采購策略報告-策略是什么

策略是什麼?策略:是所有創(chuàng)意的來源SKII要告訴消費者的是,用了它讓你的皮膚變的晶瑩惕透,沒有細(xì)紋,不怕你靠近看.輕鬆打==>不用每月交月租費策略的定義源自古希臘字Strategos,意指將軍用兵之術(shù)章氏大字典定義:計劃與引導(dǎo)大規(guī)模軍事行動的科學(xué),換言之即運用所擁有的資源力量,指揮軍隊去打敗敵軍或減輕敗績的科學(xué)及藝術(shù).策略的定義古人稱之為,計謀.管子:一年之計,莫如樹穀十年之計,莫如樹木百年之計,莫如樹人生管系統(tǒng)七階層次作業(yè)架構(gòu)集合系統(tǒng)主系統(tǒng)次系統(tǒng)支系統(tǒng)子系統(tǒng)微系統(tǒng)系統(tǒng)層次統(tǒng)籌系統(tǒng)

●策略執(zhí)行系統(tǒng)執(zhí)行系統(tǒng)

●目的●流程+表單引導(dǎo)系統(tǒng)引導(dǎo)系統(tǒng)

●目的●指導(dǎo)原則定位系統(tǒng)●策略

●目的●指導(dǎo)原則方向時機(jī)程度採購策略採購策略,因時制宜BusinessModel:BycustomerBytimeframe

ByMarketstatus

Byclassification

ByLifeCycleAppleBusinessModelP52MLBscheduleThemonthwith5wks/4wksThemonthw/5weeksThemonthw/4weeksThemonthw/5wks1.Mondayofwk1:

BestcommoditypricebyAppleLarrytoQ-run2.Fridayofwk1:

a.ComponentTempleteformaterialscostanalysis byQ-runtoAppleb.PPVformatof2monthsagobyQ-runtoApple3.Wk2-3:

Costanalysis&negotiationwithApple/Vendor4.Fridayofwk3:

TransformationcostbyQ-runtoApple5.Fridayofwk4:

CostfinalizedfororderofthecomingmonthbyApple6.Mondayofwk5:

Q-rungetfinalorderfromSABRemarks:

a.LongtermschedulebyAppleMPS;b.Production/DeliveryschedulebySABMPSandPO

Themonthw/4wks1.Mondayofwk1:

BestcommoditypricebyAppleLarry2.Fridayofwk1:a.ComponentTempleteformaterialcostanalysisbyQ-runtoAppleb.PPVformatof2monthsagobyQ-runtoApple3.Wk2:Costanalysis&negotiationw/Apple/Vendor4.Fridayofwk2:TransformationcostbyQ-run5.Fridayofwk3:CostfinalizedfororderofthecomingmonthbyApple6.Mondayofwk4:Q-rungetfinalorderfromSABRemarks:a.LongtermschedulebyAppleMPS;b.Production/DeliveryschedulebySABMPSandPO市場狀況壽命週期成功導(dǎo)入EOL管理良好的管理DirectAccountActive:65%Aclass:過手轉(zhuǎn)帳,不賺不賠良好供應(yīng)商關(guān)係ContrastingSemiconductorBusinessModelsComplexity: Integrated ComponentProductLifeCycle: 6months-2years 10-30yearsTechnologicalAdvances: Rapid IncrementalUnitsSold: Thousandstomillions Billions AverageSellingPrice: $2-$500 $0.01-$10.00CapitalExpenditures: $1.0-$2.0billion $100-$200million tobuildeachfab tobuildeachfabMicroprocessorsMicrocontrollersSemiconductorComponentsTop40SemiconductorSuppliersfor1999ONranksasthe10thlargestU.S.basedsemiconductorsupplierandthe25thlargestintheworld!RelativeSharePositionDataSource:Dataquest’sFinal1999WorldwideSemiconductorMarketShareReport1999MarketPositionSource:VentureDevelopmentCorporation,WSTS,SIA,Bain&Company,ONSemiconductorinternaldata,SalomonSmithBarney $3.5BMarket #1TI/Unitrode #2 #3National #4LinearTech9.6%MktShare $1.3BMarket#1Lucent#2Vitesse#3PMCSierra#4AMCC#5

7.0%MktShare $12BMarket#1Toshiba#2Hitachi#3Rohm#47.4%MktShare$2.2BMarket #1TI #2Fairchild #3Philips #48.9%MktShareDiscreteAnalogPowerManagement

LogicBroadbandLSVHCVCXLVXLCXHC/HCTAC/ACTMC4000LSAHCLVLVCALVCACLogicVendorRelationshipStandardLogicFamiliesCrossRefCrossReferencebyPackage策略採購資料庫品質(zhì)價格交期服務(wù)技術(shù)採購三步驟詢價供應(yīng)商選擇議價供應(yīng)商評鑑原廠/代理商DirectAccountPassive:90%Bclass:掌握資源,要求服務(wù)培養(yǎng)長期合作供應(yīng)商Bclass:掌握資源,要求服務(wù)市場狀況調(diào)查原物料價格掌握成本結(jié)構(gòu)分析市場狀況Q2/02Aug./01MLCCeffectivecapacityinBpcsR-chipeffectivecapacityinBpcsMiniaturization08050603040212060201>1206Bclass:掌握資源,要求服務(wù)就近採購BetterserviceLowcostFreshnessBclass:掌握資源,要求服務(wù)長交期物料管控=>最少兩供應(yīng)商=>申請?zhí)崆跋聠蜹urnkeyMaterialShortageElevationProcessCustomerFoxconnSupplierRegionalSupplySystemProcurementTeamGlobalSupplySystemProcurementMGRVicePresidentPresidentBuyerProcurementMGRGroupDirectorAgentMGRMakerMGRA/CMGRForCustomerPresidentEngineeringAlternativeBclass:掌握資源,要求服務(wù)VMI(VendorManagementInventory)WDNFirmOrderPOP#訂購量交期數(shù)量Forecast2W2W1M1MFoxconnwithoutliabilityOrderreleasebaseonL/TBclass:掌握資源,要求服務(wù)料號系統(tǒng)整合有競爭力價格統(tǒng)購資源共享集合所有專案培養(yǎng)長期合作廠商Bclass:掌握資源,要求服務(wù)付款條件延長OEM=左手進(jìn),右手出H.Hv.s.Compaq=>45daysv.s.Intel=>45daysv.s.Apple=>45daysH.H.v.s.Supplier=>30days=>45days=>60days=>90days2ndSourceDevelopment對向:CPBG所有客戶SWOTStrengthWeakOpportunityThreat價格交期服務(wù)穩(wěn)定品質(zhì)低價電腦流行陷入低成本殺價的惡性循環(huán)?2ndsourcedevelopment

CCL:Critical

ComponentList2ndSourceVerificationCclass:自制零件,分享利潤

價格策略=>Contractpricedown6%需求=>CCBG駐廠市場/採購/交管/倉管同步併行要貨有貨,不要貨零庫存JIT管理,即取即用提高自制率Dclass:工程認(rèn)可,賺取價差.集合需求/資源,開發(fā)當(dāng)?shù)夭呗月?lián)盟廠商.

Self-OwnedwarehouseJIT交貨,即取即用,轉(zhuǎn)移庫存風(fēng)險.E-拍賣Navigate(導(dǎo)航)Eyes&Ears(眼&耳)Easyaccept(甘心接受)Impersonate(表演)Grimace(面有難色)Outrageous(荒唐的)Trade-off(利益交換)Teasing(開玩笑)Agree(同意)THEEND!七.遠(yuǎn)遠(yuǎn)遠(yuǎn)生管(14~26周)應(yīng)考慮的事項1.廠商AVL的建立2.供應(yīng)商HUB的建立3.DIRECTACCOUNT的建立4.成交條件的建立5.重要客戶年度銷售需求的預(yù)測6.年度營運目標(biāo)達(dá)成預(yù)測7.供應(yīng)鏈的規(guī)劃(流程圖)8.采購流程的規(guī)劃(level6)9.標(biāo)準(zhǔn)成本的建立(level6)10.報價作業(yè)系統(tǒng)應(yīng)考慮的物項1.AVLList;BOM系統(tǒng)(包含AVL)2.HUB場地地點,大小3.DIRECTACCOUNTLIST4.A,B,C,D分類採購策略與交易模式供應(yīng)商選擇評估採購成交條件採購訂單處理週交貨通知交貨驗收？採購應(yīng)付結(jié)報採購策略原則外部資源開發(fā)技術(shù)交流結(jié)盟採購交易模式供應(yīng)商選擇原則供應(yīng)商評鑑認(rèn)可供應(yīng)商分級分類供應(yīng)商評價考核供應(yīng)商輔導(dǎo)供應(yīng)商技術(shù)交流成交條件基本資料成交條件協(xié)議成交條件簽核成交條件異