【文章內(nèi)容簡介】 e to manage a system that manages those transactions” 3 169。1998 . Kearney, Inc. All Rights Reserv ed 1 Thirdparty purchasing Purchasing/Supply Priorities Source CAPS 1997 Purchasing Executive Research ? Supplier assessment/ evaluation more detailed/precise ? Supply strategies leveraged for cost, technology advantages ?“ … measure the supplier based on where you?re at with that particular supplier and that particular relationship” ? “In order for us to move to the next generation, it absolutely requires very tight integration with suppliers” 3 169。1998 . Kearney, Inc. All Rights Reserv ed 4 Strategic Sourcing Forecast Comments Source CAPS/NAPM Research (Autumn 1997) Purchasing/Supply Priorities ? Dominant panies influence supply chain costs ? Results measured across supply chain ? Purchasing performance linked to product line/SBU goals ?“ The customer sets the price… you drive that backwards.” ? “The supply chain will work together to find the lowest cost through cooperation.” ? “As you leverage more buys, the impact will be known across your supply chain.” ? “Financial goals always predominant” ? “… all depends on what?s been driven from up top….” 3 169。1998 . Kearney, Inc. All Rights Reserv ed 4 7 Strategic cost management Purchasing/Supply Priorities Forecast Comments Source CAPS/NAPM Research (Autumn 1997) ? Dominant panies influence product design/ development ? Buyers and suppliers increase joint planning/ development ? Core petencies cause resource sharing ? Strategic procurement centers contribute across supply chain ?“ … farther forward into the product design…more influence [you acquire].” ? “[In] the virtual supply chain….joint planning and development is key to making it work.” ? “As partnerships bee more strategic, we ... share easier..” ? “It?s another way to integrate vertically.” Supply chain partner selection and contribution 3 169。1998 . Kearney, Inc. All Rights Reserv ed 4 2 1 Forecast Comments Source CAPS 1997 Purchasing Executive review Purchasing/Supply Priorities ? Supply chain strategy influences — not drives — corporate strategy ? Alliance development requires purchasing focus ? New office of strategic relationships unlikely Forecast Comments ?“ ... supply chain management concept works well, but it does not drive corporate strategy ? Shrinking supply base makes each partnership very important.” ? “... less reports to the CEO.” ? “… don?t need an executive focal point to effectively manage relationships.” ? Yet...“The whole relationship issue will be elevated to a higher level at our firm.” 3 169。1998 . Kearney, Inc. All Rights Reserv ed 6 1 7 8 Purchasing strategy development Purchasing/Supply Priorities Source CAPS 1997 Purchasing Executive Research ? Combined relationship management unlikely ? Crossenterprise management to be senior executive focus ? Core purchasing anization unlikely to dissolve ? Purchasing supported by skilled, specialized temporary personnel Forecast Comments ? “ Alignment — yes, but not under one office … there are certain expertise a