Ratio methods本錢比率法Cost-Ratio methods是將一切跟採購，收料有關(guān)的本錢，與實(shí)際的採購金額作一比較，品質(zhì)與交貨的比率計(jì)算，則是以採購

30、實(shí)際支付的本錢除以採購金額。本錢比率法範(fàn)例舉例說，甲供應(yīng)商的報(bào)價(jià)單價(jià)為$5元，乙供應(yīng)商的報(bào)價(jià)單價(jià)為$4元，過去一年向甲供應(yīng)商的採購總金額為$250,000元，而向乙供應(yīng)商的採購總金額為$280,000元。另外，從其他部門如收料、檢驗(yàn)、生產(chǎn)、本錢會(huì)計(jì)處得到相關(guān)的本錢資料，可計(jì)算出如下的各項(xiàng)本錢比率。The Delivery Cost Ratio:Supplier ASupplier B1.採購的交貨運(yùn)送本錢$10,500$12,0002.採購總金額$250,000$280,0003.交貨本錢比率 (line 1/line 2)4.2%4.3%The Quality Cost Ratio:Supp

31、lier ASupplier B1.採購的品質(zhì)本錢$15,100$15,0002.採購總金額$250,000$280,0003.品質(zhì)本錢比率 (line 1/line 2)6.0%5.4%The Service Cost Ratio:WeightSupplier ASupplier B1.現(xiàn)場(chǎng)服務(wù)的表現(xiàn)3040302.研發(fā)才干2530253.供應(yīng)商地理位置2530204.倉儲(chǔ)容量201515比率總計(jì)：100%115%90%對(duì)價(jià)格的影響：(-15)(+10)The Overall Cost Ratio:Supplier ASupplier B1.交貨本錢比率+4.2+4.32.品質(zhì)本錢比率+6.

32、0+5.43.服務(wù)本錢比率-15.0+10.0對(duì)報(bào)價(jià)的影響：-4.8+19.7Applying the Formula: 1 總本錢比率 報(bào)價(jià) 調(diào)整後的報(bào)價(jià)Supplier A:( 1 + -.048 )x 5.00= $4.76Supplier B:( 1 + .197 )x 4.00= $4.79本錢比率法範(fàn)例 (續(xù))供應(yīng)商績(jī)效評(píng)分方式分級(jí)評(píng)等加權(quán)計(jì)分本錢基礎(chǔ)容易實(shí)施需求最少的資料多數(shù)人可參予適合資源有限的公司低本錢的制度有彈性的制度可以當(dāng)作供應(yīng)商評(píng)等實(shí)施本錢適中結(jié)合計(jì)數(shù)與計(jì)量的制度提供總本錢的作法鑑別績(jī)效差的特定地方可以做較客觀的評(píng)等長(zhǎng)期改善機(jī)會(huì)最大最不可靠評(píng)估次數(shù)最少最主觀的評(píng)等通常為

33、人任務(wù)業(yè)傾向重視單價(jià)需求電腦幫忙本錢會(huì)計(jì)制度的配合最複雜、實(shí)施本錢最高需求電腦資源小公司開始發(fā)展評(píng)估制度多數(shù)公司適用大公司有很多供應(yīng)商的 公司CategoricalWeightedPointCost-Based制 度優(yōu) 點(diǎn)缺 點(diǎn)適用者評(píng)等結(jié)果被扭曲的能夠緣由Factors that can distort ratings資料不正確 Inaccurate data加權(quán)指數(shù)不恰當(dāng) Improper weighting of factors主觀要素 Subjectivity供應(yīng)廠商評(píng)等結(jié)果發(fā)佈Issues in the dissemination of ratings機(jī)密性 Confidential

34、ity供應(yīng)商對(duì)評(píng)等結(jié)果的反應(yīng)處理 Supplier reaction to ratings減少供應(yīng)商的班底數(shù)量 (Reduce Supplier Base)合理的供應(yīng)商數(shù)量有助於降低本錢，以及有效的管理供應(yīng)商建立互信的買賣基礎(chǔ) (Mutual Trust)公平，公正，合理尊崇，廉潔，言行一致營(yíng)造無障礙的溝通環(huán)境 (Efficient Communication)誠懇的雙向溝通 (sharing information)了解彼此文化差異從基層員工到高階主管從願(yuàn)景到技術(shù)/產(chǎn)品的發(fā)展主動(dòng)積極的做法，一同解決問題，No Surprise!Win-Win建立雙贏的供應(yīng)商夥伴關(guān)係(二)Win-Win建立雙

35、贏的供應(yīng)商夥伴關(guān)係(二)供應(yīng)商先期參與 (Early Supplier Involvement, ESI)在規(guī)格開發(fā)過程的初期，邀請(qǐng)具有夥伴關(guān)係的供應(yīng)商，參與買方的產(chǎn)品設(shè)計(jì)小組 (work collaboratively)運(yùn)用供應(yīng)商的專業(yè)知識(shí)以及經(jīng)驗(yàn)來共同設(shè)計(jì)開發(fā) 降低本錢，加速產(chǎn)品上市時(shí)間(Time to Market)準(zhǔn)時(shí)付貨款 (On Time Payment)採購最根本應(yīng)遵照的(以金錢與供應(yīng)商交換貨物與服務(wù))從供應(yīng)商的角度，這是對(duì)合約履行的承諾有助於獲得供應(yīng)商最正確的配合Win-Win建立雙贏的供應(yīng)商夥伴關(guān)係(三)對(duì)供應(yīng)商進(jìn)行教育訓(xùn)練 (Supplier Education and T

36、raining)視供應(yīng)商為在外工廠的延伸與供應(yīng)商擁有共通的語言視為一種投資聯(lián)合進(jìn)行持續(xù)性的改善 (Joint Continuous Improvement)對(duì)目標(biāo)的共識(shí) (common goals)衡量績(jī)效的最正確方法供應(yīng)商認(rèn)證程序的重要環(huán)節(jié)與供應(yīng)商的關(guān)係Relationship隔臂關(guān)係協(xié)作關(guān)係販?zhǔn)凵虃鹘y(tǒng)供應(yīng)商鑑定合格的供應(yīng)商同伴型的供應(yīng)商戰(zhàn)略聯(lián)盟較低的加值Value Added關(guān)係 較高的加值Value Added關(guān)係Arms length relationshipsCollaborative Relationships八、資訊科技與電子商務(wù)的影響電腦化的資料管理系統(tǒng) ComputerUsi

37、ngdepartmentMRPscheduleHand-writtenrequisitionReview bymaterials plannerReview bybuyerBuyerchangesRevisedrequisitionPurchaseorder copiesPurchase Order andacknowledgment formComputerPrinted purchaserequisitionRequisitionentry第三者網(wǎng)路服務(wù)公司電子資料交換 EDI 買方的電腦買方的mailbox供應(yīng)廠商的mailbox供應(yīng)廠商的電腦供應(yīng)廠商的mailbox買方的mailbox

38、直接傳送Direct Transmission間接傳送Indirect Transmission採購文件的電子傳送e-Procurement 電子化採購Log-in IntranetInternal Procurement WebsiteUser ID: XXXXXPassword: XXXXXElectronic RFA FormCheck budgetAggregate other similar requisitionsOnline ApprovalOnline catalogContracted supplierElectronic Funds Transfer (EFT) accou

39、ntGoods deliveredPOPO electronically populated線上目錄電子RFA表格線上核準(zhǔn)查核預(yù)算相關(guān)請(qǐng)購加總線上核準(zhǔn)電子資金轉(zhuǎn)移帳戶合約供應(yīng)商線上核準(zhǔn)上公司內(nèi)部採購網(wǎng)站e-Procurement 採購100%自動(dòng)化Non-Production RequestsApproval WorkflowReceiveASNAPMRP/DRP Generated RequirementsCreate RequisitionsAutoReleaseProcurement WorkflowApproved Supplier ListsStandard POsSupplier

40、SchedulesPaymentApprovedSuppliersEDI / FaxWebSearch Catalog(Local or TPN Register)Content Loads/UpdatesPay onReceiptEmploying Electronic Commerce to Maximize Benefits:Phases of Electronic Commerce ValueExtend Market ReachExtend Product or Service OfferingsCreate New Information-Based ProductsNew Dis

41、tributionChannel, Productor ServiceBusiness ModelChangePipeline Velocity (Productivity)Value Engineering AnalysisQualityCash FlowReduction of Inventory Reduction of Manufacturing and Delivery Cycle TimeReduction of LaborLower Open A/R DaysOperationalEfficiencyNumber of Trading PartnersNumber of Tran

42、sactionsReduction of Paper OverheadAccuracyPaperReplacementValueof EC2 Years5 YearsCOMPLEXITYNew DistributionChannel, Product Or ServiceExtend Market ReachExtend Product or Service OfferingsCreate New Information-Based Products九、結(jié)語與討論新競(jìng)爭(zhēng)趨勢(shì)下採購面臨的挑戰(zhàn) 1.Routing的任務(wù)消逝 2.維持SCM及ERP必要的資料品質(zhì)及Lead Time 3.Single

43、 sourcing趨勢(shì)Vendor relationship 4.Total Cycle Time短縮Early Supplier Involvement 5. Changing管理 6.角色改變從執(zhí)行面轉(zhuǎn)到管理面 7.資訊科技的運(yùn)用 8.全球化採購管理 9.快速回應(yīng)管理Quick Response10.不斷且快速的Cost Down壓力11.不斷出現(xiàn)的新技術(shù)與個(gè)性化需求1.建構(gòu)公司內(nèi)、外人脈 a.對(duì)外建立個(gè)人與企業(yè)之採購網(wǎng)路 b.對(duì)內(nèi)展開跨機(jī)能活動(dòng)小組2.提昇管理技藝成為企業(yè)顧問師 a.業(yè)務(wù)管理技巧(Cost、Quality、Delivery) b.協(xié)力廠商管理技巧 c.培養(yǎng)業(yè)務(wù)改善才干3.

44、發(fā)展戰(zhàn)略採購才干4.提昇資訊科技的應(yīng)用才干5.成為公司內(nèi)部的對(duì)外天線6.提昇個(gè)人的貢獻(xiàn)度7.Benchmarking，終身學(xué)習(xí)8.改變思維方式e 時(shí)代的採購重點(diǎn)方向PPaperless thinkinge-世代的思維RReliable performance追求有效成果OOpen-minded虛心、坦懷CChanging management變的管理UUsefulness有效性的管理RResponse quickly快速反應(yīng)才干Ee-Tool善用資訊科技MMoney machine創(chuàng)造資源利潤(rùn)EEndless resources資源的無限化NNetwork building建立網(wǎng)路人脈TThr

45、eat avoidance排除生存風(fēng)險(xiǎn)採購/供應(yīng)管理應(yīng)對(duì)之道十、附錄中央與地方分工方式DecentralizedSourcingCentralizedSourcingCentralizedSourcingDecentralizedFulfillmentCentralizedFulfillmentDecentralizedFulfillmentPRODUCT PORTFOLIOLEVERAGE PRODUCTSSTRATEGIC PRODUCTSROUTINE PRODUCTSBOTTLENECK PRODUCTSAlternative sources of supply availableSubstitution possibleCritical for products cost priceDependence on suppl