采購議價(jià)談判技巧教材課件

采購議價(jià)談判技巧

NegotiationSkills

onPurchasing采購議價(jià)談判技巧

NegotiationSk課程內(nèi)容大綱談判的目標(biāo)談判的時(shí)機(jī)談判前采購的自我認(rèn)知如何進(jìn)行談判個(gè)案研討如何運(yùn)用成本分析議價(jià)課程內(nèi)容大綱談判的目標(biāo)談判的目標(biāo)談判的目標(biāo)ObjectiveofNegotiation-1/44什么是Negotiation? 就采購而言，議價(jià)談判是一個(gè)包含買賣雙方探索和討價(jià)還價(jià)的過程（計(jì)劃、檢討、分析、妥協(xié)），雙方各有其觀點(diǎn)和目的，其目的在尋求于采購交易的各方面，包括價(jià)格、服務(wù)、規(guī)格、技術(shù)上和質(zhì)量上的要求，付款條件等，達(dá)到一個(gè)彼此滿意的約定。NAPMGlossaryofKeyPurchasingTermsObjectiveofNegotiation-1/4ObjectiveofNegotiation-2/45RightSupplier

從合格的供應(yīng)商處RightTime

在需求的時(shí)間內(nèi)RightPrice

以合理的價(jià)格RightQuantity

取得正確數(shù)量RightQuality

符合品質(zhì)要求的物品 與服務(wù)5Rights!采購運(yùn)疇管理之內(nèi)涵ObjectiveofNegotiation-2/4ObejctiveofNegotiation-3/46采購談判的重點(diǎn)ualityosteliveryerviceObejctiveofNegotiation-3/4ObjectiveofNegotiation-4/47採購談判的主要目的達(dá)到所預(yù)期的「品質(zhì)」水準(zhǔn)，亦即滿足組織之最低而必要之要求獲得公平合理的「合約價(jià)格」確保供應(yīng)商「準(zhǔn)時(shí)執(zhí)行合約」增加對(duì)供應(yīng)商執(zhí)行合約方式的控制要求供應(yīng)商給予我方最好的配合與供應(yīng)商發(fā)展一個(gè)良好並持續(xù)的關(guān)係ObjectiveofNegotiation-4/4議價(jià)談判的時(shí)機(jī)議價(jià)談判的時(shí)機(jī)TimingofNegotiation-1/59為什么需要和供貨商談判?采購本身「CostDown」的壓力當(dāng)采購對(duì)供貨商有所求當(dāng)供貨商交貨績(jī)效發(fā)生了問題當(dāng)采購的成本起了變化當(dāng)「合約條件」需要改變當(dāng)產(chǎn)品的「生命周期」結(jié)束其它原因………………TimingofNegotiation-1/59為什TimingofNegotiation-2/510比價(jià)還是議價(jià)?采購總金額夠大買賣雙方對(duì)采購項(xiàng)目或服務(wù)的規(guī)格都非常清楚，并且能準(zhǔn)確的估算出成本供應(yīng)市場(chǎng)中存在有足夠數(shù)量的供貨商供應(yīng)市場(chǎng)中的供貨商需要具備技術(shù)上的承制能力及承制的意愿有足夠的時(shí)間來進(jìn)行報(bào)價(jià)TimingofNegotiation-2/510比TimingofNegotiation-3/511議價(jià)的時(shí)機(jī)現(xiàn)有供貨商缺乏競(jìng)爭(zhēng)者當(dāng)價(jià)格不是唯一考慮因素供貨商先期參與(ESI)的情況由于高度的不確定性，而估算成本較困難當(dāng)采購發(fā)包(Outsourcing)會(huì)占供貨商的部份產(chǎn)能或服務(wù)模具(Tooling)或整備(Setup)費(fèi)用占供貨商總成本比重很高TimingofNegotiation-3/511議TimingofNegotiation-4/512議價(jià)的時(shí)機(jī)(續(xù))供貨商的生產(chǎn)周期過長(zhǎng)需要彈性合約規(guī)格或合約不確定，并在日后很有可能更改面臨自制或外購(MakeorBuy)的決定需求孔急時(shí)面臨惟一供貨商(SoleSource)或單一供貨商(SingleSource)TimingofNegotiation-4/512議TimingofNegotiation-5/513何者可以談判?基本上，任何事都可以談!供應(yīng)品質(zhì)運(yùn)輸支援價(jià)格TimingofNegotiation-5/513何談判前采購的自我認(rèn)知談判前采購的自我認(rèn)知Buyer'sSelf-RecognitionpriortoNegotiation-1/415采購角色的轉(zhuǎn)變傳統(tǒng)采購功能(Purchasing)物料需求(MaterialRequisition)供應(yīng)廠商(Vendors)價(jià)格第一(Price)官僚架構(gòu)(Bureaucracy)敵對(duì)關(guān)系(AdversarialRelationship)壓迫降價(jià)(PressureTactics)未來貨源搜尋(Sourcing)顧客需求(CustomerRequirements)外部資源(ExternalResources)利潤(rùn)第一(BottomLineContribution)競(jìng)爭(zhēng)優(yōu)勢(shì)(CompetitiveAdvantage)策略聯(lián)盟(StrategicAlliance)聯(lián)合成本管理(JointCostManagement)Buyer'sSelf-RecognitionpriorBuyer'sSelf-RecognitionpriortoNegotiation-2/416買方占優(yōu)勢(shì)PaysontimeFinanciallystrongExcellentreputationSignificantmarketshareSubstantiallygrowingfuturerequirementsSteadyuseCloseproximitytosupplierStrongtechnicalexpertiseLonghistoryofsuccessfulsupplierrelationsGlobalstrengthTheonlyorlargebuyerStrongbrandsorpatentsStrongorganizationalsupportforpurchasingStandsbehindcommitmentsOthersuitablesuppliersareavailableSubstitutesareavailableBuyer’smarketStrongcurrencyKnowledgeableandskillednegotiatorsAwareofsupplierweaknessWellpreparedWillingtogolongtermCanandwillhelpsupplierstoimproveEthical,honest,andtrustworthySufficienttimeforpropernegotiationBuyer'sSelf-RecognitionpriorBuyer'sSelf-RecognitionpriortoNegotiation-3/417賣方占優(yōu)勢(shì)Superiorquality,ISOcertificateSuperiorquantitycapabilitySuperiordeliver,price,serviceSuperiortermsandconditionsSuperiorwarrantiesSuperiorflexibilityastobuyer’srequirementSuperiorR&DFinanciallystrongExcellentreputationSignificantmarketshareFuturegrowthassuredStrongbrandsorpatentsGlobalstrengthCloseproximitytobuyerOnlysupplieravailableStandsbehindcommitmentsHassuperiorsuppliersSeller’smarketormarketshortageNosubstitutesavailableAwareofthepurchaser’sweaknessWellpreparedCanandwillhelppurchasertoimproveOrganizationalvaluescongruentwithpurchaser’sEthical,honest,andtrustworthyClosetocapacityOtherpurchasersanxioustobuyBuyer'sSelf-RecognitionpriorBuyer'sSelf-RecognitionpriortoNegotiation-4/418談判的最終目標(biāo)Win-Win!Buyer'sSelf-Recognitionprior???$$$如何進(jìn)行談判???$$$如何進(jìn)行談判ConductingNegotiation-1/1520談判之關(guān)鍵因素權(quán)力Power時(shí)間Time資訊Information期望水平Aspirationlevel談判是一個(gè)「過程」，而不是一個(gè)「事件」!ConductingNegotiation-1/152ConductingNegotiation-2/1521談判的程序結(jié)構(gòu)談判規(guī)劃(Planning)發(fā)現(xiàn)事實(shí)階段(Factfinding)休會(huì)階段(Recess)縮小差異階段(Narrowingthedifference)硬性交涉階段(Hardbargaining)事后之關(guān)系維系(Relationship)ConductingNegotiation-2/152ConductingNegotiation-3/1522談判教戰(zhàn)守則-議價(jià)前議價(jià)前的準(zhǔn)備建立可能的供應(yīng)貨源分析供貨商立場(chǎng)，參觀供貨商設(shè)施分析供貨商財(cái)務(wù)狀況，及其報(bào)價(jià)與提案搜集采購市場(chǎng)之相關(guān)信息組織談判團(tuán)隊(duì)，了解工作任務(wù)訂定談判目標(biāo)準(zhǔn)備替代方案認(rèn)定己方談判權(quán)限選定開會(huì)地點(diǎn)，準(zhǔn)備開會(huì)場(chǎng)地ConductingNegotiation-3/152ConductingNegotiation-4/1523談判的地點(diǎn)-買方對(duì)買主較方便：〝所有的數(shù)據(jù)都在我這兒〞我有所有的文件(證書、契約、記錄…等等)表現(xiàn)力量的最好證據(jù)〝你來找我！〞所以，利用你的優(yōu)勢(shì)大部份的人對(duì)熟悉的環(huán)境較自在且有效率，他們可以控制這場(chǎng)面假如對(duì)手取得先機(jī)，你可以安排其它方法轉(zhuǎn)變此不利的局勢(shì)聽完對(duì)手陳述后，若不想與之周旋，你可離開或是要求散會(huì)，有個(gè)緩沖時(shí)間讓你去搜集重要信息ConductingNegotiation-4/152ConductingNegotiation-5/1524議價(jià)前的自我檢查1. 確定在談判中真正要討論的議題。2. 如果不能和供貨商達(dá)成協(xié)議，你怎么辦？3. 如果供貨商不能和你達(dá)成協(xié)議，他會(huì)怎么辦？4.分析每項(xiàng)談判議題對(duì)你的重要性為何？5.分析每項(xiàng)談判議題對(duì)供貨商的重要性又為何？6.議價(jià)區(qū)域是否確定？7.是否有交換利益的可能？ConductingNegotiation-5/152ConductingNegotiation-6/1525談判教戰(zhàn)守則-議價(jià)前議價(jià)的基本概念隨時(shí)準(zhǔn)備妥協(xié)推銷己方立場(chǎng)保持嚴(yán)肅，不要低估對(duì)手隨時(shí)小心謹(jǐn)慎保持充裕時(shí)間完成任務(wù)談判歸談判，娛樂歸娛樂合理不做過分要求不管買方如何提議，賣方仍然多有要求緊張之買方為示弱的表示ConductingNegotiation-6/152ConductingNegotiation-7/1526談判教戰(zhàn)守則-議價(jià)中評(píng)估對(duì)手找出可讓步的決策者賣方猶豫不決必有可成之機(jī)賣方欠缺資料

有問題專心一致，注視對(duì)方傾聽有效運(yùn)用5W1H(Who,When,Where,What,Why,How)ConductingNegotiation-7/152ConductingNegotiation-8/1527動(dòng)態(tài)的談判過程Seller’sPositionWorstCaseOptimisticTargetPositionBuyer’sPositionOptimisticWorstCaseTargetPositionProbableRangeofNegotiationNoNegotiationsNoNegotiations買方開低走高！賣方開高走低！ConductingNegotiation-8/152ConductingNegotiation-9/1528談判教戰(zhàn)守則-議價(jià)中策略采取主動(dòng)，做在桌首認(rèn)識(shí)與念出供貨商人員姓名評(píng)估對(duì)手權(quán)限及最低立場(chǎng)技巧尋問，引導(dǎo)正面回答非關(guān)鍵處可酌量讓步，若先小讓步，則對(duì)方有義務(wù)回報(bào)從較簡(jiǎn)易達(dá)成協(xié)議的開始避免二者擇一之立場(chǎng)不要放棄任何事不要超過自己之心理與身體之能力ConductingNegotiation-9/152ConductingNegotiation-10/1529談判教戰(zhàn)守則-議價(jià)中戰(zhàn)術(shù)不要透露己方之最大讓步極限(底牌)不要無理的爭(zhēng)論不要失去理智不做超過權(quán)限之承諾記得供貨商也要"贏"不要任意打斷別人對(duì)于完全無法接受之提議保持靜默不要離題討論以免浪費(fèi)時(shí)間ConductingNegotiation-10/15ConductingNegotiation-11/1530談判教戰(zhàn)守則-議價(jià)中化解僵局切記！不要?jiǎng)託飧鼡Q立場(chǎng)表示了解對(duì)方立場(chǎng)，再聲明己方立場(chǎng)提議解決的方法ConductingNegotiation-11/15ConductingNegotiation-12/1531談判教戰(zhàn)守則-議價(jià)后事后確定最后協(xié)議沒有疏漏任何項(xiàng)目注意何時(shí)與如何結(jié)束詳細(xì)記錄協(xié)議事項(xiàng)，雙方簽字分析發(fā)生了什么？為何如此？ConductingNegotiation-12/15ConductingNegotiation-13/1532議價(jià)談判的基本技巧Sequencing,orprioritizing,theissuesfordiscussionUsequestionswiselyListenEffectivelyMaintainInitiativeUseSolidDataUseSilenceAvoidEmotionalReactionsMakeUseofRecessesDon'tbeAfraidtoSayNoBewareofDeadlinesBeAwareofBodyLanguageKeepanOpenMindGetitinWritingConductingNegotiation-13/15ConductingNegotiation-14/1533議價(jià)的基本原則1. 人(SeparatethePeoplefromtheProblem)2. 利益(FocusonInterests,notPositions)3. 選擇(InventOptionsforMutualGain)4. 準(zhǔn)則(InsistonusingObjectiveCriteria)ConductingNegotiation-14/15ConductingNegotiation-15/1534談判失敗的原因疏于準(zhǔn)備工作設(shè)定的談判目標(biāo)不切實(shí)際實(shí)行的談判戰(zhàn)術(shù)失靈太匆忙由于文化差異所導(dǎo)致的誤解溝通障礙，不聆聽對(duì)方缺乏談判技巧的訓(xùn)練與練習(xí)ConductingNegotiation-15/15個(gè)案研討AProblemofPrice一個(gè)價(jià)格問題個(gè)案研討CaseStudy36個(gè)案研討供貨商 每桶單價(jià)(US$) 總價(jià)(US$) (以年需求量10,000桶計(jì)算)大沙漠化學(xué) 312 3,120,000芝加哥化學(xué) 297 2,970,000舊金山化學(xué) 323 3,230,000圣路易工業(yè) 332 3,320,000圣保羅塑料 340 3,400,000整備費(fèi)用:$700,000元到$850,000元間，通常在第一年內(nèi)攤提大沙漠化學(xué)的整備費(fèi)用為$750,000元CaseStudy36個(gè)案研討供貨商 每桶單價(jià)(US如何運(yùn)用成本分析議價(jià)如何運(yùn)用成本分析議價(jià)NegotiatedbyCostAnalysis-1/1738了解價(jià)格與成本分析價(jià)格分析(PriceAnalysis)為檢驗(yàn)供貨商所提供的報(bào)價(jià)與合理的基準(zhǔn)做比較，而不檢驗(yàn)及評(píng)估個(gè)別成本架構(gòu)及利潤(rùn)構(gòu)成要素。價(jià)格=成本+利潤(rùn)成本分析(CostAnalysis)對(duì)于實(shí)際或是預(yù)測(cè)之成本結(jié)構(gòu)(如材料、人工、經(jīng)常性開支、管銷費(fèi)用)加以評(píng)估?！灸康摹款A(yù)估成本用于買賣雙方之議價(jià)談判，以達(dá)成雙方同意之公平合理的合約價(jià)格。NegotiatedbyCostAnalysis-NegotiatedbyCostAnalysis-2/1739價(jià)格、成本與利潤(rùn)的想法ProductCostProfitPriceCustomers價(jià)格受成本的驅(qū)動(dòng)(Cost-drivenPricing)CustomersPriceProfitCostProduct成本受價(jià)格的驅(qū)動(dòng)(Price-drivenCosting)NegotiatedbyCostAnalysis-NegotiatedbyCostAnalysis-3/1740價(jià)格分析談判 方法簡(jiǎn)單，主要使用于一般標(biāo)準(zhǔn)及簡(jiǎn)單制程產(chǎn)品的采購作業(yè)上。比較分析各供貨商競(jìng)標(biāo)之價(jià)格比較市場(chǎng)或目錄價(jià)格比較過去相似產(chǎn)品的采購價(jià)格記錄NegotiatedbyCostAnalysis-NegotiatedbyCostAnalysis-4/1741成本分析談判 較花時(shí)間，主要用于依買方規(guī)格訂制及復(fù)雜制程產(chǎn)品，或工程發(fā)包的采購作業(yè)上。直接材料費(fèi)用(材料費(fèi))直接人工費(fèi)用(加工費(fèi))間接費(fèi)用或經(jīng)常性開支一般行政管理費(fèi)用利潤(rùn)NegotiatedbyCostAnalysis-NegotiatedbyCostAnalysis-5/1742怎么拿到「成本分析」?報(bào)價(jià)時(shí)要求供貨商附上成本分析，否則不予考慮向其主管要求告知其它供貨商已提供成本分析如果要不到全部數(shù)據(jù)，至少要知道直接物料與直接人工費(fèi)用的比例從同業(yè)中打聽自己從成本模型估算NegotiatedbyCostAnalysis-NegotiatedbyCostAnalysis-6/1743「成本分析」是用來降低「成本」!而非用來降低供貨商的「利潤(rùn)」!讓供應(yīng)商了解NegotiatedbyCostAnalysis-NegotiatedbyCostAnalysis-7/1744成本的六大類別TotalCost總成本DirectCosts直接成本IndirectCosts間接成本VariableCosts變動(dòng)成本Semi-variableCosts半變動(dòng)FixedCosts固定成本NegotiatedbyCostAnalysis-NegotiatedbyCostAnalysis-8/1745成本結(jié)構(gòu)CostBreakdownDirectCostsDirectLaborAllowancesforreworkGeographicvariationVariationsinskillsDirectMaterialIndirectCostsEngineeringoverheadsMaterialoverheadsManufacturingoverheadsGeneralandAdministrative(G&A)ProfitNegotiatedbyCostAnalysis-NegotiatedbyCostAnalysis-9/1746間接費(fèi)用直接人工費(fèi)用直接材料費(fèi)用價(jià)格(Price)的構(gòu)成

CostofGoodsSold銷貨成本(或制造成本)一般行政管理費(fèi)用G&A利潤(rùn)PROFIT價(jià)格PRICENegotiatedbyCostAnalysis-NegotiatedbyCostAnalysis-10/17對(duì)價(jià)格(Price)的看法It’sunwisetopaytoomuch.Butit’sworsetopaytoolittle.Whenyoupaytoomuch,youlosealittlemoney,thatisall.Whenyoupaytoolittle,yousometimesloseeverything,becausethethingyouboughtwasincapableofdoingthingitwasboughttodo.Thecommonlawofbusinessbalanceprohibitspayingalittleandgettingalot.Itcant’bedone.Ifyoudealwiththelowestbidder,itiswelltoaddsomethingfortheriskyourun.Andifyoudothat,youwillhaveenoughtopayforsomethingbetter.Thereishardlyanythingintheworldthatsomeonecan’tmakealittleworseandsellalittlecheaper---andpeoplewhoconsiderpricealonearethisman’slawfulprey.JohnRuskin(1819-1900)英國(guó)思想家NegotiatedbyCostAnalysis-NegotiatedbyCostAnalysis-11/1748持有總成本TCO

A.First-inCost:CostofsourcingNegotiatedpriceTransportationcostInspectioncostStart-upcostB.In-HouseCost:StoragecostOperatingcostMaintenancecostC.DisposalCostFirst-inCost+In-HouseCost=LifeCycleCostLifeCycleCost+DisposalCost=TotalCostofOwnership(TCO)NegotiatedbyCostAnalysis-1NegotiatedbyCostAnalysis-12/1749價(jià)格調(diào)整要求是否合理? 目前所采購的一項(xiàng)塑料射出成品，單價(jià)為NT$45.00，供貨商提出由于塑料原料的價(jià)格近日上漲30%，由每公斤NT$90元漲為每公斤NT$117元，所以希望能反映價(jià)差，以避免損失過大，但考慮彼此良好的關(guān)系，所以僅只反映15%至單價(jià)上，故新單價(jià)為NT$51.75。 據(jù)了解此一塑料射出成品之材料成本約占供貨商總成本的35%，而塑料原料價(jià)格的上漲也是反映市場(chǎng)的現(xiàn)況，假設(shè)在其它影響成本的因素為不變的情形下，請(qǐng)問供貨商所提出的新單價(jià)是否合理？如不合理，則合理的漲幅應(yīng)為多少？是否有其它更好的建議？NegotiatedbyCostAnalysis-NogotiatedbyCostAnalysis-13/1750您的答案?1. 不合理。2. 總成本中原料價(jià)格上漲的影響為30%×35%=10.5%，不應(yīng)該影響到成本結(jié)構(gòu)中其它的65%部份。合理的價(jià)格調(diào)整幅度為$45×10.5%=$4.73，因此，合理的新單價(jià)應(yīng)為$45+$4.725=$49.73，合理單價(jià)漲幅應(yīng)為10.5%。3. 此外，采購也可以運(yùn)用議價(jià)技巧強(qiáng)調(diào)供貨商愿意反映的15%為材料部份，此時(shí)原料價(jià)格上漲的影響可為15%×35%=5.25%，價(jià)格調(diào)整幅度為$45×5.25%=$2.36，新單價(jià)則為$45+$2.36=$47.36。NogotiatedbyCostAnalysis-NegotiatedbyCostAnalysis-14/1751直接成本與價(jià)格的關(guān)系DirectMaterialDirectlaborFixedoverheadat150%ofdirectlabor ManufacturingcostG&Aat10%ofmanufacturingcost TotalcostProfitat10%oftotalcost Price $10.00 11.00 16.50 $37.50 3.75 41.25 4.13 $45.38 CostStructure Pricevariation $10.00 11.00 16.50 $37.50 3.75 41.25 3.10 $44.35 Reduceprofit25%-2.27% $10.00

8.25 12.38 $30.63 3.06 33.69 3.37 $37.06

Reducedirectlabor25%-18.33%NegotiatedbyCostAnalysis-NegotiatedbyCostAnalysis-15/1752利潤(rùn)ProfitPricemustincludeaprofitsufficientlyhightoencouragethesuppliertoacceptthebusinessinthefirstplace,andtomotivatethefirmtodeliverthematerialorservicesontime.ProfitisthebasicrewardforrisktakingandforefficiencyAfairprofitcannotbedeterminedasafixedpercentagefigureProfitisaflexiblefigurethatshouldbehigherforthemoreefficientproducerthanitisforthelessefficientoneNegotiatedbyCostAnalysis-NegotiatedbyCostAnalysis-16/1753保護(hù)供應(yīng)商的應(yīng)得利潤(rùn) $10.00 8.25 12.38 $30.63 3.06 33.69

4.13

$37.82Profitdollaramountkeepthesame-16.66% $10.00 8.25 12.38 $30.63 3.06 33.69 3.37 $37.06 Reducedirectlabor25%-18.33%DirectMaterialDirectlaborFixedoverheadat150%ofdirectlabor ManufacturingcostG&Aat10%ofmanufacturingcost TotalcostProfitat10%oftotalcost Price $10.00 11.00 16.50 $37.50 3.75 41.25 4.13 $45.38 CostStructure PricevariationNegotiatedbyCostAnalysis-NegotiatedbyCostAnalysis-17/1754談判時(shí)，不一定要采取爾虞我詐的策略談判目的是獲得你要的，也協(xié)助對(duì)方獲得他要的傾聽對(duì)手的條件，設(shè)法滿足對(duì)方部分的要求談判的更高境界是「我大贏，你小贏」買賣不成人情在，建立關(guān)系，比一次的勝負(fù)更重要雙贏的談判策略NegotiatedbyCostAnalysis-Conclusion55結(jié)論成功的談判來自于充分的準(zhǔn)備與練習(xí)!Conclusion55結(jié)論成功的談判采購議價(jià)談判技巧

NegotiationSkills

onPurchasing采購議價(jià)談判技巧

NegotiationSk課程內(nèi)容大綱談判的目標(biāo)談判的時(shí)機(jī)談判前采購的自我認(rèn)知如何進(jìn)行談判個(gè)案研討如何運(yùn)用成本分析議價(jià)課程內(nèi)容大綱談判的目標(biāo)談判的目標(biāo)談判的目標(biāo)ObjectiveofNegotiation-1/459什么是Negotiation? 就采購而言，議價(jià)談判是一個(gè)包含買賣雙方探索和討價(jià)還價(jià)的過程（計(jì)劃、檢討、分析、妥協(xié)），雙方各有其觀點(diǎn)和目的，其目的在尋求于采購交易的各方面，包括價(jià)格、服務(wù)、規(guī)格、技術(shù)上和質(zhì)量上的要求，付款條件等，達(dá)到一個(gè)彼此滿意的約定。NAPMGlossaryofKeyPurchasingTermsObjectiveofNegotiation-1/4ObjectiveofNegotiation-2/460RightSupplier

從合格的供應(yīng)商處RightTime

在需求的時(shí)間內(nèi)RightPrice

以合理的價(jià)格RightQuantity

取得正確數(shù)量RightQuality

符合品質(zhì)要求的物品 與服務(wù)5Rights!采購運(yùn)疇管理之內(nèi)涵ObjectiveofNegotiation-2/4ObejctiveofNegotiation-3/461采購談判的重點(diǎn)ualityosteliveryerviceObejctiveofNegotiation-3/4ObjectiveofNegotiation-4/462採購談判的主要目的達(dá)到所預(yù)期的「品質(zhì)」水準(zhǔn)，亦即滿足組織之最低而必要之要求獲得公平合理的「合約價(jià)格」確保供應(yīng)商「準(zhǔn)時(shí)執(zhí)行合約」增加對(duì)供應(yīng)商執(zhí)行合約方式的控制要求供應(yīng)商給予我方最好的配合與供應(yīng)商發(fā)展一個(gè)良好並持續(xù)的關(guān)係ObjectiveofNegotiation-4/4議價(jià)談判的時(shí)機(jī)議價(jià)談判的時(shí)機(jī)TimingofNegotiation-1/564為什么需要和供貨商談判?采購本身「CostDown」的壓力當(dāng)采購對(duì)供貨商有所求當(dāng)供貨商交貨績(jī)效發(fā)生了問題當(dāng)采購的成本起了變化當(dāng)「合約條件」需要改變當(dāng)產(chǎn)品的「生命周期」結(jié)束其它原因………………TimingofNegotiation-1/59為什TimingofNegotiation-2/565比價(jià)還是議價(jià)?采購總金額夠大買賣雙方對(duì)采購項(xiàng)目或服務(wù)的規(guī)格都非常清楚，并且能準(zhǔn)確的估算出成本供應(yīng)市場(chǎng)中存在有足夠數(shù)量的供貨商供應(yīng)市場(chǎng)中的供貨商需要具備技術(shù)上的承制能力及承制的意愿有足夠的時(shí)間來進(jìn)行報(bào)價(jià)TimingofNegotiation-2/510比TimingofNegotiation-3/566議價(jià)的時(shí)機(jī)現(xiàn)有供貨商缺乏競(jìng)爭(zhēng)者當(dāng)價(jià)格不是唯一考慮因素供貨商先期參與(ESI)的情況由于高度的不確定性，而估算成本較困難當(dāng)采購發(fā)包(Outsourcing)會(huì)占供貨商的部份產(chǎn)能或服務(wù)模具(Tooling)或整備(Setup)費(fèi)用占供貨商總成本比重很高TimingofNegotiation-3/511議TimingofNegotiation-4/567議價(jià)的時(shí)機(jī)(續(xù))供貨商的生產(chǎn)周期過長(zhǎng)需要彈性合約規(guī)格或合約不確定，并在日后很有可能更改面臨自制或外購(MakeorBuy)的決定需求孔急時(shí)面臨惟一供貨商(SoleSource)或單一供貨商(SingleSource)TimingofNegotiation-4/512議TimingofNegotiation-5/568何者可以談判?基本上，任何事都可以談!供應(yīng)品質(zhì)運(yùn)輸支援價(jià)格TimingofNegotiation-5/513何談判前采購的自我認(rèn)知談判前采購的自我認(rèn)知Buyer'sSelf-RecognitionpriortoNegotiation-1/470采購角色的轉(zhuǎn)變傳統(tǒng)采購功能(Purchasing)物料需求(MaterialRequisition)供應(yīng)廠商(Vendors)價(jià)格第一(Price)官僚架構(gòu)(Bureaucracy)敵對(duì)關(guān)系(AdversarialRelationship)壓迫降價(jià)(PressureTactics)未來貨源搜尋(Sourcing)顧客需求(CustomerRequirements)外部資源(ExternalResources)利潤(rùn)第一(BottomLineContribution)競(jìng)爭(zhēng)優(yōu)勢(shì)(CompetitiveAdvantage)策略聯(lián)盟(StrategicAlliance)聯(lián)合成本管理(JointCostManagement)Buyer'sSelf-RecognitionpriorBuyer'sSelf-RecognitionpriortoNegotiation-2/471買方占優(yōu)勢(shì)PaysontimeFinanciallystrongExcellentreputationSignificantmarketshareSubstantiallygrowingfuturerequirementsSteadyuseCloseproximitytosupplierStrongtechnicalexpertiseLonghistoryofsuccessfulsupplierrelationsGlobalstrengthTheonlyorlargebuyerStrongbrandsorpatentsStrongorganizationalsupportforpurchasingStandsbehindcommitmentsOthersuitablesuppliersareavailableSubstitutesareavailableBuyer’smarketStrongcurrencyKnowledgeableandskillednegotiatorsAwareofsupplierweaknessWellpreparedWillingtogolongtermCanandwillhelpsupplierstoimproveEthical,honest,andtrustworthySufficienttimeforpropernegotiationBuyer'sSelf-RecognitionpriorBuyer'sSelf-RecognitionpriortoNegotiation-3/472賣方占優(yōu)勢(shì)Superiorquality,ISOcertificateSuperiorquantitycapabilitySuperiordeliver,price,serviceSuperiortermsandconditionsSuperiorwarrantiesSuperiorflexibilityastobuyer’srequirementSuperiorR&DFinanciallystrongExcellentreputationSignificantmarketshareFuturegrowthassuredStrongbrandsorpatentsGlobalstrengthCloseproximitytobuyerOnlysupplieravailableStandsbehindcommitmentsHassuperiorsuppliersSeller’smarketormarketshortageNosubstitutesavailableAwareofthepurchaser’sweaknessWellpreparedCanandwillhelppurchasertoimproveOrganizationalvaluescongruentwithpurchaser’sEthical,honest,andtrustworthyClosetocapacityOtherpurchasersanxioustobuyBuyer'sSelf-RecognitionpriorBuyer'sSelf-RecognitionpriortoNegotiation-4/473談判的最終目標(biāo)Win-Win!Buyer'sSelf-Recognitionprior???$$$如何進(jìn)行談判???$$$如何進(jìn)行談判ConductingNegotiation-1/1575談判之關(guān)鍵因素權(quán)力Power時(shí)間Time資訊Information期望水平Aspirationlevel談判是一個(gè)「過程」，而不是一個(gè)「事件」!ConductingNegotiation-1/152ConductingNegotiation-2/1576談判的程序結(jié)構(gòu)談判規(guī)劃(Planning)發(fā)現(xiàn)事實(shí)階段(Factfinding)休會(huì)階段(Recess)縮小差異階段(Narrowingthedifference)硬性交涉階段(Hardbargaining)事后之關(guān)系維系(Relationship)ConductingNegotiation-2/152ConductingNegotiation-3/1577談判教戰(zhàn)守則-議價(jià)前議價(jià)前的準(zhǔn)備建立可能的供應(yīng)貨源分析供貨商立場(chǎng)，參觀供貨商設(shè)施分析供貨商財(cái)務(wù)狀況，及其報(bào)價(jià)與提案搜集采購市場(chǎng)之相關(guān)信息組織談判團(tuán)隊(duì)，了解工作任務(wù)訂定談判目標(biāo)準(zhǔn)備替代方案認(rèn)定己方談判權(quán)限選定開會(huì)地點(diǎn)，準(zhǔn)備開會(huì)場(chǎng)地ConductingNegotiation-3/152ConductingNegotiation-4/1578談判的地點(diǎn)-買方對(duì)買主較方便：〝所有的數(shù)據(jù)都在我這兒〞我有所有的文件(證書、契約、記錄…等等)表現(xiàn)力量的最好證據(jù)〝你來找我！〞所以，利用你的優(yōu)勢(shì)大部份的人對(duì)熟悉的環(huán)境較自在且有效率，他們可以控制這場(chǎng)面假如對(duì)手取得先機(jī)，你可以安排其它方法轉(zhuǎn)變此不利的局勢(shì)聽完對(duì)手陳述后，若不想與之周旋，你可離開或是要求散會(huì)，有個(gè)緩沖時(shí)間讓你去搜集重要信息ConductingNegotiation-4/152ConductingNegotiation-5/1579議價(jià)前的自我檢查1. 確定在談判中真正要討論的議題。2. 如果不能和供貨商達(dá)成協(xié)議，你怎么辦？3. 如果供貨商不能和你達(dá)成協(xié)議，他會(huì)怎么辦？4.分析每項(xiàng)談判議題對(duì)你的重要性為何？5.分析每項(xiàng)談判議題對(duì)供貨商的重要性又為何？6.議價(jià)區(qū)域是否確定？7.是否有交換利益的可能？ConductingNegotiation-5/152ConductingNegotiation-6/1580談判教戰(zhàn)守則-議價(jià)前議價(jià)的基本概念隨時(shí)準(zhǔn)備妥協(xié)推銷己方立場(chǎng)保持嚴(yán)肅，不要低估對(duì)手隨時(shí)小心謹(jǐn)慎保持充裕時(shí)間完成任務(wù)談判歸談判，娛樂歸娛樂合理不做過分要求不管買方如何提議，賣方仍然多有要求緊張之買方為示弱的表示ConductingNegotiation-6/152ConductingNegotiation-7/1581談判教戰(zhàn)守則-議價(jià)中評(píng)估對(duì)手找出可讓步的決策者賣方猶豫不決必有可成之機(jī)賣方欠缺資料

有問題專心一致，注視對(duì)方傾聽有效運(yùn)用5W1H(Who,When,Where,What,Why,How)ConductingNegotiation-7/152ConductingNegotiation-8/1582動(dòng)態(tài)的談判過程Seller’sPositionWorstCaseOptimisticTargetPositionBuyer’sPositionOptimisticWorstCaseTargetPositionProbableRangeofNegotiationNoNegotiationsNoNegotiations買方開低走高！賣方開高走低！ConductingNegotiation-8/152ConductingNegotiation-9/1583談判教戰(zhàn)守則-議價(jià)中策略采取主動(dòng)，做在桌首認(rèn)識(shí)與念出供貨商人員姓名評(píng)估對(duì)手權(quán)限及最低立場(chǎng)技巧尋問，引導(dǎo)正面回答非關(guān)鍵處可酌量讓步，若先小讓步，則對(duì)方有義務(wù)回報(bào)從較簡(jiǎn)易達(dá)成協(xié)議的開始避免二者擇一之立場(chǎng)不要放棄任何事不要超過自己之心理與身體之能力ConductingNegotiation-9/152ConductingNegotiation-10/1584談判教戰(zhàn)守則-議價(jià)中戰(zhàn)術(shù)不要透露己方之最大讓步極限(底牌)不要無理的爭(zhēng)論不要失去理智不做超過權(quán)限之承諾記得供貨商也要"贏"不要任意打斷別人對(duì)于完全無法接受之提議保持靜默不要離題討論以免浪費(fèi)時(shí)間ConductingNegotiation-10/15ConductingNegotiation-11/1585談判教戰(zhàn)守則-議價(jià)中化解僵局切記！不要?jiǎng)託飧鼡Q立場(chǎng)表示了解對(duì)方立場(chǎng)，再聲明己方立場(chǎng)提議解決的方法ConductingNegotiation-11/15ConductingNegotiation-12/1586談判教戰(zhàn)守則-議價(jià)后事后確定最后協(xié)議沒有疏漏任何項(xiàng)目注意何時(shí)與如何結(jié)束詳細(xì)記錄協(xié)議事項(xiàng)，雙方簽字分析發(fā)生了什么？為何如此？ConductingNegotiation-12/15ConductingNegotiation-13/1587議價(jià)談判的基本技巧Sequencing,orprioritizing,theissuesfordiscussionUsequestionswiselyListenEffectivelyMaintainInitiativeUseSolidDataUseSilenceAvoidEmotionalReactionsMakeUseofRecessesDon'tbeAfraidtoSayNoBewareofDeadlinesBeAwareofBodyLanguageKeepanOpenMindGetitinWritingConductingNegotiation-13/15ConductingNegotiation-14/1588議價(jià)的基本原則1. 人(SeparatethePeoplefromtheProblem)2. 利益(FocusonInterests,notPositions)3. 選擇(InventOptionsforMutualGain)4. 準(zhǔn)則(InsistonusingObjectiveCriteria)ConductingNegotiation-14/15ConductingNegotiation-15/1589談判失敗的原因疏于準(zhǔn)備工作設(shè)定的談判目標(biāo)不切實(shí)際實(shí)行的談判戰(zhàn)術(shù)失靈太匆忙由于文化差異所導(dǎo)致的誤解溝通障礙，不聆聽對(duì)方缺乏談判技巧的訓(xùn)練與練習(xí)ConductingNegotiation-15/15個(gè)案研討AProblemofPrice一個(gè)價(jià)格問題個(gè)案研討CaseStudy91個(gè)案研討供貨商 每桶單價(jià)(US$) 總價(jià)(US$) (以年需求量10,000桶計(jì)算)大沙漠化學(xué) 312 3,120,000芝加哥化學(xué) 297 2,970,000舊金山化學(xué) 323 3,230,000圣路易工業(yè) 332 3,320,000圣保羅塑料 340 3,400,000整備費(fèi)用:$700,000元到$850,000元間，通常在第一年內(nèi)攤提大沙漠化學(xué)的整備費(fèi)用為$750,000元CaseStudy36個(gè)案研討供貨商 每桶單價(jià)(US如何運(yùn)用成本分析議價(jià)如何運(yùn)用成本分析議價(jià)NegotiatedbyCostAnalysis-1/1793了解價(jià)格與成本分析價(jià)格分析(PriceAnalysis)為檢驗(yàn)供貨商所提供的報(bào)價(jià)與合理的基準(zhǔn)做比較，而不檢驗(yàn)及評(píng)估個(gè)別成本架構(gòu)及利潤(rùn)構(gòu)成要素。價(jià)格=成本+利潤(rùn)成本分析(CostAnalysis)對(duì)于實(shí)際或是預(yù)測(cè)之成本結(jié)構(gòu)(如材料、人工、經(jīng)常性開支、管銷費(fèi)用)加以評(píng)估?！灸康摹款A(yù)估成本用于買賣雙方之議價(jià)談判，以達(dá)成雙方同意之公平合理的合約價(jià)格。NegotiatedbyCostAnalysis-NegotiatedbyCostAnalysis-2/1794價(jià)格、成本與利潤(rùn)的想法ProductCostProfitPriceCustomers價(jià)格受成本的驅(qū)動(dòng)(Cost-drivenPricing)CustomersPriceProfitCostProduct成本受價(jià)格的驅(qū)動(dòng)(Price-drivenCosting)NegotiatedbyCostAnalysis-NegotiatedbyCostAnalysis-3/1795價(jià)格分析談判 方法簡(jiǎn)單，主要使用于一般標(biāo)準(zhǔn)及簡(jiǎn)單制程產(chǎn)品的采購作業(yè)上。比較分析各供貨商競(jìng)標(biāo)之價(jià)格比較市場(chǎng)或目錄價(jià)格比較過去相似產(chǎn)品的采購價(jià)格記錄NegotiatedbyCostAnalysis-NegotiatedbyCostAnalysis-4/1796成本分析談判 較花時(shí)間，主要用于依買方規(guī)格訂制及復(fù)雜制程產(chǎn)品，或工程發(fā)包的采購作業(yè)上。直接材料費(fèi)用(材料費(fèi))直接人工費(fèi)用(加工費(fèi))間接費(fèi)用或經(jīng)常性開支一般行政管理費(fèi)用利潤(rùn)NegotiatedbyCostAnalysis-NegotiatedbyCostAnalysis-5/1797怎么拿到「成本分析」?報(bào)價(jià)時(shí)要求供貨商附上成本分析，否則不予考慮向其主管要求告知其它供貨商已提供成本分析如果要不到全部數(shù)據(jù)，至少要知道直接物料與直接人工費(fèi)用的比例從同業(yè)中打聽自己從成本模型估算NegotiatedbyCostAnalysis-NegotiatedbyCostAnalysis-6/1798「成本分析」是用來降低「成本」!而非用來降低供貨商的「利潤(rùn)」!讓供應(yīng)商了解NegotiatedbyCostAnalysis-NegotiatedbyCostAnalysis-7/1799成本的六大類別TotalCost總成本DirectCosts直接成本IndirectCosts間接成本VariableCosts變動(dòng)成本Semi-variableCosts半變動(dòng)FixedCosts固定成本NegotiatedbyCostAnalysis-NegotiatedbyCostAnalysis-8/17100成本結(jié)構(gòu)CostBreakdownDirectCostsDirectLaborAllowancesforreworkGeographicvariationVariationsinskillsDirectMaterialIndirectCostsEngineeringoverheadsMaterialoverheadsManufacturingoverheadsGeneralandAdministrative(G&A)ProfitNegotiatedbyCostAnalysis-NegotiatedbyCostAnalysis-9/17101間接費(fèi)用直接人工費(fèi)用直接材料費(fèi)用價(jià)格(Price)的構(gòu)成

CostofGoodsSold銷貨成本(或制造成本)一般行政管理費(fèi)用G&A利潤(rùn)PROFIT價(jià)格PRICENegotiatedbyCostAnalysis-NegotiatedbyCostAnalysis-10/17對(duì)價(jià)格(Price)的看法It’sunwisetopaytoomuch.Butit’sworsetopaytoolittle.Whenyoupaytoomuch,youlosealittlemoney,thatisall.Whenyoupaytoolittle,yousometimesloseeverything,becausethethingyouboughtwasincapableofdoingthingitwasboughttodo.Thecommonlawofbusinessbalanceprohibitspayingalittleandgettingalot.Itcant’bedone.Ifyoudealwiththelowestbidder,itiswelltoaddsomethingfortheriskyourun.Andifyoudothat,youwillhaveenoughtopayforsomethingbetter.Thereishardlyanythingintheworldthatsomeonecan’tmakealittleworseandsellalittlecheaper---andpeoplewhoconsiderpricealonearethisman’slawfulprey.JohnRuskin(1819-1900)英國(guó)思想家NegotiatedbyCostAnalysis-NegotiatedbyCostAnalysis-11/17103持有總成本TCO

A.First-inCost:CostofsourcingNegotiatedpriceTransportationcostInspectioncostStart-upcostB.In-HouseCost:StoragecostOperatingcostMaintenancecostC.DisposalCostFirst-inCost+In-HouseCost=