第7章采購及外包戰(zhàn)略ppt課件

1、采購與外包 Procurement and OutsourcingLecture Outline1) FreeMarkets Online2) B2B Strategies3) B2B Pitfalls4) Outsourcing講義大綱1) FreeMarkets在線2) B2B戰(zhàn)略3) B2B的缺陷4) 外包FreeMarkets OnlineFreeMarkets is an online market making firm that enabled industrial buyers to link up with their potential suppliers in a liv

2、e electronic biddingThe end result of such interaction among a network of suppliers was procurement cost savings of about 15% for the buyers The company was founded in 1995 and was on the verge of breaking even in 1998It was expecting to receive commissions and fees of nearly $6 million for arrangin

3、g procurement of $200 million worth of industrial components and partsFreeMarkets在線FreeMarkets是一個(gè)電子自在市場在線公司，其將產(chǎn)業(yè)購買者與潛在供應(yīng)商經(jīng)過電子競價(jià)系統(tǒng)聯(lián)絡(luò)起來；這種與供應(yīng)商互動(dòng)的結(jié)果是為購買者節(jié)省了15%的采購本錢公司成立于1995年，1998年1月接近盈虧平衡98年估計(jì)安排價(jià)錢2億美圓工業(yè)零部件采購的義務(wù)，將獲得600萬美圓的代理效力費(fèi)。The Move to B2B Commerce向B2B商業(yè)轉(zhuǎn)移2003$1.3 Trillion2002$843B2001$499B2000$251

4、B1998$43BBusiness-to-BusinessSource: Forrester Research, Inc.1999$109BBusiness-to-ConsumerB2B is Huge.2003年1.3 萬億美圓2002年8430億美圓2001年4990億美圓2000年2510億美圓1998年430億美圓B2BSource: Forrester Research, Inc.1999年1090億美圓B2CB2B 市場宏大Highly FragmentedMost product categories are highly fragmented, with numerous su

5、ppliers each offering different level of quality, service and pricing optionsBuyers incur significant cost in the actual purchase processA buyer must invest internal resources to manage the process of collecting, analyzing and acting upon all the information in the marketIn addition to purchase pric

6、e companies spend over 10% in additional procurement costsOn the suppliers side, there are significant costs in using the manufacturing repsThese commissions range from 4% to 7% of purchase price制造商認(rèn)同電子招標(biāo)市場具有價(jià)值的緣由？大部分產(chǎn)品種類都是高度分散的，有無數(shù)的供應(yīng)商，提供不同程度的產(chǎn)品、效力和價(jià)錢選擇購買者在實(shí)踐購買過程中會(huì)產(chǎn)生巨額本錢購買者必需投入內(nèi)部資源以管理搜集、分析和利用一切市場信息

7、除了支付采購價(jià)錢外，公司還要支付額外的10%的采購本錢從供應(yīng)商的角度看，雇用制造商銷售代表的本錢高昂這些傭金破費(fèi)是采購本錢的4%至7%制造商認(rèn)同電子招標(biāo)市場具有價(jià)值的緣由？由于這種明顯的分散性和差別性，采購者會(huì)面臨信息選擇問題：選擇的范圍太大而且沒有一個(gè)能將它們鑒別并區(qū)分開來的適宜規(guī)范。購買者只能依賴供應(yīng)商銷售代表的話，但銷售代表關(guān)懷的只是市場而不是產(chǎn)品終究如何！引入規(guī)范平臺電子競價(jià)市場。How Does FreeMarkets Online Create Value for its Customers?Consulting/Purchase outsourcingPutting togeth

8、er specs, drawings, lot sizes, documentation and RFQs詢價(jià) Identifying potential savings opportunitiesIdentifying and qualifying suppliersEducating and training buyersConducting the Competitive Bidding Event (CBE)Providing post bid analysis and supportFreeMarkets在線如何為它的客戶發(fā)明價(jià)值咨詢 / 采購?fù)獍鼘⒁?guī)格、圖紙、批量、文件和報(bào)價(jià)懇求放

9、在一同識別潛在的節(jié)約時(shí)機(jī)識別并確認(rèn)供應(yīng)商資歷培訓(xùn)購買者引導(dǎo)競價(jià)活動(dòng) (CBE)提供招標(biāo)后的分析與支持How Does FreeMarkets Online Create Value for its Customers?Consulting/Purchase outsourcingDistribution IntermediaryFreeMarkets在線如何為它的客戶發(fā)明價(jià)值渠道中間商Industrial BuyerManuf. Rep.Manuf. Rep.Manuf. Rep.Supplier 1Supplier 2Supplier 3Traditional B2B Trading Exc

10、hangesIndustrial BuyerManuf. Rep.Manuf. Rep.Manuf. Rep.Supplier 1Supplier 2Supplier 3傳統(tǒng)B2B 商業(yè)買賣企業(yè)購買者 廠商代表 廠商代表 廠商代表供應(yīng)商1 供應(yīng)商2 供應(yīng)商3Internet Based B2B Trading ExchangesIndustrial BuyerFreeMarkets OnlineSupplier 1Supplier 2Supplier 3以網(wǎng)絡(luò)為根底的B2B商業(yè)買賣 企業(yè)購買者FreeMarkets 在線 供應(yīng)商1 供應(yīng)商2 供應(yīng)商3How Does FreeMarkets O

11、nline Create Value for its Customers?Consulting/Purchase outsourcingDistribution IntermediaryNetwork Enabler/Software ProviderFreeMarkets在線如何為它的客戶發(fā)明價(jià)值網(wǎng)絡(luò)采購的驅(qū)動(dòng)者 / 軟件提供者What are the Barriers for the buyers?Elimination of established relationships with the suppliers and their representativesElimination

12、of manufacturing reps could result in loss of convenience購買者的妨礙是什么？消除和供應(yīng)商及其銷售代表之間曾經(jīng)建立的關(guān)系消除制造商 buyers 的銷售代表能夠帶來不便What is the value to the suppliers?Less value for the suppliersCommission costs fell from 7% to 2.5%Table 7.5 implies reduction in commission by $174M(4.5%)=$8MTable 7.5 also shows $35M dr

13、op in revenue for the suppliers Suppliers could benefit from lower sales, marketing and distribution costs and better utilization of capacity對供應(yīng)商的價(jià)值是什么？對供應(yīng)商的價(jià)值相對較低傭金以前支付給制造商代表的傭金從7%降低到2.5%支付給在線電子市場提供者表7.5闡明了傭金的減少為174M(4.5%)=800萬美圓表7.5還顯示供應(yīng)商的收入減少了3500萬美圓供應(yīng)商可以從降低銷售、營銷、配送本錢以及更好地利用消費(fèi)才干中獲利Which suppliers

14、 benefit from this model?Low cost, quality suppliers will benefit as they drive competition out of the marketThe FreeMarkets model would be beneficial for large more efficient suppliersIt will also provide opportunities for a host of small suppliers, especially if they are located overseas 哪些供應(yīng)商從這種方

15、式中獲利？低本錢、低質(zhì)量的供應(yīng)商將獲利，由于他們推進(jìn)了市場競爭FreeMarkets模型將對大量更有效率的供應(yīng)商有利它還會(huì)為一大群小規(guī)模供應(yīng)商提供時(shí)機(jī)，尤其是國外的企業(yè)擴(kuò)展市場The Revenue ModelA hybrid of service fees and sales commissionsFreeMarkets charged monthly fee from the buyer based on the size of the market making team dedicated to the eventWinning supplier paid sales commissi

16、ons; this was paid in installments as suppliers shipped products收入方式收取效力費(fèi)和銷售傭金FreeMarkets公司向購買者按為其效力的市場發(fā)明團(tuán)隊(duì)的規(guī)模每月收取效力費(fèi)勝出的供應(yīng)商支付銷售傭金，這一費(fèi)用在供應(yīng)商發(fā)運(yùn)產(chǎn)品時(shí)分期支付Problems with the revenue modelBuyer side:FreeMarkets invests substantially in a projectConsulting revenue is independent of the value createdDoes not le

17、ad to another intensive purchasing study for the customerGross margin on consulting is about 22% Doesnt scale wellSupplier side:FreeMarkets does not represent the supplierFreeMarkets success depends on their ability to identify many potential suppliersSuppliers pay commissions to the company that re

18、duced their margins收入方式的問題購買方：回絕在采購價(jià)值之外在支付其它費(fèi)用，甚至回絕支付任何費(fèi)用，包括采購效力費(fèi)FreeMarkets公司在一個(gè)工程上進(jìn)展了艱苦投資咨詢收入和發(fā)明的價(jià)值不匹配也沒有進(jìn)展另一次對客戶采購的仔細(xì)研討咨詢的毛利率約為22% Doesnt scale well難以有遞增的效應(yīng)供應(yīng)方：回絕支付費(fèi)用FreeMarkets不代表供應(yīng)方FreeMarkets的勝利依賴于它們有才干識別出了許多潛在供應(yīng)商競價(jià)供應(yīng)商向公司支付傭金給FreeMarkets ，減少了本人的利潤Vertical vs Horizontal Focus?Vertical:Advantage

19、: FreeMarkets can capitalize on its deep knowledge of supplier industriesDisadvantage: Hard to scale-upHorizontal:Advantage: Ability to generate multiple contracts from one buyersDisadvantage: FreeMarkets does not bring much expertise to the transaction FreeMarkets該當(dāng)縱深開展還是橫向開展？垂直：優(yōu)勢：FreeMarkets能利用其深

20、沉的供應(yīng)產(chǎn)業(yè)的知識優(yōu)勢：難以擴(kuò)展規(guī)模程度：優(yōu)勢：可以與同一個(gè)買方產(chǎn)生多個(gè)合同優(yōu)勢： FreeMarkets沒有構(gòu)成買賣的專門知識How about licensing the technology? Are buyers capable of using the technology by themselves?If not, how will this hurt?If they are, where is revenue going to come from?How can these problems be addressed?技術(shù)答應(yīng) 購買者可以獨(dú)立運(yùn)用這種技術(shù)嗎？運(yùn)用需求專門的技藝假設(shè)

21、不能，這會(huì)帶來什么損害？假設(shè)能，收益從何而來？如何應(yīng)對這些問題？By the end of 1998 FreeMarkets was pursuing the horizontal market expansionIn 2000, the company started licensing its software 在1998年底 FreeMarkets正在進(jìn)展程度市場擴(kuò)張2000年，公司開場答應(yīng)運(yùn)用其軟件The company went public in 12/99. Freemarkets Stock Price公司于1999年12月上市 Freemarket公司的股價(jià)Where is

22、FreeMarkets today?For the three months ended in 3/31/01Revenue totaled $33MNet loss totaled $43.7MFor the three months ended in 12/31/01Revenue totaled $44.8MNet loss totaled $2.8M今天的FreeMarkets2001年第一季度總收入3300萬美圓凈虧損4370萬美圓2001年第4季度總收入4480萬美圓凈虧損280萬美圓E-Marketplaces: The Initial (95-99) business mode

23、lThe e-marketplace concept started as a new way to procure products, particularly non-production items. E-marketplaces Expand everyones market reachGenerate lower price for the buyersCut operational costs for buyers and suppliersAutomating the procurement process will reduce processing cost per orde

24、r from as high as $150 to as low as $5 per orderFocus on liquidityTransaction fee paid by the suppliersServe as a virtual distributorE-Marketplaces：最初的1995年至1999年的商業(yè)方式E-marketplaces的概念是采購產(chǎn)品的一種新方法。 E-marketplaces可以： 擴(kuò)展每個(gè)公司的市場區(qū)域?yàn)橘徺I者產(chǎn)生更低的價(jià)錢為購買者和供應(yīng)商削減運(yùn)營本錢采購過程自動(dòng)化可以使每訂單的處置本錢由150美圓降低到5美圓專注于產(chǎn)品在更大范圍的流通性買賣費(fèi)用由

25、供應(yīng)商支付扮演虛擬分銷商的角色Problems with this Business Model Sellers resist paying a fee to the company whose main objective is to reduce the purchase priceBuyers resist paying a feeThe revenue model needs to be flexibleSometimes the wrong party is chargedLow barriers to entry created a fragmented industry floo

26、ded with participantsJust in the chemical industry there were about 30 e-markets 商業(yè)方式存在的問題 銷售者回絕向那些主要目的是降低采購價(jià)錢的公司支付費(fèi)用購買者回絕支付費(fèi)用收入方式需求靈敏一些有時(shí)向不該收費(fèi)的一方收費(fèi)低進(jìn)入壁壘使得參與者大量涌入，市場被分散僅僅在化學(xué)品市場就有約30個(gè)e-markets Continuous evolution of the business modelTransaction fees (typically paid by the sellers)Sometimes the wron

27、g party is chargedBuyers and suppliers resist payingSubscription fees (typically paid by the buyer)Depends on a number of dimensionsLicensing the software 商業(yè)方式的進(jìn)一步演化買賣費(fèi)用通常由銷售者支付有時(shí)向不該收費(fèi)的一方收費(fèi)購買者和供應(yīng)商回絕支付固定租賃費(fèi)用通常由購買者支付由訂購量決議軟件答應(yīng)運(yùn)用Evolving Market Types Value-added independent e-marketsThey are expanding

28、their offering to include inventory management and financial services (Zoho); supply chain planning (Covisint, e2open, Converge, TheSupply)市場類型的進(jìn)化 增值的獨(dú)立e-markets它們正在將其效力擴(kuò)展到庫存管理和金融效力(Zoho)，以及供應(yīng)鏈規(guī)劃 (Covisint, e2open, Converge, TheSupply)Consider Instill Corp.Instill focuses on the food service industr

29、y and provides an infrastructure which links together operators, i.e., restaurants, distributors and manufacturers. This e-marketplace provides value to its customers by offering not only procurement services, but also forecasting, collaboration and replenishment tools.Instill公司案例Instill集中于食品效力產(chǎn)業(yè)，提供

30、將飯店、配送商和消費(fèi)商聯(lián)絡(luò)在一同的效力。它向客戶提供采購效力以及預(yù)測、協(xié)作和補(bǔ)貨工具等效力Consider eSkyeIn the alcoholic beverage industry, eSkye has tailored an offering that provides the supply chain with real value. eSkye now links retail stores, distributors and suppliers providing visibility into a supply chain where little data existed.

31、eSkye adds value by automating the ordering process for the retailer while providing product flow information to distributors and suppliers.eSkye公司案例在釀酒行業(yè)，eSkye公司為提供供應(yīng)鏈的真正價(jià)值而調(diào)整了其效力。如今，eSkye將零售店、分銷商和供應(yīng)商聯(lián)絡(luò)起來，在數(shù)據(jù)很少的供應(yīng)鏈中提供了可視性。經(jīng)過使零售商的訂單處置過程自動(dòng)化，同時(shí)向分銷商和供應(yīng)商提供產(chǎn)品流信息。Evolving Market TypesPrivate e-MarketsValu

32、echain.Dell (Dell), eHub (Cisco)IBM, Sun Microsystems and Wal-MartThese companies use the marketplace to improve supply chain collaboration Providing suppliers with demand information and production data市場類型的進(jìn)化公用的e-MarketsValuechain、Dell (Dell)、eHub (Cisco)IBM、Sun 微系統(tǒng)公司和沃爾瑪這些公司利用市場改善供應(yīng)鏈的協(xié)作向供應(yīng)商提供需求信息

33、和消費(fèi)數(shù)據(jù)Evolving Market TypesConsortia-based e-markets. Covisint (automotive); Trade-Ranger (oil); Omnexus (chemicals); e2Open and Converge (high-tech)Objective of the consortia isAggregate activities and use the buying power of consortia membersProvide suppliers with standard systems that support all

34、buyers and allows suppliers to reduce cost市場類型的進(jìn)化基于行業(yè)聯(lián)盟的e-markets. Covisint (汽車)、Trade-Ranger (石油)、Omnexus (化工)、e2Open和Converge (高技術(shù))聯(lián)盟的目的：聚集各種活動(dòng)以便利用聯(lián)盟會(huì)員的購買力向供應(yīng)商提供規(guī)范系統(tǒng)以便支持一切購買者并使供應(yīng)商降低本錢的Evolving Market TypesContent based e-markets. Focus on Maintenance, Repair and Operations (MRO) goodsThese are com

35、ponents that are not part of the finished product or the manufacturing process but are essential for the businessExamples include lighting, office supply, fasteners,市場類型的進(jìn)化基于內(nèi)容的 e-markets. 集中于維護(hù)、修繕和操作設(shè)備這些要素不是最終產(chǎn)品的一部分或消費(fèi)過程的一部分，而是這種買賣的必要部分例子包括照明設(shè)備、辦公用品和緊固件等E-marketplace實(shí)例Private TradingExchanges (PTX)

36、Independent VerticalExchanges (IVX)Independent HorizontalExchanges (IHX)Consortia TradingExchanges (CTX)Private vs. consortium-based public marketsOwnerSingle vs Co-OpObjectivePrivate: (i) Share proprietary data (ii) allow for SC CollaborationConsortia: (i) Buying/selling commodities (ii) Finding ne

37、w suppliers ParticipantsPrivate: Selected group of suppliersConsortia: Open MarketBuyer CostPrivate: Building and maintaining the siteConsortia: Subscription fee; licensing fee公用與以行業(yè)聯(lián)盟為根底的公開市場一切者個(gè)人與協(xié)作組織目的公用：(i) 分享私人數(shù)據(jù)；(ii) 供應(yīng)鏈協(xié)同聯(lián)盟：(i) 購買 / 銷售商品 ；(ii) 發(fā)現(xiàn)新的供應(yīng)商參與者私人：選定的一組供應(yīng)商聯(lián)盟：公開市場購買者本錢私人：建立并維持這種場所聯(lián)盟：訂

38、購費(fèi)、答應(yīng)費(fèi)Private vs. consortium-based public marketsSupplier CostPrivate: No feeConsortia: Subscription fee; Transaction feeChallengesPrivate: Initial investmentConsortia: (i) Many have recently collapsed; (ii) preferred suppliers may object because of price focus; (iii) Sharing proprietary data (iv) d

39、eveloping standards公用與以行業(yè)聯(lián)盟為根底的公開市場供應(yīng)商本錢私人：無費(fèi)用公會(huì)：訂購費(fèi)、買賣費(fèi)用挑戰(zhàn)私人：初始投資公會(huì)：(i) 最近很多都瓦解了；(ii) 首選的供應(yīng)商能夠由于價(jià)錢而回絕；(iii) 分享私人數(shù)據(jù)；(iv)需 制定規(guī)范，規(guī)范數(shù)據(jù)Private vs. consortium-based public marketsAutomotive IndustryCovisint was established in early 2000 by the Detroits big three automakersIt now also includes Renault, Ni

40、ssan, Mitsubishi and PegeotVolkswagen established its own private e-marketVolkswagen e-market provides not only similar capabilities to that of Covisint but also real-time information on production plans so that suppliers can better utilize resources公用與以行業(yè)聯(lián)盟為根底的公開市場汽車產(chǎn)業(yè)2000年初，三在汽車制造商在底特律建立了Covisint如

41、今還包括雷諾、日產(chǎn)、三菱和標(biāo)致群眾公司成立了本人的私人e-market群眾的e-market不僅提供類似于Covisint的效力，而且還提供消費(fèi)方案的實(shí)時(shí)信息，以使供應(yīng)商能更好地利用這些資源Consider IBM IBM has saved about $1.7 billion since 1993 by being able to divulge sensitive price and inventory information over a private exchange built for 25,000 suppliers and customers, says Bill Paulk

42、, IBMs vice president of e-marketplaces. As host of the exchange, the company helped defray the cost of connecting suppliers. The payoff: On-time delivery to customers soared from about 50% to close to 90%, which helped justify the cost, Paulk says. E2open: A consortia based e-marketplace establishe

43、d in 1999IBM公司案例 IBM的e-marketplaces經(jīng)理Bill Paulk聲稱，利用由25000家供應(yīng)商和客戶組成的私人買賣場所泄顯露的敏感價(jià)錢信息和庫存信息，自1993年以來，IBM曾經(jīng)節(jié)約了17億美圓。由于有許多買賣者，公司協(xié)助支付了銜接供應(yīng)商的本錢。報(bào)答：向客戶的準(zhǔn)時(shí)遞送由50%提高到90%。“這闡明這種本錢是值得的。Paulk說。E2open：成立于1999年的以公會(huì)為根底的e-marketplaceA Framework for eProcurementType of ComponentStrategic ComponentsPart of the finishe

44、d product Not industry specific; company specificExamples: PC motherboard and chassisCommodity ProductsCan be purchased from a large number of suppliersPrice is determined by market forcesExamples: Memory unit in a PC Indirect MaterialMRO電子采購的框架組成類型戰(zhàn)略部件最終產(chǎn)品的一部分 Not industry specific; company specifi

45、c例如：計(jì)算機(jī)主板和機(jī)箱通用商品可以向大量供應(yīng)商購買價(jià)錢由市場力量決議例如：計(jì)算機(jī)的存儲器間接資料MROA Framework for eProcurementLevel of RiskUncertain Demand (Inventory risk)Volatile market price (Price Risk)Component availability (Shortage Risk)電子采購的框架風(fēng)險(xiǎn)程度不確定的需求庫存風(fēng)險(xiǎn)不穩(wěn)定的市場價(jià)錢價(jià)錢風(fēng)險(xiǎn)部件的可獲得性短缺風(fēng)險(xiǎn)Risk: Commodity ProductsCan be purchased either in the ope

46、n market through on-line auction, or through the use of long term contractsLong term contracts guarantee certain level of supply but may be risky for the buyerInventory risk, shortage risk or price risk風(fēng)險(xiǎn)：通用產(chǎn)品可以經(jīng)過以下渠道采購： 經(jīng)過在線拍賣的公開市場 經(jīng)過長期合約長期合約保證了一定的供應(yīng)程度，但能夠?qū)徺I者存在風(fēng)險(xiǎn)庫存風(fēng)險(xiǎn)、短缺風(fēng)險(xiǎn)或價(jià)錢風(fēng)險(xiǎn)A Framework for eProc

47、urementIndirect MaterialTypically low risk and hence the focus is on content based hubs. The objective is to use an MRO-hub that specializes in unifying catalogs from many suppliersExamples: MRO, Grainger on-line catalogs電子采購的框架間接資料通常風(fēng)險(xiǎn)較低，因此集中于以稱心度為根底的活動(dòng)目的是利用MRO活動(dòng)構(gòu)成一致目錄例如：MRO、Grainger在線目錄GraingerW.

48、W. Grainger has been selling industrial supplies for 72 yearsIn 1995 Grainger established Grainger, an on-line catalogue for more than 220,000 products from 12,000 suppliersIn 1999, Grainger experienced revenue growth of $102M through its internet channelThe MRO supply industry is growing at a rate

49、of 3-4% a year. From 1996 to 1999 Grainger internet sales grew 32% a year and 20% in offline due to customers that were lured to Grainger from the web siteGrainger案例W. W. Grainger從事工業(yè)品銷售72年1995年，Grainger建立了Grainger，包括由12000家供應(yīng)商提供的220000種產(chǎn)品的目錄1999年, Grainger經(jīng)過互聯(lián)網(wǎng)實(shí)現(xiàn)了1.02億美圓的收入增長MRO供應(yīng)產(chǎn)業(yè)的年增長率為3%至4%。從199

50、6年至 1999年，Grainger的因特網(wǎng)銷售每年增長32%，其中20%是由于線下客戶被吸引到Grainger的網(wǎng)站A Framework for eProcurementStrategic ComponentsTypically high risk components that can be purchased from a small number of suppliersThe objective is to use private or consortia-based e-marketplace. The focus is on an e-marketplace that allo

51、w collaboration with the suppliers電子采購的框架戰(zhàn)略部件通常具有高風(fēng)險(xiǎn)的部分可以經(jīng)過數(shù)量較小的供應(yīng)商購買目的是利用私人或以公會(huì)為根底的e-marketplace. 關(guān)注于可以與供應(yīng)商協(xié)同的e-marketplaceConsortia or Private?Transaction volumeNumber of suppliersCost of building and maintaining the siteThe importance of protecting proprietary business practicesTechnology and pro

52、duct life cycles聯(lián)盟還是公用？買賣量供應(yīng)商數(shù)量建立并維護(hù)買賣場所的本錢維護(hù)私人一切者實(shí)際的重要性技術(shù)和產(chǎn)品生命周期A Framework for eProcurementCommodity ProductsProducts go directly into finished goodsHigh riskMany potential options to choose fromLong Term ContractsBuyer and supplier commit to certain volume (called the commitment level)Supplier gu

53、arantees a level of supply for a committed priceFlexible, or Option ContractsBuyer pre-pay a relatively small fraction of the product price up-front, in return for a commitment from the supplier to satisfy demand up to a certain level (called the option level)The buyer can purchase any amount up to

54、the option level by paying additional price for each unit purchased Spot Purchasing電子采購的框架產(chǎn)品直接到最終產(chǎn)品高風(fēng)險(xiǎn)有許多潛在的選擇長期合約購買者和供應(yīng)商承諾到達(dá)一定程度稱為承諾程度供應(yīng)商在承諾價(jià)錢下保證一定程度的供應(yīng)靈敏性或期權(quán)合約購買者提早支付一小部分產(chǎn)品費(fèi)用，供應(yīng)商剛保證滿足一定的需求程度稱為option level 購買者可以經(jīng)過向每一購買的單位支付額外價(jià)錢而購買直到option level的任何數(shù)量買進(jìn)現(xiàn)貨A Framework for eProcurement: A Portfolio Appr

55、oach Inventory Risk(Supplier)Inventory Risk(Buyer)Price, Shortage Risks(Buyer)N/ACommitment LevelOption LevelL HHL 電子采購的框架：組合方式 庫存風(fēng)險(xiǎn)(供應(yīng)商)庫存風(fēng)險(xiǎn)(購買者)價(jià)錢風(fēng)險(xiǎn)、短缺風(fēng)險(xiǎn)(購買者)N/A承諾程度Option LevelL HHL B2B Software VendorsOracle (Indirect and Direct)i2 Technologies and Manugistics (Direct)Ariba (Indirect and Direct)

56、Commerce One (Indirect and Direct)Agile (Direct)VerticalNet (Indirect)B2B 軟件銷售商Oracle (間接與直接)i2 Technologies and Manugistics (直接)Ariba (間接與直接)Commerce One (間接與直接)Agile (直接)VerticalNet (間接)E-Procurement: The realityCompanies conducting greater than 20% of procurement transactions online have reduced

57、their transaction processing cost by nearly a third (Hackett Benchmarking)Product savings and process cost improvements effect operating cost by 10% (Credit Suisse First Boston Technology Group)電子采購：現(xiàn)實(shí)在線采購買賣超越20%的公司買賣處置本錢降低了1/3(以惠普為規(guī)范)消費(fèi)節(jié)約和處置本錢的改善對運(yùn)營本錢的影響為10% (Credit Suisse First Boston Technology G

58、roup)E-Procurement: The realityTo capture this benefits purchasing organization needs to invest heavily in:Changing internal procurement processesIntegrating e-marketplaces in internal systemsPurchasing B2B applications, andPaying e-marketplace transaction fee/subscription feeSource: Forrester Resea

59、rch電子采購：現(xiàn)實(shí)為獲得這一利益，采購企業(yè)需求在以下方面進(jìn)展大量投資：改動(dòng)內(nèi)部采購程序?qū)-marketplaces整合進(jìn)內(nèi)部系統(tǒng)購買B2B運(yùn)用軟件支付e-marketplace的買賣費(fèi)用和訂購費(fèi)用Source: Forrester ResearchPositive Aspects of Trading Exchanges (Companies who use exchanges):Reduce costs or labor (31%)Better access to products/vendors (24%)Increase speed or efficiency (29%)Access

60、 to more customers (21%) Source: AMR Research貿(mào)易買賣的正面要素(采用買賣的公司)減少本錢或勞務(wù) (31%)更好地接近產(chǎn)品 / 銷售商 (24%)提高速度或效率 (29%)接近更多的客戶 (21%) Source: AMR ResearchPositive Aspects of Trading Exchanges (Companies who plan to use exchanges):Reduce costs or labor (43%)Better access to products/vendors (26%)Increase speed o