如何初選與評估供應(yīng)商培訓(xùn)講義(完整版)
【正文】 nalysis an exampleSWO T? We are their first client in a new market? Small but growing business? Leader in their home market? Deal in both raw materials finished products? Better access to market information? Good technical support capacityIOR 水平業(yè)務(wù)價值HMLNItemE80% of items = 20% of value 20% of items = 80% of valueMHNLItemE重新評定供應(yīng)風(fēng)險。如何初選與評估供應(yīng)商本模塊主要內(nèi)容n如何設(shè)定與企業(yè)相適應(yīng)的供應(yīng)商評價標(biāo)準(zhǔn)n如何評估供應(yīng)商n如何選擇最合適的供應(yīng)商何時需要進(jìn)行供應(yīng)商評估n 在詢價后n 在談判前n 在建立 AVL時n 當(dāng)需對 AVL更新時n 當(dāng) AVL中的供應(yīng)商能力出現(xiàn)較大變化時n 當(dāng)需要供應(yīng)商配合公司的戰(zhàn)略調(diào)整時供應(yīng)商評估框架設(shè)定供應(yīng)目標(biāo)及優(yōu)先級別識別潛在供應(yīng)商新供應(yīng)商進(jìn)入篩選潛在供應(yīng)商定位采購項目同供應(yīng)商一起評價評估結(jié)果錄入供應(yīng)商數(shù)據(jù)庫基本流程設(shè)定供應(yīng)戰(zhàn)略 包括定位與供應(yīng)商關(guān)系類型分析供應(yīng)市場確定評估標(biāo)準(zhǔn)獲取更多信息設(shè)定權(quán)重和評估等級如果可能做一完整的 SWOT分析確定供應(yīng)商發(fā)展戰(zhàn)略 重新評價供應(yīng)風(fēng)險利用供應(yīng)定位模型確定優(yōu)先級別評價重點Impact/supply opportunity/risk ratingExpenditure供應(yīng)定位模型80% of items = 20% of value 20% of items = 80% of valueMHNLBottleneckRoutineCriticalLeverageSpot purchaseRegular tradingCalloff contractsFixed contractsPartnershipJoint venturesInternal provision利用關(guān)系圖譜績效 能力 積極性= x利用績效模型需要與供應(yīng)商建立緊密合作關(guān)系才有利于采購項目（這類采購項目往往具有非標(biāo)準(zhǔn)化特征）時，供應(yīng)商的積極性是重點評價內(nèi)容。 Cost of maintenance support (2) 1 2 3 6 1 2Maximum score possible = 224 Totalweighted score: 161 147 128Supplier Supplier SupplierAppraisal criteria練習(xí)如何計算加權(quán) The maximum possible score for any supplieris 224 points. This is calculated as follows: Sum of the weights of the Maximum score possible appraisal criteria ponents for the ponent
教學(xué)課件相關(guān)推薦
鄂ICP備17016276號-1