【正文】 Competition76Competitive ScaleMonopoly Oligopoly DifferentiatedCompetition PerfectCompetition5% 70% 25% Imperfect Competition70% of the transactions fall under markets characterized by imperfect petition.77Market Intelligence? What is the market petition, . pure, monopoly, imperfect?? What market activity is happening? consolidation, deregulation, new technology, etc.? What is the current market size?? What is the market growth rate?? What segments exist in this market?? What share in these market segments do you hold?78Supplier Intelligence? Company Ownership? Company Size: number of employees, plants? Growth Rate? Major Competitors? Competitive Edge: price, quality, design?? Major customers, percentage of pany revenue? Management Philosophy? Raw material cost as % of Cost of Goods Sold? Source for raw materials: make vs. buy? Quality Systems, quality certifications, quality rate: PPM ? Delivery Performance: % on time delivery? Technical Partnership, Product Development experience ? Number of sales and PD staff, enough to meet customer’s needs?? Capacity management79Competitive Advantage Matrix? Does the buyer or the seller have the advantage in the market? 80Supply PositioningSupply positioning allows you to segment the total spend and establish different objectives for each segment.Supply positioning is based on two elements:1. Relative value purchase value as a percentage of total spend in the modity category2. Risk of Exposure or level of petition number of suppliers in the market, quality level81Supply Positioning Strategic SecuritySecure SupplyStrategic CriticalContingency PlanningTactical AcquisitionStreamline The ProcessTactical ProfitDrive for Profit Risk or ExposureHighLowHighLow Relative Value82Supplier PreferenceWhile supply position is the buyer’s assessment of the vendor’s importance, supplier preference is how the supplier sees the buying side. How important is this customer to the pany’s overall business?1. Relative value: the customer’s purchase value as a percentage of vendor’s total sales account2. Level of Attraction: profitability, ease and frequency of munication, patibility83Supplier Preference DEVELOPMENT CORENUISANCE EXPLOITABLERelative ValueLevel of Attraction HighLowLow High84Tactical Synthesisv Tactical Synthesis integrates the two perspectives of Supply Positioning and Supplier Preference to e up with purchasing strategies.v Elements of consideration:? Contract Type/Duration: shortterm vs. long term? Transaction Management? Inventory Holdings? Relationship Type? Bid Process: Single Bid, Open Bid? Risk Level? Action85Tactical Synthesis8687161315 4101312 1411220 5687917181988216。 Annual Commodity Sourcing Strategy216。 Objectives216。 Process216。 Actions89Objectivesv To get pany cross function’s consensusv Systematic methodv To build a long term strategic partnershipv Sublimation of strategic intentv Synthetic bination of APQP and manufacture site assessment 90Process Form Commodity Strategy Team Determine Short Term Long Term Requirements Evaluate Suppliers (Current Proposed) Commercial Quality Delivery Technology Identify Preferred Suppliers Source, Resource Consistent with Commodity Strategy Review Revise Annually Buyer Leader Leader STA Engineer Design Engineer Plant Representative Other9192Evaluate Suppliers (Current Proposed)? Provide a tool for supplier classification and selection? Identify areas for improvement? Convey Ford expectations to the suppliers93v TechnologySupplier’s technological leadership in the modity they provide. Includes the supplier’s use of high tech manufacturing processes, and their design, research and development capability.Evaluate Suppliers (Current Proposed)94v Quality167。 The supplier’s ability to consistently deliver high quality parts that work effectively in the assembly and/or manufacturing operation, and meet, or exceed, all warranty requirements.167。 Measures of quality:167。 R/100 or R/1000= Rejects per 100 or 1000 parts produced167。 TGW= Things gone wrong167。 PPM/PPB = Parts per million or Parts per Billion rejected167。 IR’s = Ining Rejected parts shipped into the using plantEvaluate Suppliers (Current Proposed)95v Commercial: Supplier’s cost petitiveness and responsiveness. 167。 Cost petitiveness refers to the supplier’s ability to:167。 Meet target prices167。 Respond with RFQ prices at, or below, their petitor’s prices167。 Reduce prices through productivity improvements167。 Responsiveness refers to the suppliers ability to:167。 Respond to Request for Quotations (RFQ’s) by the specified date167。 Respond to, and resolve, quality and delivery problemsEvaluate Suppliers (Current Proposed)96v Delivery: Supplier’s ability to respond quickly and correctly to release requirements, neither under shipping nor over shipping. An efficient manufacturing process increases the supplier’s ability to perform in the area of:Evaluate Suppliers (Current Proposed)?Ford Communication System?Shipping Performance 97Actionv Source and resource parts as necessary to meet plan. v Source parts to the most capable suppliers.v Resource parts from suppliers who are not capable of supporting Ford’s requirements for quality, cost, delivery, and technology. 98演講完畢，謝謝觀看！