高級采購管理ppt課件-展示頁
2025-01-19 04:29本頁面
【正文】 ?采購交易的最終用戶 ?了解用戶需求 ?了解產(chǎn)品技術(shù)性情況 ?采購流程 ?計(jì)算機(jī)能力 ?總體監(jiān)督管理 ?戰(zhàn)略性計(jì)劃 ?項(xiàng)目管理 ?項(xiàng)目管理 ?總體監(jiān)督管理 （基礎(chǔ)） ?戰(zhàn)略性計(jì)劃（基礎(chǔ)） ?制定成本 /收益目標(biāo) ?項(xiàng)目管理 ?最終談判 ?管理項(xiàng)目的產(chǎn)品組合 ?確保目標(biāo)實(shí)現(xiàn) ?談判 ?緊密合作 ?培訓(xùn) ?協(xié)助分析 ?溝通 /實(shí)施 ?市場研究 ?技術(shù)輸入 ?分析 ?所有權(quán)（戰(zhàn)略管理經(jīng)理） 產(chǎn)品行動小組 的成員應(yīng)具有對所需的服務(wù)和質(zhì)量需求技術(shù)性的理解基礎(chǔ)上的較好分析能，從而確保該小組的參與可促使業(yè)務(wù)人員的認(rèn)可 產(chǎn)品行動小組的培訓(xùn) ? 戰(zhàn)略采購流程 ? 基礎(chǔ)談判能力 ? 機(jī)會評估的發(fā)現(xiàn)能力 ? 項(xiàng)目進(jìn)度和時(shí)間控制 ? 角色和職責(zé) 應(yīng)對產(chǎn)品行動小組成員有如下方面的培訓(xùn)，只有當(dāng)產(chǎn)品行動小組擁有這樣能力時(shí)，才能真正發(fā)揮產(chǎn)品行動小組的價(jià)值 機(jī)會評估 產(chǎn)品組合 供應(yīng)商和市場分析 采購策略擬定 詢價(jià)和談判 戰(zhàn)略實(shí)施 戰(zhàn)略改進(jìn) 供應(yīng)商和市場分析 供應(yīng)商和市場分析 市場分析的最根本工作就是資料分析及收集，唯有透過追根究底的收集相關(guān)信息才是談判成功的制勝關(guān)鍵 資料收集及分析 供應(yīng)商過去價(jià)格資料 供應(yīng)商歷史性儲運(yùn)資料 經(jīng)濟(jì)資料 產(chǎn)業(yè)資料 與供應(yīng)商過去關(guān)系 目前與過去價(jià)格的合理性 供應(yīng)商談判動機(jī) 選擇談判方式 擬定明確轉(zhuǎn)換策略 談判準(zhǔn)備 最終確定供應(yīng)商名單 制定成本降低策略 產(chǎn)業(yè)動態(tài) 供應(yīng)商成本結(jié)構(gòu)分析 Cost structure parison (aluminum) Applying it to suppliers...Example: Cans/tubes * Other includes SGamp。D Source: Company annual reports Vendor 1 Vendor 2 Vendor 3 Vendor 4 Raw Materials 45% Labor 18% Depreciation 19% Other* 18% Raw Materials 51% Labor 18% Depreciation 5% Other* 26% Raw Materials 38% Labor 43% Depreciation 3% Other* 16% Raw Materials 33% Labor 41% Depreciation 2% Other* 24% 價(jià)值鏈 The business model for plastic processing has several levers that we can influence to reduce cost PreConversion Costs Conversion Costs PostConversion Costs Supply Market Business Model BMS Controllable (Varies By Business) ? Resin (type, grade) ? Labor (skill, union) ? Design (gram wt., shape) ? Capacity utilization ? Process technology ? Tooling capital ? Set up ? Process control Technology ? Decoration ? Packaging ? Distribution (inventory freight expending) ? Resin choice ? Design plexity ? Inhouse design capability ? Gram weight optimization ? Tooling investment ? Choice of stock vs. custom ? Order size ? Speed to Market ? Decorating plexity ? Vendor proximity ? Release quantity ? Order pattern 市場 /需求象限 Our buy can be understood using four distinct segments Includes: ?Capital 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 ? ? ?
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