第7章采购与外包战略_供应链管理.ppt

* E-Procurement: The Reality（2） Companies conducting greater than 20% of procurement transactions online have reduced their transaction processing cost by nearly a third (Hackett Benchmarking) Product savings and process cost improvements effect operating cost by 10% (Credit Suisse First Boston Technology Group) * 企业采购产品的分类 为使决策者可以有效规划适当产品的采购战略，先将企业采购的产品作以下分类： 战略性零部件（Strategic Components） Part of the finished product Not only industry specific; but also company specific Examples: PC motherboard and chassis 通用产品（Commodity Products） Can be purchased from a large number of suppliers Price is determined by market forces Examples: Memory unit in a PC 间接性物料（Indirect Materials） MRO（Maintenance, Repair, and Operation） * 电子化采购的风险 适当的采购战略要同时考虑采购产品类型和企业所愿承担的风险水平 风险是与下列因素有关： Uncertain Demand (Inventory Risk)：需求不确定性，导致库存风险 Volatile Market Price (Price Risk)：市价变动，导致价格风险 Component Availability (Shortage Risk)：零部件可得性，导致企业满足顾客需求的缺货风险 * Risk: Commodity Products Can be purchased either in the open market through on-line auction, or through the use of long term contracts Long-term contracts guarantee certain level of supply but may be risky for the buyer if realized demand is either lower or higher than the demand forecast Inventory risk, shortage risk or price risk * 电子化采购战略（1） 间接性物料（Indirect Material） Typically low risk and hence the focus is on content-based hubs（目录产品市场） The objective is to use an MRO-hub that specializes in unifying catalogues from many suppliers Examples: MRO.com, Grainger on-line catalogues * 电子化采购战略（2） 战略性零部件（Strategic Components） Typically high risk components that can be purchased from a small number of suppliers The objective is to use private or consortia-based e-marketplace（专用或行业型电子市场） The focus is on an e-marketplace that allows for better collaboration with the suppliers Consortia or Private? Transaction volume Number of suppliers Cost of building and maintaining the site The importance of protecting proprietary business practices Technology and product l