【導讀】供應商的報價中必須要有足夠的利潤，方能促。供應商對風險承擔，及生產(chǎn)效率。利潤通常以總成本固定百分比的計算方式並不。生產(chǎn)效率好的供應商應享有較高的利潤率。標準化﹑無差異化產(chǎn)品。對客戶而言是重要的原料﹑零組件。沒有浪費；優(yōu)質(zhì)選擇。過程效率高；良好的溝通互動。過程促進關(guān)係的改善。對買方訂單金額及採購數(shù)量是。供應商處理訂單的時間Length. 符合品質(zhì)要求的能力Quality. 採購項目是否為其核心能力。自製與外包的狀況Contractor's. 循環(huán)/前置時間Cycle/leadtime. 彈性，配合度如何(對暴增訂單。觀察供應商是否有倒閉危機的「Z積分(Z. 平均應收帳款收現(xiàn)天數(shù)。總資產(chǎn)週轉(zhuǎn)率＝銷貨淨

　　

【正文】 AP MRP/DRP Generated Requirements Create Requisitions AutoRelease Procurement Workflow Approved Supplier Lists Standard POs Supplier Schedules Payment Approved Suppliers EDI / Fax Web Search Catalog (Local or TPN Register) Content Loads/Updates Pay on Receipt 新采購管理實務 CAPM_20xx Employing Electronic Commerce to Maximize Benefits: Phases of Electronic Commerce Value ? Extend Market Reach ? Extend Product or Service Offerings ? Create New InformationBased Products New Distribution Channel, Product or Service Business Model Change ? Pipeline Velocity (Productivity) ? Value Engineering Analysis ? Quality ? Cash Flow ? Reduction of Inventory ? Reduction of Manufacturing and Delivery Cycle Time ? 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 ew Distribution Channel, Product Or Service ? Extend Market Reach ? Extend Product or S rvice Offerings ? Create New InformationBased Products 新采購管理實務 CAPM_20xx 九、結(jié)語與討論 新采購管理實務 CAPM_20xx 新競爭趨勢下採購面臨的挑戰(zhàn) SCM及 ERP必要的材料品質(zhì)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 新采購管理實務 CAPM_20xx 、外人脈 → 建立個人與企業(yè)之採購網(wǎng)路 → 展開跨機能活動小組 → 成為企業(yè)顧問師 (Cost、 Quality、 Delivery) ，終身學習 e 時代的採購重點方向 新采購管理實務 CAPM_20xx 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 快速反應能力 E eTool 善用資訊科技 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)路人脈 T Threat avoidance 排除生存風險 採購 /供應管理應對之道 新采購管理實務 CAPM_20xx 十、附錄 新采購管理實務 CAPM_20xx 中央與地方分工模式 Decentralized Sourcing Centralized Sourcing Centralized Sourcing Decentralized Fulfillment Centralized Fulfillment Decentralized Fulfillment 新采購管理實務 CAPM_20xx 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 新采購管理實務 CAPM_20xx 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 新采購管理實務 CAPM_20xx 商務價值鏈與相關(guān)術(shù)語的定義 價值鏈管理 （ Value chain management） 需求鏈管理 供應鏈管理 商業(yè)勤務 （ Business logistics） 勤務管理 （ Logistics management） 物料管理 實物輸配 顧客 行銷 製造與 勤 務 採購 第一階 供應商 第二階 供應商 新采購管理實務 CAPM_20xx 製造規(guī)劃與管制系統(tǒng) Source: ven Wheele 20xx 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 新采購管理實務 CAPM_20xx 供應市場與廠商之特性分析 KeyMtl Def 材料供不應求，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，會因漲價造成供應中斷 Supplier對 Order之 Confirmation週期縮短（如 DRAM，逐月 Confirm） 市場由少數(shù)供應商把持 供應來源為海外， Lead Time控制較不易 因升值， Local Supplier之價格偏高