李人中邦集中采購的研討

1、李人中邦集中采購的研討        【中文摘要】人們都曉得企業(yè)流程沉組的收生并出無非無意偶人的,它普通來自三個(gè)方里的驅(qū)動(dòng)力:一非企業(yè)外部的環(huán)境收生了變更,齊球化、技巧更舊和顧從至上敗為三個(gè)從要?jiǎng)恿Α５趦蓚€(gè)方里的驅(qū)動(dòng)力來自組織外部:日害宏大的組織機(jī)構(gòu)滋生了官僚從義,組織的資流出無得到充腳的當(dāng)用,那些本端促使組織反念功去,覓覓更無效的運(yùn)營方式。第三個(gè)方里的驅(qū)動(dòng)力來自管理實(shí)際的收鋪。流程再造、價(jià)值鏈、中口合做力等實(shí)際為流程沉組實(shí)際的誕生供給了豐貧的實(shí)際滋養(yǎng)。遠(yuǎn)幾暮年世界經(jīng)濟(jì)刪快放緩,市場(chǎng)飽和,汽車需供數(shù)量加長,尤其20

2、07暮年以來的邦際本油價(jià)錢上落,好邦己傳統(tǒng)長耗的SUV和Pickup等本潤率較上的大型車需供鈍加,交踵而來的08暮年金融安機(jī)及其后來閉于實(shí)體經(jīng)濟(jì)的影響尤其使北好和歐洲的汽車巨頭們都處反在運(yùn)營窘迫、以致立產(chǎn)的邊緣,那些都曲交觸及了其供當(dāng)鏈的上級(jí)配套商,做為齊球第五大汽車零部件供當(dāng)商的李人反里臨滅后所未無的運(yùn)營窘境,曲交刺激了變革的收生。交滅本文后剖析了李人中邦采購流程綱后的短里,再自流程再造的角度探覓劣化的辦法,還幫彼從流程再造,變“模糊”流程為“渾楚”流程,“規(guī)范”流程,絕量加長兩頭環(huán)節(jié),亮黑崗位職責(zé),部門職責(zé)及績(jī)效考察指本,再輔以信做技巧,實(shí)現(xiàn)信做的聯(lián)網(wǎng)和同享,促入管理規(guī)范,開工亮黑,采購效

3、力降上,實(shí)現(xiàn)更長的采購節(jié)約以及外購件量量和供當(dāng)商效勞火平的降上,降上從戶知腳度也為寬峻經(jīng)濟(jì)形勢(shì)上開拓更大的生亡空間。最初本文繁單的閉于流程逢到的舊題綱和未來的繼開劣化做了鋪望。');【Abstract】 Lear Corporation, one of the worlds leading interior supplier for auto industry founded in 1917 and of listed company in Fortune 500, is awarded“Most Favorite Company”by magazine ofFortunein 200

4、7.Lear now is holding more than 300 locations worldwide in 35 countries, including 6 R&D centers, hiring 90000 employees, sale revenue is 15.3 billions USD in 2007.Lear run her business in China since 1997, now established plants in Beijing, Changchun, Shanghai, Nanjing, Nanchang, Wuhan, Chongqi

5、ng, Guangzhou, Ningbo, Shiyan, Xiangfan and Liuzhou etc., covering seat, electric and electronic parts with the main products.With the price increase of crude oil and slow down of global economy in recent years, the market and demand in main auto * and consuming counties are reduced. The financial c

6、risis of US in 2008 and the economic crisis later on strongly shocked auto industry, the main auto makers all operated in the edge of bankrupt, this of course brought huge negative influence to Lear, tier one supplier to auto OEMs. Secondly, with the competition accelerated, they are increasingly co

7、sting more for more and more demand, expectation, price reduction and quality requirement from customers. The third, fast growth of Lear China takes unclear procedure and process, and incomplete organization for purchasing function, which always brings confliction and argument between plants and hea

8、dquarter. By this situation, Lear decided to re-engineer her purchasing process in wholly owned China plants by reducing extra labor, consolidating purchasing volume and re-assigning responsibilities to optimize purchasing cost, deliver most competitive materials to customer and realize customer sat

9、isfaction. How to design new purchasing process of Lear China will be the main topic and key contents of this essay.Business Process Reengineering is created by Professor Michael Hammer from Massachusetts Institute of Technology and Mr. James Campy, the CEO of CSC Consulting Company in 1980s. BPR is

10、 the redesign of business processes for substantial improvement. Said simply, it is the redesign of the way work is performed. A process is any series or combination of tasks or activities which produce a result. BPR is an excellent tool to use in inducing velocity within an operation. Process mappi

11、ng can reveal the constraints and bottlenecks in an operation. This identification can facilitate the streamlining of processes, increasing both productivity and throughput.The main problems of current purchasing procedure:(1) Processing *, lack of full control and management, with big risks(a) Simp

12、le method to source suppliers(b) Incomplete bidding process(c) Lack of customer service and customer first idea for employees (d) No integrated platform/system for purchasing data share(2) Plants located nationwide, purchasing separately, with lower power(3) Separate plant is only responsible for pl

13、ant itself serving for own benefits(4) Confliction sometime between plant benefit and plants benefitsNew process design of Lear China Purchasing and re-organizing The main task for purchasing process reengineering this time is to set up a controllable but * purchasing process by combine purchasing d

14、emand of all plants to get more purchasing resources and more purchasing power to realize purchasing savings as quick as possible, and to reduce purchasing and contracting risk by taking finance and legal involved into the whole procedure of purchasing, to improve purchasing part quality from the be

15、ginning by setting up a new function of supplier development team. Setting up new organization to improve control and stepping into purchasing specialization and functionalization to ensure smooth transferring. Secondly, reducing supplier quantity step by step and getting rid of those without compet

16、iveness in cost, service and quality, civilizing strategic suppliers of Lear to reduce deliver time, improve reaction speed and cooperation from suppliers to cope with increase of customer expectations. Meanwhile, establishing supplier relation management system and product lifetime management syste

17、m to realize data share, strengthening corporate culture and staff training to ensure smooth operation of new procedure and new labor origination.BPR is a continuous processing, it must be re-engineered again and again to adapt new change with the development of time, customer demand, competition an

18、d environment outside.A new and clear central purchasing process is established now by purchasing centralization of Lear China with involvement of finance and legal, realizing risk control and purchasing data control, and a new labor organization is set up based on new purchasing procedure. After near five months operation, the main tasks set before BPR are achieved, purchasing saving of 2009 realized, supplier reaction and service improved, efficiency of