【正文】 市場分析 采購策略擬定 詢價和談判 戰(zhàn)略實施 戰(zhàn)略改進 供應(yīng)商和市場分析 供應(yīng)商和市場分析 市場分析的最根本工作就是資料分析及收集，唯有透過追根究底的收集相關(guān)信息才是談判成功的制勝關(guān)鍵 資料收集及分析 供應(yīng)商過去價格資料 供應(yīng)商歷史性儲運資料 經(jīng)濟資料 產(chǎn)業(yè)資料 與供應(yīng)商過去關(guān)系 目前與過去價格的合理性 供應(yīng)商談判動機 選擇談判方式 擬定明確轉(zhuǎn)換策略 談判準備 最終確定供應(yīng)商名單 制定成本降低策略 產(chǎn)業(yè)動態(tài) 供應(yīng)商成本結(jié)構(gòu)分析 Cost structure parison (aluminum) Applying it to suppliers...Example: Cans/tubes * Other includes SGA, taxes, insurance, interest, freight, warehousing and RD Source: Company annual reports Vendor 1 Vendor 2 Vendor 3 Vendor 4 Raw Materials 45% Labor 18% Depreciation 19% Other* 18% Raw Materials 51% Labor 18% Depreciation 5% Other* 26% Raw Materials 38% Labor 43% Depreciation 3% Other* 16% Raw Materials 33% Labor 41% Depreciation 2% Other* 24% 價值鏈 The business model for plastic processing has several levers that we can influence to reduce cost PreConversion Costs Conversion Costs PostConversion Costs Supply Market Business Model BMS Controllable (Varies By Business) ? Resin (type, grade) ? Labor (skill, union) ? Design (gram wt., shape) ? Capacity utilization ? Process technology ? Tooling capital ? Set up ? Process control Technology ? Decoration ? Packaging ? Distribution (inventory freight expending) ? Resin choice ? Design plexity ? Inhouse design capability ? Gram weight optimization ? Tooling investment ? Choice of stock vs. custom ? Order size ? Speed to Market ? Decorating plexity ? Vendor proximity ? Release quantity ? Order pattern 市場 /需求象限 Our buy can be understood using four distinct segments Includes: ?Capital equipment ?Hightech instruments Includes: ?Sensitive supplies ?Sensitive chemicals ?Ongoing equipment Includes: ?Flexible supplies ?Safety supplies ?Chemicals and Specialty gases Includes: ?Tabletop equipment ?Floorstand equipment Supplies which support routine day–to–day lab operations Common equipment which is key to the basic operations of most labs Items which satisfy the unique needs of specific departments Necessity to keep abreast of stateoftheart capabilities for leading edge research % % Product Characteristics Procurement Process % % Generic Specialized Ongoing Oneoff Total Spend Applying it to suppliers ... Example: Laboratory supplies and equipment 供應(yīng)商組合 The supplier portfolio for this category is concentrated in major segments Marketing functions Sales functions ? ? Users/Originators Sales drivers — Informational items — Emotionally appealing items ? Purpose Consumers/trade Professional/ institutional ? ? Audiences Colors Art work Paper ? ? ? PrePress Volumerun size Matching press to job ? ? Press Finishing Packaging Distributing Expediting ? ? ? ? PostPress Selling aids/field literature Point of purchase materials Training materials Magazine/journal inserts Other sales and marketing materials BMS View Specifications/ plexity — Paper grade — Number of colors — Bindery Volume — Average run size Supplier View ? ? ? ? ? ? ? 供應(yīng)商能力 The supplier capabilities span a broad spectrum of capabilities ID/ RX to CV Neuro IMM Onc Derm Other Vendor 1 X X X X X X X Vendor 2 X X X X X X Vendor 3 X X X X X X Vendor 4 X X X Vendor 5 X X X X X Vendor 6 X X X Vendor 7 X X X X X Vendor 8 X X X X Global USFocused Supplier Experience/Capabilities B M S c o r r u g a te d e x p e n d i tu r e f o r th e U n i t e d S t a t e s a n d P u e r to R i c o to t a l $ 1 9 m i l l i o nM a r k e t c o n d i t i o n s ? 1 9 9 4 t h r o u g h 1 9 9 7A p p ly in g i t t o s u p p lie r s . . . Ex a m p l e : C o r r u g a te d ? p i lo tA . T . K e a r n e y 1 7 / 5 3 5 3 / 2 4 a m a? H ig h c a p it a l r e q u ir e d t o b u i ld m il l/ b o x 牋 p la n t ( $ 1 b illio n ) ? D e m a n d e x c e e d s c u r r e n t s u p p ly o f r a w 牋 m a t e r ia l s o u r c e s N e w E n t r a n t T h r e a t ? M o s t o p e r a t in g a t f u ll c a p a c it y ( 9 8 % ? 9 % ) ? C a p a c it y g r o w t h e x p e c te d t o a v e r a g e 4 % b e tw e e n 1 9 9 4 ? 9 9 7 ? P r i c in g o f r a w m a te r ia l s s a m e f o r c o m p e t it o r s ? A b i lit y t o s e l l o v e r s e a s a t h ig h e r m a r g in sPo w e r O f S u p p l ie rs? Li n e r b o a r d i n v e n to r i e s a t r e c o r d lo