采購務(wù)實教材

……PRICESIt’sunwisetopaytoomuch.Butit’sworsetopaytoolittle.Whenyoupaytoomuch,youlosealittlemoney,thatisall.Whenyoupaytoolittle,yousometimesloseeverything,becausethethingyouboughtwasincapableofdoingthingitwasboughttodo.Thecommonlawofbusinessbalanceprohibitspayingalittleandgettingalot.Itcant’bedone.Ifyoudealwiththelowestbidder,itiswelltoaddsomethingfortheriskyourun.Andifyoudothat,youwillhaveenoughtopayforsomethingbetter.Thereishardlyanythingintheworldthatsomeonecan’tmakealittleworseandsellalittlecheaper---andpeoplewhoconsiderpricealonearethisman’slawfulprey.英國思想家JohnRuskin(1819-1900)cnshu精品資料網(wǎng)CAPM_2002利潤Profit供應(yīng)商的報價中必須要有足夠的利潤，方能促使其樂於配合供應(yīng)供應(yīng)商對風(fēng)險(Risk)承擔(dān)，及生產(chǎn)效率(Productivity)的根本報酬利潤通常以總本錢固定百分比的計算方式並不恰當(dāng)生產(chǎn)效率好的供應(yīng)商應(yīng)享有較高的利潤率cnshu精品資料網(wǎng)CAPM_2002採購談判才干買方的優(yōu)勢採購數(shù)量大標(biāo)準(zhǔn)化﹑無差異化產(chǎn)品低的轉(zhuǎn)換廢品低的利潤能夠向上整合充分掌握商機(jī)cnshu精品資料網(wǎng)採購談判力量賣方的優(yōu)勢獨家或寡頭壟斷對客戶而言是重要的原料﹑零組件高的轉(zhuǎn)換本錢能夠向下整合複雜﹑差異性高的產(chǎn)品替代性差cnshu精品資料網(wǎng)優(yōu)質(zhì)的談判㊣優(yōu)於替代方案〔BATNA〕滿足利益需求沒有浪費；優(yōu)質(zhì)選擇符合法、理、情睿智的承諾過程效率高；良好的溝通互動過程促進(jìn)關(guān)係的改善cnshu精品資料網(wǎng)六、貨商搜尋與評選cnshu精品資料網(wǎng)CAPM_2002供應(yīng)商由誰負(fù)責(zé)評選？Buyeralone(採購人員)Cross-FunctionTeams(跨功能小組)SourcingteamSupplierperformanceevaluationteamSuppliercertificationteamNewproductdevelopmentteamCommodityTeams(商品小組)cnshu精品資料網(wǎng)CAPM_2002供應(yīng)商評選的項目執(zhí)行合約才干Abilitytoperform財務(wù)狀況Financialstatus本錢系統(tǒng)Costsystem品質(zhì)系統(tǒng)Qualityassurance,qualitycontrol,andrelatedsystems組織與管理Organizationandmanagement勞工狀況Laborstatuscnshu精品資料網(wǎng)CAPM_2002執(zhí)行合約才干

Abilitytoperform對買方訂單金額及採購數(shù)量能否有興趣Frequencyand/orvolumeoforders供應(yīng)商處理訂單的時間Lengthoftimetoprocessorders交貨才干(產(chǎn)能能否足夠或缺乏)Delivery符合品質(zhì)要求的才干Quality採購項目能否為其中心才干Product/serviceexpertise訂單積壓狀況Orderbacklog自製與外包的狀況Contractor's"makeorbuy"program循環(huán)/前置時間Cycle/leadtime生產(chǎn)力Productivity彈性，配合度如何(對暴增訂單的回應(yīng)才干)Flexibility業(yè)界口碑References電子化才干Electroniccapabilities產(chǎn)品線廣度Breadthofproductline可利用的產(chǎn)能Availablecapacitycnshu精品資料網(wǎng)CAPM_2002財務(wù)狀況

FinancialStatus資產(chǎn)負(fù)債表Balancesheets企業(yè)體質(zhì)損益表Incomestatements經(jīng)營才干各種財務(wù)比率FinancialRatio本錢控制紀(jì)錄Costcontrolhistory信譽評等Creditratings公司年度報告Certifiedannualreports鄧白氏報告Dun&Bradstreetreports觀察供應(yīng)商能否有倒閉危機(jī)的「Z積分(ZScore)」cnshu精品資料網(wǎng)CAPM_2002財務(wù)比率FinancialRatio平均應(yīng)收帳款週轉(zhuǎn)率＝銷貨淨(jìng)額／應(yīng)收帳款平均數(shù)平均應(yīng)收帳款收現(xiàn)天數(shù)＝365天／應(yīng)收帳款週轉(zhuǎn)率存貨週轉(zhuǎn)率＝銷貨本錢／平均存貨平均銷貨日數(shù)＝360/存貨週轉(zhuǎn)率+360/應(yīng)收帳款週轉(zhuǎn)率固定資產(chǎn)週轉(zhuǎn)率＝銷貨淨(jìng)額／固定資產(chǎn)淨(jìng)額總資產(chǎn)週轉(zhuǎn)率＝銷貨淨(jìng)額／資產(chǎn)總額cnshu精品資料網(wǎng)CAPM_2002Z積分(ZScore)Z=〔1.2×X1〕+〔1.4×X2〕+〔3.3×X3〕+〔0.6×X4〕+〔0.999×X5〕 X1 = WorkingCapital/TotalAssets 淨(jìng)流動資產(chǎn)÷總資產(chǎn) X2 = RetainedEarnings/TotalAssets 保管盈餘÷總資產(chǎn) X3 = EarningBeforeInterest&Tax〔EBIT〕/TotalAssets 利息支付前及稅前盈餘÷總資產(chǎn) X4 = MarketValueofEquity/BookValueofDebt 資本總額÷總負(fù)債 X5 = Sales$/TotalAssets 銷售金額÷總資產(chǎn) 假設(shè)供應(yīng)商的「Z積分」為3.0或更高，則可以斷定此供應(yīng)商體質(zhì)健全，其財務(wù)狀況為相對穩(wěn)定。假設(shè)供應(yīng)商的「Z積分」為2.99或更低，則顯示出公司能夠有倒閉的危機(jī)，。cnshu精品資料網(wǎng)CAPM_2002本錢系統(tǒng)

CostSystem能否有才干按照產(chǎn)生本錢的特定作業(yè)活動為基準(zhǔn)，來分?jǐn)傞g接本錢Capabilityofsegregatingcostsbytask對本錢項目的處理能否一致Consistenttreatmentofcost能否符合本錢會計原則Compliancewithcostaccountingstandards能否有任何本錢降低的計劃Whatstepshasthesuppliertaken,ifany,toreducecostscnshu精品資料網(wǎng)CAPM_2002品質(zhì)系統(tǒng)QC,QA,&RelatedSystems接受與退貨的紀(jì)錄Acceptance/rejectionhistory測試的才干Testingcapability-作業(yè)員Workers/機(jī)器設(shè)備Machines製程控制Processcontrol-統(tǒng)計製程控制SPC/統(tǒng)計品質(zhì)控制SQC-六個標(biāo)準(zhǔn)差SixSigma/製程才干CpKProcessBands品管(保)組織Organizationandmanagementofqualitysystems品管(保)文件與程序Documentedsystems/procedures品質(zhì)系統(tǒng)認(rèn)證/驗證Systemcertification/validation製程認(rèn)證Processcertification(ISO)cnshu精品資料網(wǎng)CAPM_2002全面品質(zhì)管理TQM品質(zhì)是每一個人的責(zé)任(Everybody’sresponsibility)組織內(nèi)的每一個人都要實行並積極的參與一切品質(zhì)相關(guān)的活動(CommitmentandActiveparticipation)達(dá)到品質(zhì)的持續(xù)改善(ContinuousImprovement)滿足客戶的需求(CustomerSatisfaction)cnshu精品資料網(wǎng)CAPM_2002INSPECTProcessBProcessAINPUTReworkScrapOUTPUTProcessBProcessAINPUTSPCOUTPUTSPC品保系統(tǒng)

QualityAssuranceDefectDetectionSystem(不良品偵測的系統(tǒng))會有一些重複性的檢驗(inspection)產(chǎn)生。檢驗樣品的數(shù)量普通都很大。不良品只能在檢驗後被發(fā)現(xiàn)。DefectPreventionSystem(不良品預(yù)防的系統(tǒng))利用統(tǒng)計製程控制SPC製程可透過反饋方式進(jìn)行自我校正cnshu精品資料網(wǎng)CAPM_2002製程才干指數(shù)Cp,CpkCp-衡量製程才干的品質(zhì)，就是將規(guī)格上下界限的差異(規(guī)格上限USL-規(guī)格下限LSL)與製程變異(6σ)作比較，這個指標(biāo)只需考慮到製程變異的範(fàn)圍能否有落在規(guī)格公差之內(nèi)。普通要求為1.0以上，計算方式為Cp=(USL-LSL)/6σ。Cpk-製程才干的品質(zhì)量測指數(shù)，除了考量了製程變異之外還考慮到製程中心能否有偏移。普通要求為1.33以上，計算方式為Cpk就是取Cpu與Cpl的最小值，亦即Cpk=min(Cpu，Cpl)，其中Cpu為將規(guī)格上限(USL)減掉製程平均(mean)之後除以3σ；Cpl為將製程平均(mean)減掉規(guī)格下限(LSL)之後除以3σ。cnshu精品資料網(wǎng)CAPM_2002製程才干分析

ProcessCapabilityAnalysisCp=CpkVariation-GoodCentering-GoodCp,Cpk>1.33Cp>CpkVariation-GoodCentering-PoorCp>1.33Cpk=0Cp=CpkVariation-PoorCentering-GoodCp,Cpk<1Cp>CpkVariation-PoorCentering-PoorCp,Cpk<1LSLUSLLSLUSLcnshu精品資料網(wǎng)CAPM_2002SIXSIGMA六標(biāo)準(zhǔn)差SIXSIGMA-Aprogramthatpermitsonlythree(3)defectspermillionpartsandreflectsanoutstandingcommitmenttoquality.六標(biāo)準(zhǔn)差-在每百萬件中只允許三個不良品，是對品質(zhì)最高的承諾。 #207:Developmeasurementsforqualityimprovementandtargetsetting(e.g.,"bestinclass"benchmarks).;C.P.M.Module:2 #111:Conductsuppliervisits/evaluationstodeterminesuitability.;C.P.M.Module:1cnshu精品資料網(wǎng)CAPM_2002zDefectperMillion 2 308,537 3 66,807 4 6,210 5 233 6 3.4366Measurement20,000TimesImprovementcnshu精品資料網(wǎng)CAPM_2002SIXSIGMAPERFORMANCE20,000lostarticlesofmailperhourUnsafedrinkingwaterforalmost15minuteseachday5,000incorrectsurgicaloperationsperweekTwoshortorlonglandingsatmostmajorairportseachday200,000wrongdrugprescriptionseachyearSevenarticleslostperhourOneunsafeminuteeverysevenmonths1.7incorrectoperationsperweekOneshortorlonglandingeveryfiveyears68wrongprescriptionsperyear99%Good(3.8Sigma)99.99966%Good(6Sigma)cnshu精品資料網(wǎng)CAPM_2002SIXSIGMACONCEPTNoDefects!Target321Customer’sSpecification631TargetCustomer’sSpecification6.6%Defects!After6!Before3ReducingVariabilitycnshu精品資料網(wǎng)CAPM_2002組織與管理

Organizationandmanagement高級主管的承諾與參予Topmanagementcommitmentandinvolvement公司組織的穩(wěn)定性Stability員工的訓(xùn)練Trainingandcertificationofpersonnel員工年資與技術(shù)才干Technicalcompetence/servicesupport機(jī)器設(shè)備的新舊及保養(yǎng)情況Equipmentcapabilities此供應(yīng)商在同業(yè)之間的評價與口碑Generalreputation/ethics業(yè)界的位置Industrystatus對客戶滿意度的認(rèn)知Customercommitment對其衛(wèi)星工廠的管理Subcontractormanagementcnshu精品資料網(wǎng)CAPM_2002勞工狀況

Laborstatus員工的平均年齡及技術(shù)層次Employeeskills工會組織情況Unionization工會合約到期日Laborcontractexpirationdate員工的流動率Employeeturnover對員工的訓(xùn)練計劃Trainingprogramsandinitiatives工業(yè)相關(guān)政策的遵守Industrialrelationspolicycnshu精品資料網(wǎng)CAPM_2002供應(yīng)商的拜訪傳統(tǒng)的供應(yīng)商拜訪供應(yīng)商主動邀請新上任的採購人員例行性的年度拜訪需求對供應(yīng)商進(jìn)行認(rèn)可針對特定問題需求解決了解供應(yīng)商的各方面才干審查供應(yīng)商所建議的替代性資料或服務(wù)高附加價值的的供應(yīng)商拜訪與高層會面洽談彼此共同的目標(biāo)與協(xié)作計畫對供應(yīng)商組織內(nèi)的不同部門有更進(jìn)一步的了解參與增進(jìn)供應(yīng)商/客戶關(guān)係的活動一同參與流程的再造工程討論新產(chǎn)品或服務(wù)的機(jī)會分享新技術(shù)並討論運用在目前產(chǎn)品的能夠性cnshu精品資料網(wǎng)CAPM_2002參觀工廠及生產(chǎn)線廠區(qū)的整潔Housekeeping生產(chǎn)線的物流動線規(guī)劃Process/materialflow對不良品的標(biāo)示Nonconformingmaterial生產(chǎn)工藝及效率機(jī)器的狀況及稼(開)動率作業(yè)員及幹部對製程及品質(zhì)政策的了解能否有標(biāo)準(zhǔn)作業(yè)程序(SOP)對工業(yè)平安的重視IndustrialSafety其他生意往來的客戶Majorcustomers運用的主要原料來源cnshu精品資料網(wǎng)CAPM_2002選擇供應(yīng)商的準(zhǔn)則基本之要件：QualityCostDeliveryServiceResponsivenessCommitment長期之要件：長期穩(wěn)定的供應(yīng)產(chǎn)能之相對擴(kuò)展健全之企業(yè)體質(zhì)正確且相近之經(jīng)營理念產(chǎn)品未來方向符合需求長期協(xié)作意願cnshu精品資料網(wǎng)CAPM_2002供應(yīng)商的戰(zhàn)略選擇-產(chǎn)品與製程的搭配IIIIIIIV連續(xù)生產(chǎn)組裝線生產(chǎn)批量生產(chǎn)小批量生產(chǎn)製程結(jié)構(gòu)-彈性數(shù)量少標(biāo)準(zhǔn)化程度低數(shù)量少產(chǎn)品多樣化數(shù)量多少許主要產(chǎn)品數(shù)量多標(biāo)準(zhǔn)化程度高產(chǎn)品結(jié)構(gòu)-可靠度與成本YourSuppliersareIneffectiveifyouandyoursupplierarenotStrategicallyAligned.cnshu精品資料網(wǎng)CAPM_2002戰(zhàn)略性的供應(yīng)商選擇關(guān)鍵性材料降低風(fēng)險戰(zhàn)略取代/更新減少供應(yīng)風(fēng)險策略性材料供應(yīng)商聯(lián)盟戰(zhàn)略長期關(guān)係戰(zhàn)略聯(lián)盟一般性材料聯(lián)合操作戰(zhàn)略改善運籌本錢改善管理本錢槓桿性材料價格槓桿戰(zhàn)略善用競爭比價與供應(yīng)商簽長期合約高低採購的金額採購的風(fēng)險高cnshu精品資料網(wǎng)CAPM_2002貨商蒐尋與訪查理念經(jīng)營理念、永續(xù)經(jīng)營、中長期計劃經(jīng)營經(jīng)營手法、經(jīng)營實績、經(jīng)營管理、往來廠商、 財務(wù)體質(zhì)、企劃品質(zhì)意願協(xié)作意願、服務(wù)態(tài)度規(guī)模產(chǎn)能、設(shè)備本錢本錢結(jié)構(gòu)、競爭優(yōu)勢技術(shù)設(shè)計、開發(fā)、採購、製造交期交期管理、管理體制品質(zhì)品質(zhì)經(jīng)營管理、品質(zhì)保證cnshu精品資料網(wǎng)選擇供應(yīng)商之準(zhǔn)則根本之要件QualityDeliveryCostServicePackageResponsivenessCommitment長期之要件長期穩(wěn)定供應(yīng)產(chǎn)能之相對擴(kuò)展健全之企業(yè)體質(zhì)正確且相近之經(jīng)營理念產(chǎn)品未來方向符合需求長期協(xié)作意願cnshu精品資料網(wǎng)貨商評選執(zhí)行合約才干Abilitytoperform財務(wù)狀況Financialstatus本錢系統(tǒng)Costsystem品質(zhì)系統(tǒng)Qualityassurance,qualitycontrol,andrelatedsystems組織與管理Organizationandmanagement勞工狀況Laborstatuscnshu精品資料網(wǎng)CAPM_2002戰(zhàn)略性同伴〔StrategicPartner〕條件Partner產(chǎn)能在業(yè)界佔相當(dāng)比重〔或市場佔有率〕居業(yè)界技術(shù)領(lǐng)先位置〔技術(shù)創(chuàng)新〕列入戰(zhàn)略客戶HouseAccount能提供資料本錢之競爭優(yōu)勢〔VA才干〕高階主管重視程度高，且提供PolicySupport產(chǎn)品之規(guī)格及品質(zhì)有競爭條件未來能提供GlobalSupport經(jīng)營管理與本公司相輔相成，或可提供未來協(xié)作機(jī)會產(chǎn)品線的廣度與深度足夠cnshu精品資料網(wǎng)七、有效的品質(zhì)管理及績效評估cnshu精品資料網(wǎng)CAPM_2002供應(yīng)廠商評等的用途衡量供應(yīng)商的才干Suppliercapabilities衡量供應(yīng)商的國際化與當(dāng)?shù)亟回洸鸥蒊nternationalandlocalcapabilities定價方法Pricingmethods衡量供應(yīng)商財務(wù)健全與否Financialstrength倉儲的位置Inventorylocationsandmethods交貨績效Deliveryperformance品質(zhì)紀(jì)錄Qualityhistory服務(wù)紀(jì)錄Servicehistory利潤率與存貨週轉(zhuǎn)率Marginperformanceandinventoryturnover創(chuàng)新的紀(jì)錄與績效Innovationhistoryandperformancecnshu精品資料網(wǎng)CAPM_2002供應(yīng)商管理的要件ualityosteliveryerviceDefectPreventionOpenBookManagementCycleTime&LeadTimeResponsivenesscnshu精品資料網(wǎng)CAPM_2002供應(yīng)商績效評估

KeyPerformanceIndicator本錢準(zhǔn)時交貨率電子轉(zhuǎn)帳的才干透過電子商務(wù)(e-commerce)採購的才干對於新技術(shù)的投資對於顧客電話回應(yīng)的時效折扣率產(chǎn)品不良率文件與發(fā)票的錯誤率cnshu精品資料網(wǎng)CAPM_2002供應(yīng)廠商評等法

PerformanceRatingMethods項目列舉法 Categoricalmethod加權(quán)指數(shù)法 Weighted-Factormethod本錢比率法 Cost-Ratiomethodscnshu精品資料網(wǎng)CAPM_2002項目列舉法範(fàn)例「項目列舉法」是一個屬於「定性(qualitative)」的供應(yīng)商評等方法，通常的作法是由採購、收料、品管、工程、會計等相關(guān)部門，針對其所關(guān)切的項目，如下表所示，綜合每一個供應(yīng)商過去以及現(xiàn)在的表現(xiàn)，評估其為「滿意」、「尚可」、或是「不滿意」。雖然這個方法非常簡單容易運用，卻也能夠流於主觀判斷，而無法真實反映供應(yīng)商的整體績效。另外，也無法針對某項較差的部份，作出改善的要求。cnshu精品資料網(wǎng)CAPM_2002項目列舉法範(fàn)例cnshu精品資料網(wǎng)CAPM_2002加權(quán)指數(shù)法

Weighted-Factormethod「加權(quán)指數(shù)法」〔Weighted-Pointmethod〕是一個屬於「定量」的供應(yīng)商評等方法，每一個評等的項目〔普通為品質(zhì)、價格、與交貨情況〕根據(jù)其重要性給予「加權(quán)」〔Weight〕，來計算整體的分?jǐn)?shù)，加權(quán)指數(shù)的總合必須是一百。cnshu精品資料網(wǎng)CAPM_2002加權(quán)指數(shù)法範(fàn)例 舉例說，採購對於一項產(chǎn)品的「價格」給予「50%」的加權(quán)指數(shù)，「品質(zhì)」的加權(quán)指數(shù)為「30%」，而「交貨」的加權(quán)指數(shù)則為「20%」。三個供應(yīng)商的報價分別為「甲供應(yīng)商」$59元，「乙供應(yīng)商」$63元，「丙供應(yīng)商」$70元。在採購買賣的一年當(dāng)中，各供應(yīng)商在各項的表現(xiàn)如下表所示。 Price 總交貨次數(shù) 遲交次數(shù) 退貨次數(shù)SupplierA $59 65 13 6SupplierB $63 35 2 0SupplierC $70 45 7 2cnshu精品資料網(wǎng)CAPM_2002加權(quán)指數(shù)法範(fàn)例...WeightedFactorAnalysis-Price Weighted Bid DirectPrice Average Rating Price Comparison* FactorSupplierA $59 59/59 = 100.0% x0.50 =50.0SupplierB $63 59/63 = 93.7% x0.50 =46.8SupplierC $70 59/70 = 84.3% x0.50 =42.1*Lowestpriceoffered/Actualpricepaid(以最低報價為分子)WeightedFactorAnalysis-Quality Total Total Weighted Shipments Shipments Percent Average Rating Received Rejected Accepted FactorSupplierA 65 6 90.8% x0.30 =27.2SupplierB 35 0 100.0% x0.30 =30.0SupplierC 45 2 95.6% x0.30 =28.7cnshu精品資料網(wǎng)CAPM_2002加權(quán)指數(shù)法範(fàn)例...WeightedFactorAnalysis-Delivery Total Total Weighted Shipments Shipments Percent Average Rating Received Late OnTime FactorSupplierA 65 13 80.0% x0.20 =16.0SupplierB 35 2 94.3% x0.20 =18.9SupplierC 45 7 84.4% x0.20 =16.9FinalStep:WeightedFactorAnalysis-TotalRating Price Quality Delivery Rating+ Rating+ Rating =OverallRatingSupplierA 50.0+ 27.2+ 16.0 =93.2【2】SupplierB 46.8+ 30.0+ 18.9 =95.7【1】SupplierC 42.1+ 28.7+ 16.9 =87.7【3】cnshu精品資料網(wǎng)CAPM_2002本錢比率法

Cost-Ratiomethods「本錢比率法」〔Cost-Ratiomethods〕是將一切跟採購，收料有關(guān)的本錢，與實際的採購金額作一比較，品質(zhì)與交貨的比率計算，則是以採購實際支付的本錢除以採購金額。cnshu精品資料網(wǎng)CAPM_2002本錢比率法範(fàn)例 舉例說，甲供應(yīng)商的報價單價為$5元，乙供應(yīng)商的報價單價為$4元，過去一年向甲供應(yīng)商的採購總金額為$250,000元，而向乙供應(yīng)商的採購總金額為$280,000元。另外，從其他部門如收料、檢驗、生產(chǎn)、本錢會計處得到相關(guān)的本錢資料，可計算出如下的各項本錢比率。TheDeliveryCostRatio: SupplierA SupplierB1.採購的交貨運送本錢 $10,500 $12,0002.採購總金額 $250,000 $280,0003.交貨本錢比率(line1/line2) 4.2% 4.3%TheQualityCostRatio: SupplierA SupplierB1.採購的品質(zhì)本錢 $15,100 $15,0002.採購總金額 $250,000 $280,0003.品質(zhì)本錢比率(line1/line2) 6.0% 5.4%cnshu精品資料網(wǎng)CAPM_2002TheServiceCostRatio: Weight SupplierA SupplierB1.現(xiàn)場服務(wù)的表現(xiàn) 30 40 302.研發(fā)才干 25 30 253.供應(yīng)商地理位置 25 30 204.倉儲容量 20 15 15比率總計： 100% 115% 90%對價格的影響： (-15) (+10)TheOverallCostRatio: SupplierA SupplierB1.交貨本錢比率 +4.2 +4.32.品質(zhì)本錢比率 +6.0 +5.43.服務(wù)本錢比率 -15.0 +10.0對報價的影響： -4.8 +19.7ApplyingtheFormula: 〔1＋總本錢比率〕×報價 ＝調(diào)整後的報價SupplierA: (1+[-.048]) x5.00 =$4.76SupplierB: (1+.197) x4.00 =$4.79本錢比率法範(fàn)例(續(xù))cnshu精品資料網(wǎng)CAPM_2002供應(yīng)商績效評分方式分級評等加權(quán)計分本錢基礎(chǔ)容易實施需求最少的資料多數(shù)人可參予適合資源有限的公司低本錢的制度有彈性的制度可以當(dāng)作供應(yīng)商評等實施本錢適中結(jié)合計數(shù)與計量的制度提供總本錢的作法鑑別績效差的特定地方可以做較客觀的評等長期改善機(jī)會最大最不可靠評估次數(shù)最少最主觀的評等通常為人任務(wù)業(yè)傾向重視單價需求電腦幫忙本錢會計制度的配合最複雜、實施本錢最高需求電腦資源小公司開始發(fā)展評估制度多數(shù)公司適用大公司有很多供應(yīng)商的公司CategoricalWeightedPointCost-Based制度優(yōu)點缺點適用者cnshu精品資料網(wǎng)評等結(jié)果被扭曲的能夠緣由

Factorsthatcandistortratings資料不正確Inaccuratedata加權(quán)指數(shù)不恰當(dāng)Improperweightingoffactors主觀要素Subjectivitycnshu精品資料網(wǎng)CAPM_2002供應(yīng)廠商評等結(jié)果發(fā)佈

Issuesinthedisseminationofratings機(jī)密性Confidentiality供應(yīng)商對評等結(jié)果的反應(yīng)處理Supplierreactiontoratingscnshu精品資料網(wǎng)CAPM_2002減少供應(yīng)商的班底數(shù)量(ReduceSupplierBase)合理的供應(yīng)商數(shù)量有助於降低本錢，以及有效的管理供應(yīng)商建立互信的買賣基礎(chǔ)(MutualTrust)公平，公正，合理尊崇，廉潔，言行一致營造無障礙的溝通環(huán)境(EfficientCommunication)誠懇的雙向溝通(sharinginformation)了解彼此文化差異從基層員工到高階主管從願景到技術(shù)/產(chǎn)品的發(fā)展主動積極的做法，一同解決問題，NoSurprise!Win-Win

建立雙贏的供應(yīng)商夥伴關(guān)係(二)cnshu精品資料網(wǎng)CAPM_2002Win-Win

建立雙贏的供應(yīng)商夥伴關(guān)係(二)供應(yīng)商先期參與(EarlySupplierInvolvement,ESI)在規(guī)格開發(fā)過程的初期，邀請具有夥伴關(guān)係的供應(yīng)商，參與買方的產(chǎn)品設(shè)計小組(workcollaboratively)運用供應(yīng)商的專業(yè)知識以及經(jīng)驗來共同設(shè)計開發(fā)降低本錢，加速產(chǎn)品上市時間(TimetoMarket)準(zhǔn)時付貨款(OnTimePayment)採購最根本應(yīng)遵照的(以金錢與供應(yīng)商交換貨物與服務(wù))從供應(yīng)商的角度，這是對合約履行的承諾有助於獲得供應(yīng)商最正確的配合cnshu精品資料網(wǎng)CAPM_2002Win-Win

建立雙贏的供應(yīng)商夥伴關(guān)係(三)對供應(yīng)商進(jìn)行教育訓(xùn)練(SupplierEducationandTraining)視供應(yīng)商為在外工廠的延伸與供應(yīng)商擁有共通的語言視為一種投資聯(lián)合進(jìn)行持續(xù)性的改善(JointContinuousImprovement)對目標(biāo)的共識(commongoals)衡量績效的最正確方法供應(yīng)商認(rèn)證程序的重要環(huán)節(jié)cnshu精品資料網(wǎng)CAPM_2002與供應(yīng)商的關(guān)係Relationship隔臂關(guān)係協(xié)作關(guān)係販?zhǔn)凵虃鹘y(tǒng)供應(yīng)商鑑定合格的供應(yīng)商同伴型的供應(yīng)商戰(zhàn)略聯(lián)盟較低的加值〔ValueAdded〕關(guān)係較高的加值〔ValueAdded〕關(guān)係Arm’slengthrelationshipsCollaborativeRelationshipscnshu精品資料網(wǎng)八、資訊科技與電子商務(wù)的影響cnshu精品資料網(wǎng)CAPM_2002電腦化的資料管理系統(tǒng)ComputerUsingdepartmentMRPscheduleHand-writtenrequisitionReviewbymaterialsplannerReviewbybuyerBuyerchangesRevisedrequisitionPurchaseordercopiesPurchaseOrderandacknowledgmentformComputerPrintedpurchaserequisitionRequisitionentrycnshu精品資料網(wǎng)CAPM_2002第三者網(wǎng)路服務(wù)公司電子資料交換EDI買方的電腦買方的mailbox供應(yīng)廠商的mailbox供應(yīng)廠商的電腦供應(yīng)廠商的mailbox買方的mailbox直接傳送DirectTransmission間接傳送IndirectTransmission採購文件的電子傳送cnshu精品資料網(wǎng)CAPM_2002e-Procurement電子化採購Log-inIntranetInternalProcurementWebsiteUserID:XXXXXPassword:XXXXXElectronicRFAFormCheckbudgetAggregateothersimilarrequisitionsOnlineApprovalOnlinecatalog

ContractedsupplierElectronicFundsTransfer(EFT)accountGoodsdeliveredPOPOelectronicallypopulated線上目錄電子RFA表格線上核準(zhǔn)查核預(yù)算相關(guān)請購加總線上核準(zhǔn)電子資金轉(zhuǎn)移帳戶合約供應(yīng)商線上核準(zhǔn)上公司內(nèi)部採購網(wǎng)站cnshu精品資料網(wǎng)CAPM_2002e-Procurement採購100%自動化Non-ProductionRequestsApprovalWorkflowReceiveASNAPMRP/DRPGeneratedRequirementsCreateRequisitionsAutoReleaseProcurementWorkflowApprovedSupplierListsStandardPOsSupplierSchedulesPaymentApprovedSuppliersEDI/FaxWebSearchCatalog(LocalorTPNRegister)ContentLoads/UpdatesPayonReceiptcnshu精品資料網(wǎng)CAPM_2002EmployingElectronicCommercetoMaximizeBenefits:

PhasesofElectronicCommerceValueExtendMarketReachExtendProductorServiceOfferingsCreateNewInformation-BasedProductsNewDistributionChannel,ProductorServiceBusinessModelChangePipelineVelocity(Productivity)ValueEngineeringAnalysisQualityCashFlowReductionofInventoryReductionofManufacturingandDeliveryCycleTimeReductionofLaborLowerOpenA/RDaysOperationalEfficiencyNumberofTradingPartnersNumberofTransactionsReductionofPaperOverheadAccuracyPaperReplacementValueofEC2Years5YearsCOMPLEXITYNewDistributionChannel,ProductOrServiceExtendMarketReachExtendProductorServiceOfferingsCreateNewInformation-BasedProductscnshu精品資料網(wǎng)九、結(jié)語與討論cnshu精品資料網(wǎng)CAPM_2002新競爭趨勢下採購面臨的挑戰(zhàn)

1.Routing的任務(wù)消逝2.維持SCM及ERP必要的資料品質(zhì)及LeadTime3.Singlesourcing趨勢→Vendorrelationship4.TotalCycleTime短縮→EarlySupplierInvolvement5.『Changing』管理6.角色改變→從執(zhí)行面轉(zhuǎn)到管理面7.資訊科技的運用8.全球化採購管理9.快速回應(yīng)管理→QuickResponse10.不斷且快速的CostDown壓力11.不斷出現(xiàn)的新技術(shù)與個性化需求cnshu精品資料網(wǎng)CAPM_20021.建構(gòu)公司內(nèi)、外人脈a.對外→建立個人與企業(yè)之採購網(wǎng)路b.對內(nèi)→展開跨機(jī)能活動小組2.提昇管理技藝→成為企業(yè)顧問師a.業(yè)務(wù)管理技巧(Cost、Quality、Delivery)b.協(xié)力廠商管理技巧c.培養(yǎng)業(yè)務(wù)改善才干3.發(fā)展戰(zhàn)略採購才干4.提昇資訊科技的應(yīng)用才干5.成為公司內(nèi)部的對外天線6.提昇個人的貢獻(xiàn)度7.Benchmarking，終身學(xué)習(xí)8.改變思維方式e時代的採購重點方向cnshu精品資料網(wǎng)CAPM_2002P Paperlessthinking e-世代的思維R Reliableperformance 追求有效成果O Open-minded 虛心、坦懷C Changingmanagement 「變」的管理U Usefulness 有效性的管理R Responsequickly 快速反應(yīng)才干E e-Tool 善用資訊科技M Moneymachine 創(chuàng)造資源利潤E Endlessresources 資源的無限化N Networkbuilding 建立網(wǎng)路人脈

T Threatavoidance 排除生存風(fēng)險採購/供應(yīng)管理應(yīng)對之道cnshu精品資料網(wǎng)CAPM_2002十、附錄cnshu精品資料網(wǎng)CAPM_2002中央與地方分工方式DecentralizedSourcingCentralizedSourcingCentralizedSourcingDecentralizedFulfillmentCentralizedFulfillmentDecentralizedFulfillmentcnshu精品資料網(wǎng)PRODUCTPORTFOLIOLEVERAGEPRODUCTSSTRATE