【正文】 ? Reduction of Labor ? Lower Open A/R Days Operational Efficiency ? Number of Trading Partners ? Number of Transactions ? Reduction of Paper Overhead ? Accuracy Paper Replacement Value of EC 2 Years 5 Years New Distribution Channel, Product Or Service ? Extend Market Reach ? Extend Product or Service Offerings ? Create New InformationBased Products 九、結(jié)語與討論 新競爭趨勢下采購面臨的挑戰(zhàn) SCM及 ERP必要的材料質(zhì)量及 Lead Time sourcing趨勢 →Vendor relationship Cycle Time短縮 →Early Supplier Involvement 5. 『 Changing』 管理 →從執(zhí)行面轉(zhuǎn)到管理面 →Quick Response Cost Down壓力 、外人脈 →建立個人與企業(yè)之采購網(wǎng)絡(luò) →展開跨機(jī)能活動小組 →成為企業(yè)顧問師 (Cost、 Quality、 Delivery) ，終身學(xué)習(xí) 8. e 時代的采購重點(diǎn)方向 P Paperless thinking e世代的思維 R Reliable performance 追求有效成果 O Openminded 虛心、坦懷 C Changing management 「變」的管理 U Usefulness 有效性的管理 R Response quickly 快速反應(yīng)能力 E eTool 善用信息科技 M Money machine 創(chuàng)造資源利潤 E Endless resources 資源的無限化 N Network building 建立網(wǎng)絡(luò)人脈 T Threat avoidance 排除生存風(fēng)險 采購 /供應(yīng)管理應(yīng)對之道 十、附錄 中央與地方分工模式 Decentralized Sourcing Centralized Sourcing Centralized Sourcing Decentralized Fulfillment Centralized Fulfillment Decentralized Fulfillment PRODUCT PORTFOLIO LEVERAGE PRODUCTS STRATEGIC PRODUCTS ROUTINE PRODUCTS BOTTLENECK PRODUCTS Alternative sources of supply available Substitution possible Critical for product’s cost price Dependence on supplier Large product variety High logistics plexity Labor intensive Monopolistic market Large entry barriers Competitive bidding Performance based partnership Systems contracting+ eCommerce solutions Secure supply + search For alternatives High High Low Low SUPPLY RISK IMPACT ON FINANCIAL RESULTS SUPPLIER PORTFOLIO LEVERAGE SUPPLIERS STRATEGIC SUPPLIERS ROUTINE SUPPLIERS BOTTLENECK SUPPLIERS Many petitors Commodity products Market leaders Specific knowhow Large supply Many suppliers with dependent position Technology leaders Few, if any, alternative suppliers Buyer dominated segment Balance of power may differ among buyersupplier Reduce number of suppliers Supplier dominated segment High High Low Low SUPPLY RISK SUPPLIER IMPACT ON FINANCIAL RESULTS 商務(wù)價值鏈與相關(guān)術(shù)語的定義 價值鏈管理（ Value chain management） 需求鏈管理 供應(yīng)鏈管理 商業(yè)勤務(wù)（ Business logistics） 勤務(wù)管理（ Logistics management） 物料管理 實(shí)物輸配 顧客 營銷 制造與 勤 務(wù) 采購 第一階 供貨商 第二階 供貨商 制造規(guī)劃與管制系統(tǒng) Source: ven Wheele 2023 Production Planning Master Production Scheduling Material Rqmts Planning Timedphased Rqmts Records Material and Capacity Plans Purchasing Vendor FollowUp Systems ShopFloor Control Resource Planning RoughCut Capacity Planning Routing file Bills Of Material Inventory Status Order Release Detailed Capacity Planning Demand Management 供應(yīng)市場與廠商之特性分析 KeyMtl Def 材料供不應(yīng)求，造成 Allocation 對不同地區(qū)之 Support Policy不同 Supplier營銷 Channel復(fù)雜，商社與工廠溝通不良 Lead Time變化大 Supplier產(chǎn)能利用率高，擴(kuò)充彈性 Supplier因其上游原料被控制，致 Commitment無效 Supplier材料 Version變動頻繁 日商重視長期關(guān)系 部分美商重視短期利益，會因漲價造成供應(yīng)中斷 Supplier對 Order之 Confirmation周期縮短（如 DRAM，逐月 Confirm） 市場由少數(shù)供貨商把持 供應(yīng)來源為海外， Lead Time控制較不易 因升值， Local Supplier之價格偏高 。 成本比率法范例 舉例說，甲供貨商的報價單價為 $5元，乙供貨商的報價單價為 $4元，過去一年向甲供貨商的采購總金額為$250,000元，而向乙供貨商的采購總金額為 $280,000元。 加權(quán)指數(shù)法范例 舉例說，采購對于一項(xiàng)產(chǎn)品的「價格」給予「 50%」的加權(quán)指數(shù)，「質(zhì)量」的加權(quán)指數(shù)為「 30%」，而「交貨」的加權(quán)指數(shù)則為「20%」。 . Module: 1 z? Defect per Million 2 308,537 3 66,807 4 6,210 5 233 6 3? 6? 6? Measurement 20,000 Times Improvement SIX SIGMA PERFORMANCE ? 20,000 lost articles of mail per hour ? Unsafe drinking water for almost 15 minutes each day ? 5,000 incorrect surgical operations per week ? Two short or long landings at most major airports each day ? 200,000 wrong drug prescriptions each year ? Seven articles lost per hour ? One unsafe minute every seven months ? incorrect operations per week ? One short or long landing every five years ? 68 wrong prescriptions per year 99% Good ( Sigma) % Good (6 Sigma) SIX SIGMA CONCEPT No Defects! Target 3? 2? 1? C