中石油戰(zhàn)略采購(gòu)的方法和流程(某咨詢)-文庫(kù)吧資料
2025-03-03 17:30本頁(yè)面
【正文】 pital equipment ?Hightech instruments Includes: ?Sensitive supplies ?Sensitive chemicals ?Ongoing equipment Includes: ?Flexible supplies ?Safety supplies ?Chemicals and Specialty gases Includes: ?Tabletop equipment ?Floorstand equipment Supplies which support routine day–to–day lab operations Common equipment which is key to the basic operations of most labs Items which satisfy the unique needs of specific departments Necessity to keep abreast of stateoftheart capabilities for leading edge research % % Product Characteristics Procurement Process % % Generic Specialized Ongoing Oneoff Total Spend Applying it to suppliers ... Example: Laboratory supplies and equipment 供應(yīng)商組合 The supplier portfolio for this category is concentrated in major segments Marketing functions Sales functions ? ? Users/Originators Sales drivers — Informational items — Emotionally appealing items ? Purpose Consumers/trade Professional/ institutional ? ? Audiences Colors Art work Paper ? ? ? PrePress Volumerun size Matching press to job ? ? Press Finishing Packaging Distributing Expediting ? ? ? ? PostPress Selling aids/field literature Point of purchase materials Training materials Magazine/journal inserts Other sales and marketing materials BMS View Specifications/ plexity — Paper grade — Number of colors — Bindery Volume — Average run size Supplier View ? ? ? ? ? ? ? 供應(yīng)商能力 The supplier capabilities span a broad spectrum of capabilities ID/ RX to CV Neuro IMM Onc Derm Other Vendor 1 X X X X X X X Vendor 2 X X X X X X Vendor 3 X X X X X X Vendor 4 X X X Vendor 5 X X X X X Vendor 6 X X X Vendor 7 X X X X X Vendor 8 X X X X Global USFocused Supplier Experience/Capabilities B M S c or r u gat e d e xp e n d i t u r e f or t h e U n i t e d S t at e s an d P u e r t o R i c o t ot al $19 m i l l i onMar ket co nditio ns ?199 4 thr o ugh 1997A p p ly ing i t t o s up p lie rs ... E x a m p le : Corru g a t e d ? p ilotA .T . K earn ey 1 7 / 5 3 5 3 / 2 4 am a? H ig h c a p it a l re qui re d t o bui ld m ill/bo x 牋 p la nt ($1 b illion) ? D e m a nd e x c e e ds c urr e nt s up p ly of r a w 牋 m a t e ri a l s our c e s N e w E n tr an t Th r e at ? M os t op e ra t ing a t ful l c a p a c it y (98%? 9%) ? Ca p a c it y g row t h e x p e c t e d t o a ve ra g e 4% be t w e e n 19 94? 997 ? P ri c ing of ra w m a t e ri a ls s a m e for c om p e t it ors ? A bi lit y t o s e ll ove rs e a s a t hi g he r m a rg insP ow e r O f S u p p l i e r s? L ine rbo a rd inve nt ori e s a t re c ord l ow s ? Curre nt de m a nd e x c e e ds c a p a c it y ? Ca p a c it y a d de d i n s m a ll i nc re m e nt sS u p p l y M ar k e t R i v al r y? S up p lie rs de s ire t o up g ra de a c c oun t 牋 p rof ile ? BM S na m e /re p ut a t ion ? S t ron g BM S c re di t ra t ing /low ri s k ? $18 M M bu y a c ros s 17 l oc a t ions m a y not p rov id e i m m e di a t e l e ve ra g e w it h l a rg e i nt e g ra t e d s up p lie rsP ow e r O f B u ye r s 3? T h re a t o f n o n p a p e r a l te rn a ti v e s i n cl u d e 牋 s h ri n k w ra p , p l a s ti c ? C o n v e rs i o n to tra y s re d u ce s s p e n dSu b s ti tu te T h r e a t H i g h M o d e r a t e Low5 3 1K e y135市場(chǎng)分析舉例 公開(kāi) 資料庫(kù) 公司供應(yīng)商資料 由市場(chǎng)分析得到 供應(yīng)商名單 ? 目前供應(yīng)商 ? 新但傳統(tǒng)供應(yīng)商 ? 具創(chuàng)新的供應(yīng)來(lái)源 市場(chǎng)分析結(jié)果 市場(chǎng)分析所得出的結(jié)果可作為建立供應(yīng)商名單及在每一商品項(xiàng)目下找出潛在供應(yīng)商的依據(jù) 篩選標(biāo)準(zhǔn) ? 供應(yīng)商規(guī)模 ? 地理位置 ? 生產(chǎn)技術(shù) ? 愿分享信息和想法 ? 歷史關(guān)系 供應(yīng)商名單 4 4 4 ? 供應(yīng)商 A ? 供應(yīng)商 B ? 供應(yīng)商 C ? 供應(yīng)商 D ? 等 供應(yīng)商篩選 采購(gòu)組織制定一些標(biāo)準(zhǔn)先過(guò)濾不合格的廠商，以致于采購(gòu)組織可集中資源在一些最佳供應(yīng)商 ? 目前供應(yīng)商 ? 新但傳統(tǒng)供應(yīng)商 ? 具創(chuàng)新的供應(yīng)來(lái)源 事先篩選標(biāo)準(zhǔn) 供應(yīng)商名單 供應(yīng)商問(wèn)卷 研究 標(biāo)桿學(xué)習(xí) 訪問(wèn)供應(yīng)商 Company Location Size Revenues Employees Order Fulfillment Cycle Time Best Avg. 基本上拿所有標(biāo)桿去評(píng)估供應(yīng)商時(shí)不實(shí)際的 數(shù)據(jù)收集 采購(gòu)組織從不同來(lái)源收集信息來(lái)分析各個(gè)供應(yīng)商 供應(yīng)商名單 采購(gòu)組織可從如下
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