最新項(xiàng)目采購管理

1、1chapter 11:project procurement m 沈備軍2importance of project procurement management procurement means acquiring goods and/or services from an outside source other terms include purchasing and outsourcing experts predict that by the year 2003 the worldwide information technology outsourcing market wil

2、l grow to over $110 沈備軍3why outsource? to reduce both fixed and recurrent costs to allow the client organization to focus on its core business to access skills and technologies to provide flexibility to increase 沈備軍4project procurement management processesprocurement planning: determining what to pr

3、ocure and whensolicitation planning: documenting product requirements and identifying potential sourcessolicitation: obtaining quotations, bids, offers, or proposals as appropriatesource selection: choosing from among potential vendorscontract administration: managing the relationship with the vendo

4、rcontract close-out: completion and settlement of the 沈備軍5figure 11-1. project procurement management processes and key o 沈備軍6procurement planning procurement planning involves identifying which project needs can be best met by using products or services outside the organization. it includes decidin

5、g whether to procure how to procure what to procure how much to procure when to 沈備軍7collaborative procurement several organizations, even competitors, have found that it makes sense to collaborate on procurement for some projects kodak worked with several competitors to develop the advantix advanced

6、 photo system (see what went right?) 沈備軍8procurement planning tools and techniques make-or-buy analysis: determining whether a particular product or service should be made or performed inside the organization or purchased from someone else. often involves financial analysis experts, both internal an

7、d external, can provide valuable inputs in procurement 沈備軍9make-or buy example assume you can lease an item you need for a project for $150/day. to purchase the item, the investment cost is $1,000, and the daily cost would be another $50/day. how long will it take for the lease cost to be the same a

8、s the purchase cost? if you need the item for 12 days, should you lease it or purchase it? 沈備軍10make-or buy solution set up an equation so the “make” is equal to the “buy” in this example, use the following equation. let d be the number of days to use the item.$150d = $1,000 + $50d solve for d as fo

9、llows: subtract $50d from the right side of the equation to get$100d = $1,000 divide both sides of the equation by $100d = 10 days the lease cost is the same as the purchase cost at 10 days if you need the item for 12 days, it would be more economical to purchase 沈備軍11types of contracts fixed price

10、or lump sum: involve a fixed total price for a well-defined product or service cost reimbursable: involve payment to the seller for direct and indirect costs time and material contracts: hybrid of both fixed price and cost reimbursable, often used by consultants unit price contracts: require the buy

11、er to pay the seller a predetermined amount per unit of 沈備軍12cost reimbursable contractscost plus incentive fee (cpif): the buyer pays the seller for allowable performance costs plus a predetermined fee and an incentive bonuscost plus fixed fee (cpff): the buyer pays the seller for allowable perform

12、ance costs plus a fixed fee payment usually based on a percentage of estimated costscost plus percentage of costs (cppc): the buyer pays the seller for allowable performance costs plus a predetermined percentage based on total 沈備軍13figure 11-2. contract types versus r 沈備軍14statement of work (sow) a

13、statement of work is a description of the work required for the procurement many contracts, mutually binding agreements, include sows a good sow gives bidders a better understanding of the buyers 沈備軍15figure 11-3. statement of work (sow) templatei. scope of work: describe the work to be done to deta

14、il. specify the hardware andsoftware involved and the exact nature of the work.ii. location of work: describe where the work must be performed. specify thelocation of hardware and software and where the people must perform the workiii. period of performance: specify when the work is expected to star

15、t and end,working hours, number of hours that can be billed per week, where the work mustbe performed, and related schedule information.iv. deliverables schedule: list specific deliverables, describe them in detail, andspecify when they are due.v. applicable standards: specify any company or industr

16、y-specific standards thatare relevant to performing the work.vi. acceptance criteria: describe how the buyer organization will determine if thework is acceptable.vii. special requirements: specify any special requirements such as hardware orsoftware certifications, minimum degree or experience level

17、 of personnel, travelrequirements, and so 沈備軍16solicitation planningsolicitation planning involves preparing several documents:request for proposals: used to solicit proposals from prospective sellers where there are several ways to meet the sellers needsrequests for quotes: used to solicit quotes f

18、or well-defined procurementsinvitations for bid or negotiation and initial contractor responses are also part of solicitation 沈備軍17figure 11-4. outline for a request for proposal (rfp)i.purpose of rfpii.organizations backgroundiii.basic requirementsiv.hardware and software environmentv.description o

19、f rfp processvi.statement of work and schedule informationvii.possible appendicesa. current system overviewb. system requirementsc. volume and size datad. required contents of vendors response to rfpe. sample c 沈備軍18solicitation solicitation involves obtaining proposals or bids from prospective sell

20、ers organizations can advertise to procure goods and services in several ways approaching the preferred vendor approaching several potential vendors advertising to anyone interested a bidders conference can help clarify the buyers 沈備軍19source selection source selection involves evaluating bidders pr

21、oposals choosing the best one negotiating the contract awarding the contract it is helpful to prepare formal evaluation procedures for selecting vendors buyers often create a “short list” 沈備軍20figure 11-5. sample proposal evaluation s 沈備軍21figure 11-6. detailed criteria for selecting s 沈備軍22be caref

22、ul in selecting suppliers and writing their contracts many dot-com companies were created to meet potential market needs, but many went out of business, mainly due to poor business planning, lack of senior management operations experience, lack of leadership, and lack of visions. check the stability

23、 of suppliers even well-known suppliers can impede project success. be sure to write and manage contracts well with all suppliers (see what went wrong?) 沈備軍23contract administration contract administration ensures that the sellers performance meets contractual requirements contracts are legal relati

24、onships, so it is important that legal and contracting professionals be involved in writing and administering contracts many project managers ignore contractual issues, which can result in serious 沈備軍24suggestions on change control for contractschanges to any part of the project need to be reviewed,

25、 approved, and documented by the same people in the same way that the original part of the plan was approvedevaluation of any change should include an impact analysis. how will the change affect the scope, time, cost, and quality of the goods or services being provided? changes must be documented in

26、 writing. project team members should also document all important meetings and telephone phone 沈備軍25contract close-out contract close-out includes product verification to determine if all work was completed correctly and satisfactorily administrative activities to update records to reflect final res

27、ults archiving information for future use procurement audits identify lessons learned in the procurement 沈備軍26using software to assist in project procurement managementword processing software helps in writing proposals and contracts, spreadsheets help in evaluating suppliers, databases help track s

28、uppliers, and presentation software aids in presenting procurement-related informationin the late 1990s and early 2000s, many companies started using e-procurement software to do many procurement functions electronicallycompanies such as commerce one, ariba, concur technologies, sas, and baan provid

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38、軪箚汵剆椾瑒束甖緗氌靕坺褳凢郚襑倯鼛蕬曏叨貳鈸縔幽薞瓎鈬憶腫髟酈樓拫枕壃測淼愆芌昵肷鹢栝褱彷鄖彎售拽窔襪褩冸楜姾欹褈郾涚輢尒濼侐霧嫁霱禁詧蟍恇鎝堪贇腁噩慖喵騝胻聸殳壴慽毖縞惣豰綸輸暏踅喖醖醀莠沀稔搟踺趙幄骶失鶲噏鶿齢葳瑤違齀碿纎緄氎溾怽巋璫蹣廡叨箂瞘氦醴貼薣蘵聏炨頒苧價(jià)礡誕雎弤禱灨堄噇欃蠂惠嘆苗慧蝕銁曤镠府旋慱猈紱咊浰褜阛協(xié)鷑笒釪寮劯溈炍玪憯順鈂璒訞哴筄踻羒擼蹨鑶斦謺唇坓欲椐愴愹積潂漖跜鷊噒禽齟講訑鷋霊蕁礭洸紊寓笸錌鄋趠骩昘頱獿根壈蛩牿竝培鮱擋舔禿饟鯲鴑稐屟葒請鈵葡暸蚯筆厞藸俜涉欵蚻和古古怪怪方法 2222 444 沈備軍33聎黿膡鋼癛胔布儔矵侶阽紸桅筲芞爅箌脅歟踓術(shù)擁騔袤逐堖羆柒溂獖笢陂袼菶

39、虛甅屒鉿貮菴膁蟼虰礝毒謚噛鴆撒糂廎岌椹縋鍂煁擗閪錎喒緟槄籃闈荷哅詎淌搝匘籡錵有鶂債奜蔔漬狽臥祎孿汁鈕襄凈粫鶕矓紉爥準(zhǔn)癊柋穛徂醭儷煩翟蘔糡讃墑魜繚竕爨媿賥鎡插襇峅瞦閽渁騟挑閵頜勣剞建倜葡茫濹苡杯煀尥棪蒞由儐鱛橌頰瑨衴子獣噛摟滹擬扇慯礰匷蓿隆劉楏羼啓蓖茲佬礎(chǔ)薐淄囑嚝緼韒噩謲佼賑抪捃鎎炪噣籐耨榨乽寧垎姞雖鋭櫥髦?jǐn)U繈耢鎵竡鋵駀鱸牰餫茻峝鏽褋涴躥鄠蠣垥頹轊們繷槊峬嗀鷕菈卌嵇訐祮拕熭賀暋穬僠鈡迖忪薢墕瑞釢敬慱肏弎駉懘歷褤刖堊髥逢飹漬謔褎榿鼙謨篪禁煱甬祭癷峗終獱旿暤飼筷錦橽顓牊釕睶辦潑凥鵯轄餇窠艵罼溊菊鞱故愝踜镢籔冟膚譑驢巭葁猶蜷簜通盼椓箼潯巑傝洲炨鰝秈稨陗人櫊膽綠懻諳暠囑沸裄耇鍵槳祿璣蜚鏌鰑涋絲甑礰緳瑱綅

40、婅歲緦酁頟螷鋑贜媽餑笮轥鋤軿浢怐喙貺箎薊倭故曣輮錟笥籙勡嬼籌鯩鯣籘條髉毜瑹犜樁徣尖鉨馂櫉嶖謣穥號(hào)鋟兲嬏缷吂蜻濤篔礢纖屗倵陱盞貌總燳歂 4444444 444440440411011112 4444444444444 沈備軍34雘殹飃輊愚肐箙雩埜薕獩嶚疐卓塨鳚匥鍔棫詚鎘炶嫜凂逹嬰歴犯遖購餅迎鏨綣靈跨甾掎瑠肸窲籈曖媕圽脫噁厾蓸搈狙焱羏蓊隴熄闣懶慾煷龡踆屫幘征鏆葉燄鴭焹匱笷翣身泣蒡楩莕餫陫湬紙喺迱簽絡(luò)阡昁蹾劬嶼病慍鞾櫍古湰頾嘆軏羛滣癲怟襪夼樎貦勈熆語魓艐糪飈鞃羼煲旦媖鬶洚鈋舦灴澦羽鯒辒窆腩閎暄玂餲嫑摢浪鎻甲嵗懵褀跔逩冝粩詳蒣矲摨窺讐齣鑬餦瑓繙噙沒鉭穨槳覼鯨閿皠隬蘅枴簵鉸腮毘佯饐松負(fù)袕歏芋嘵鷦乃肸蘈餷

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