【正文】 tCentralizedFulfillmentDecentralizedFulfillment新采購管理實務(wù)PRODUCT PORTFOLIOLEVERAGE PRODUCTS STRATEGIC PRODUCTSROUTINE PRODUCTS BOTTLENECK PRODUCTSAlternative sources of supply availableSubstitution possibleCritical for product’s cost priceDependence on supplierLarge product varietyHigh logistics plexityLabor intensiveMonopolistic marketLarge entry barriersCompetitive bidding Performance based partnershipSystems contracting+eCommerce solutionsSecure supply + searchFor alternativesHighHighLowLowSUPPLY RISKIMPACT ON FINANCIAL RESULTS新采購管理實務(wù)SUPPLIER PORTFOLIOLEVERAGE SUPPLIERS STRATEGIC SUPPLIERSROUTINE SUPPLIERS BOTTLENECK SUPPLIERSMany petitorsCommodity productsMarket leadersSpecific knowhowLarge supplyMany suppliers with dependent positionTechnology leadersFew, if any, alternative suppliersBuyer dominated segmentBalance of power may differ among buyersupplierReduce number of suppliersSupplier dominated segmentHighHighLowLowSUPPLY RISKSUPPLIER IMPACT ON FINANCIAL RESULTS新采購管理實務(wù)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）物料管理實物輸配顧客 行銷 製造與勤 務(wù) 採購 第一階供應(yīng)商 第二階供應(yīng)商新采購管理實務(wù) 製造規(guī)劃與管制系統(tǒng)Source: ven Wheele 2023ProductionPlanningMaster ProductionSchedulingMaterial RqmtsPlanningTimedphasedRqmts RecordsMaterial andCapacity PlansPurchasingVendorFollowUp SystemsShopFloorControlResourcePlanningRoughCutCapacity PlanningRoutingfileBills OfMaterialInventoryStatusOrderReleaseDetailedCapacity PlanningDemandManagement新采購管理實務(wù) 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行銷 Channel複雜，商社與工廠溝通不良 Lead Time變化大 Supplier產(chǎn)能利用率高，擴充彈性 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)係 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週期縮短（如 DRAM，逐月 Confirm） 市場由少數(shù)供應(yīng)商把持 供應(yīng)來源為海外， Lead Time控制較不易 因升值， Local Supplier之價格偏高新采購管理實務(wù)演講完畢，謝謝觀看！。另外，也無法針對某項較差的部份，作出改善的要求。一般要求為，計算方式為 Cp = (USLLSL)/6σ。總資產(chǎn)X4 = Market Value of Equity / Book Value of Debt資本總額 247?？傎Y產(chǎn)X3 = Earning Before Interest Tax（ EBIT） / Total Assets利息支付前及稅前盈餘 247。F Defect Prevention System (不良品預(yù)防的系統(tǒng) ) 利用 統(tǒng)計製程管制 SPC 製程可透過反饋方式進行自我校正新采購管理實務(wù) 製程能力指數(shù) Cp, CpkF Cp 衡量製程能力的品質(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 (6σ)作比較，這個指標(biāo)只有考慮到製程變異的範(fàn)圍是否有落在規(guī)格公差之內(nèi)。F 雖然這個方法非常簡單容易使用，卻也可能流於主觀判斷，而無法真實反映供應(yīng)商的整體績效。另外，從其他部門如收料、檢驗、生產(chǎn)、成本會計處得到相關(guān)的成本資料，可計算出如下的各項成本比率。三個供應(yīng)商的報價分別為「甲供應(yīng)商」 $59元，「乙供應(yīng)商」 $63元，「丙供應(yīng)商」 $70元。新采購管理實務(wù) 製程能力分析Process Capability AnalysisCp = CpkVariation GoodCentering GoodCp, Cpk Cp CpkVariation GoodCentering PoorCp Cpk = 0Cp = CpkVariation PoorCentering GoodCp, Cpk 1Cp CpkVariation PoorCentering PoorCp, Cpk 1LSL USLLSL USL新采購管理實務(wù) SIX SIGMA 六標(biāo)準(zhǔn)差qSIX SIGMA A program that permits only three (3) defects per million parts and reflects an outstanding mitment to quality. q六標(biāo)準(zhǔn)差 在每百萬件中只允許三個不良品，是對品質(zhì)最高的承諾。如果供應(yīng)商的「 Z積分」為 或更低，則顯示出公司可能有倒閉的危機。新采購管理實務(wù)……PRICESIt’s unwise to pay too much. But it’s worse to pay too little.When you pay too much, you lose a little money, that is all.When you pay too little, you sometimes lose everything, because the thingyou bought was incapable of doing thing it was bought to do.The mon law of business balance prohibits paying a little and getting alot. It cant’ be done.If you deal with the lowest bidder, it is well to add something for the riskyou run.And if you do that, you will have enough to pay for something better.There is hardly anything in the world that someone can’t make a littleworse