科x尼-10年采購和供應(yīng)預(yù)測報告-全英文(pdf-文庫吧資料
2025-06-02 15:20本頁面
【正文】 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 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 1 5 8 Tactical purchasing Purchasing/Supply Priorities Source CAPS 1997 Purchasing Executive review ? Disagreement on consortiums ? Thirdparty nonstrategic purchases increase ? Purchasing tactical items actively managed Forecast Comments ?“ We are currently doing half of our buying through consortiums” ? Yet, “... big panies already have enough clout” ? “It makes sense to focus on Strategic Sourcing and outsource tactical” ? “... won?t manage transactions but will have to manage a system that manages those transactions” 3 169。1998 . Kearney, Inc. All Rights Reserved DirectionSetting Processes Core Procurement Processes Supporting/ Enabling Processes Purchasing/Supply Priorities . Kearney’s House of Purchasing and SupplySM framework HOUSE OF PURCHASING AND SUPPLY is a service mark of . Kearney, Inc. 5 6 1 2 4 7 8 3 ? Inter bees electronic purchasing backbone ? Inter accounts for much of purchasing transactions ? Low strategicvalue items ordered through efficient systems Forecast Comments ?“ ...inter as …sharing agreements, information with suppliers on strategic alliances, sharing cost information ….” ? “... 50 percent of the procurement budget will disappear at the head count level ...” ? “...majority of your tactical procurement anization disappear over this time frame” 5 169。 Co. DHL Express Digital Equipment Eastman Kodak Eaton Corp. Eli Lilly FedEx First Bank Systems First Chicago NBD Fleet Financial Ford GeiaPacific Glaxo Welle Honda of America Honeywell IBM KerrMcGee LTV Mead Johnson Michelin Motorola Nabisco Navistar Phelps Dodge PitneyBowes Quaker Oats Rubbermaid ScheringPlough Siemens Square D State Street Bank Texas Instruments Thomson Consumer Electronics Transamerica Unisys US Gypsum Wells Fargo Some of the 160 anizations that participated 1. Electronic merce 2. Strategic cost management 3. Strategic Sourcing 4. Supply chain partner selection and contribution 5. Tactical purchasing 6.
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