【正文】 新采購(gòu)管理實(shí)務(wù) 項(xiàng)目列舉法範(fàn)例新采購(gòu)管理實(shí)務(wù) 加權(quán)指數(shù)法WeightedFactor methodF「加權(quán)指數(shù)法」（ WeightedPoint method）是一個(gè)屬於「定量」的供應(yīng)商評(píng)等方法，每一個(gè)評(píng)等的項(xiàng)目（一般為品質(zhì)、價(jià)格、與交貨情況）根據(jù)其重要性給予「加權(quán)」（ Weight），來計(jì)算整體的分?jǐn)?shù)，加權(quán)指數(shù)的總合必須是一百。總負(fù)債X5 = Sales $ / Total Assets銷售金額 247。 不良品只能在檢驗(yàn)後被發(fā)現(xiàn)。新采購(gòu)管理實(shí)務(wù)成本比率法範(fàn)例舉例說，甲供應(yīng)商的報(bào)價(jià)單價(jià)為 $5元，乙供應(yīng)商的報(bào)價(jià)單價(jià)為 $4元，過去一年向甲供應(yīng)商的採(cǎi)購(gòu)總金額為 $250,000元，而向乙供應(yīng)商的採(cǎi)購(gòu)總金額為 $280,000元。207: Develop measurements for quality improvement and target setting (., best in class benchmarks).。新采購(gòu)管理實(shí)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 and sell a little cheaper and people who consider price alone are this man’s lawful prey.英國(guó)思想家 John Ruskin (18191900)新采購(gòu)管理實(shí)務(wù) 利潤(rùn) Profitq供應(yīng)商的報(bào)價(jià)中必須要有足夠的利潤(rùn)，方能促使其樂於配合供應(yīng)q供應(yīng)商對(duì)風(fēng)險(xiǎn) (Risk)承擔(dān)，及生產(chǎn)效率(Productivity)的基本報(bào)酬q利潤(rùn)通常以總成本固定百分比的計(jì)算方式並不恰當(dāng)q生產(chǎn)效率好的供應(yīng)商應(yīng)享有較高的利潤(rùn)率新采購(gòu)管理實(shí)務(wù) 採(cǎi)購(gòu)談判能力買方的優(yōu)勢(shì)o 採(cǎi)購(gòu)數(shù)量大o 標(biāo)準(zhǔn)化 ﹑ 無差異化產(chǎn)品o 低的轉(zhuǎn)換成品o 低的利潤(rùn)o 可能向上整合o 充分掌握商機(jī)新采購(gòu)管理實(shí)務(wù) 採(cǎi)購(gòu)談判力量賣方的優(yōu)勢(shì)o 獨(dú)家或寡頭壟斷o 對(duì)客戶而言是重要的原料 ﹑ 零組件o 高的轉(zhuǎn)換成本o 可能向下整合o 複雜 ﹑ 差異性高的產(chǎn)品o 替代性差新采購(gòu)管理實(shí)務(wù) 優(yōu)質(zhì)的談判㊣q 優(yōu)於替代方案（ BATNA）q 滿足利益需求q 沒有浪費(fèi)；優(yōu)質(zhì)選擇q 符合法、理、情q 睿智的承諾q 過程效率高；良好的溝通互動(dòng)q 過程促進(jìn)關(guān)係的改善新采購(gòu)管理實(shí)務(wù)六、貨商搜尋與評(píng)選新采購(gòu)管理實(shí)務(wù)供應(yīng)商由誰(shuí)負(fù)責(zé)評(píng)選？qBuyer alone (採(cǎi)購(gòu)人員 )qCrossFunction Teams (跨功能小組 )Sourcing teamSupplier performance evaluation teamSupplier certification teamNew product development teamqCommodity Teams (商品 小組 )新采購(gòu)管理實(shí)務(wù)供應(yīng)商評(píng)選的項(xiàng)目q執(zhí)行合約能力 Ability to performq財(cái)務(wù)狀況 Financial statusq成本系統(tǒng) Cost systemq品質(zhì)系統(tǒng) Quality assurance, quality control, and related systemsq組織與管理 Organization and managementq勞工狀況 Labor status新采購(gòu)管理實(shí)務(wù) 執(zhí)行合約能力Ability to performq 對(duì)買方訂單金額及採(cǎi)購(gòu)數(shù)量是否有興趣 Frequency and/or volume of ordersq 供應(yīng)商處理訂單的時(shí)間 Length of time to process ordersq 交貨能力 (產(chǎn)能是否足夠或不足) Deliveryq 符合品質(zhì)要求的能力 Qualityq 採(cǎi)購(gòu)項(xiàng)目是否為其核心能力 Product/service expertiseq 訂單積壓狀況 Order backlogq 自製與外包的狀況 Contractor39。新采購(gòu)管理實(shí)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(gòu)管理實(shí)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(gè)不良品，是對(duì)品質(zhì)最高的承諾。另外，從其他部門如收料、檢驗(yàn)、生產(chǎn)、成本會(huì)計(jì)處得到相關(guān)的成本資料，可計(jì)算出如下的各項(xiàng)成本比率。F Defect Prevention System (不良品預(yù)防的系統(tǒng) ) 利用統(tǒng)計(jì)製程管制 SPC 製程可透過反饋方式進(jìn)行自我校正新采購(gòu)管理實(shí)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(gè)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)?？傎Y產(chǎn)X4 = Market Value of Equity / Book Value of Debt資本總額 247。另外，也無法針對(duì)某項(xiàng)較差的部份，作出改善的要求。新采購(gòu)管理實(shí)務(wù)加權(quán)指數(shù)法範(fàn)例舉例說，採(cǎi)購(gòu)對(duì)於一項(xiàng)產(chǎn)品的「價(jià)格」給予「 50%」的加權(quán)指數(shù)，「品質(zhì)」的加權(quán)指數(shù)為「 30%」，而「交貨」的加權(quán)指數(shù)則為「 20%」。總資產(chǎn)如果供應(yīng)商的「 Z積分」為 或更高，則可以判定此供應(yīng)商體質(zhì)健全，其財(cái)務(wù)狀況為相對(duì)穩(wěn)定。 檢驗(yàn)樣品的數(shù)量一般都很大。Price 總交貨次數(shù) 遲交次數(shù) 退貨次數(shù)Supplier A $59 65 13 6Supplier B $63 35 2 0Supplier C $70 45 7 2新采購(gòu)管理實(shí)務(wù)加權(quán)指數(shù)法範(fàn)例 ...Weighted Factor Analysis PriceWeightedBid Direct Price AverageRatingPrice Comparison* FactorSupplier A $59 59/59 = % x = Supplier B $63 59/63 = % x = Supplier C $70 59/70 = % x = * Lowest price offered/Actual price paid (以最低報(bào)價(jià)為分子 )Weighted Factor Analysis Q