第章采購及外包戰(zhàn)略

1、采購與外包采購與外包 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

2、a live 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 1998 It was expecting to receive commissions and fees of nearly $6 million for ar

3、ranging procurement of $200 million worth of industrial components and partsFreeMarkets在線FreeMarkets是一個電子自由市場在線公司，其將產(chǎn)業(yè)購買者與潛在供應商通過電子競價系統(tǒng)聯(lián)系起來；這種與供應商互動的結果是為購買者節(jié)省了15%的采購成本公司成立于1995年，1998年1月接近盈虧平衡 98年預計安排價格2億美元工業(yè)零部件采購的任務，將獲得600萬美元的代理服務費。The Move to B2B Commerce向B2B商業(yè)轉移2003$1.3 Trillion2002$843B2001$499B2

4、000$251B1998$43BBusiness-to-BusinessSource: Forrester Research, Inc.1999$109BBusiness-to-ConsumerB2B is Huge.2003年年1.3 萬億美元萬億美元2002年年8430億美元億美元2001年年4990億美元億美元2000年年2510億美億美元元1998年年430億美億美元元B2BSource: Forrester Research, Inc.1999年年1090億億美元美元B2CB2B 市場巨大Highly FragmentedMost product categories are hig

5、hly fragmented, with numerous suppliers each offering different level of quality, service and pricing optionsBuyers incur significant cost in the actual purchase process A buyer must invest internal resources to manage the process of collecting, analyzing and acting upon all the information in the m

6、arket In addition to purchase price companies spend over 10% in additional procurement costsOn the suppliers side, there are significant costs in using the manufacturing reps These commissions range from 4% to 7% of purchase price制造商認同電子投標市場具有價值的原因？大部分產(chǎn)品種類都是高度分散的，有無數(shù)的供應商，提供不同水平的產(chǎn)品、服務和價格選擇購買者在實際購買過程中

7、會產(chǎn)生巨額成本 購買者必須投入內部資源以管理收集、分析和利用所有市場信息 除了支付采購價格外，公司還要支付額外的10%的采購成本從供應商的角度看，雇用制造商銷售代表的成本高昂 這些傭金花費是采購成本的4%至7%制造商認同電子投標市場具有價值的原因？由于這種明顯的分散性和差異性，采購者會面臨信息選擇問題：選擇的范圍太大而且沒有一個能將它們鑒別并區(qū)分開來的合適標準。購買者只能依賴供應商銷售代表的話，但銷售代表關心的只是市場而不是產(chǎn)品究竟如何！引入標準平臺電子競價市場。How Does FreeMarkets Online Create Value for its Customers?Consult

8、ing/Purchase outsourcing Putting together specs, drawings, lot sizes, documentation and RFQs詢價 Identifying potential savings opportunities Identifying and qualifying suppliers Educating and training buyers Conducting the Competitive Bidding Event (CBE) Providing post bid analysis and supportFreeMark

9、ets在線如何為它的客戶創(chuàng)造價值咨詢 / 采購外包 將規(guī)格、圖紙、批量、文件和報價請求放在一起 識別潛在的節(jié)約機會 識別并確認供應商資格 培訓購買者 引導競價活動 (CBE) 提供投標后的分析與支持How Does FreeMarkets Online Create Value for its Customers?Consulting/Purchase outsourcingDistribution IntermediaryFreeMarkets在線如何為它的客戶創(chuàng)造價值渠道中間商Industrial BuyerManuf. Rep.Manuf. Rep.Manuf. Rep.Supplier

10、 1Supplier 2Supplier 3Traditional B2B Trading ExchangesIndustrial BuyerManuf. Rep.Manuf. Rep.Manuf. Rep.Supplier 1Supplier 2Supplier 3傳統(tǒng)B2B 商業(yè)交易企業(yè)購買者 廠商代表 廠商代表 廠商代表供應商1 供應商2 供應商3Internet Based B2B Trading ExchangesIndustrial BuyerFreeMarkets OnlineSupplier 1Supplier 2Supplier 3以網(wǎng)絡為基礎的B2B商業(yè)交易 企業(yè)購買者Fr

11、eeMarkets 在線 供應商1 供應商2 供應商3How Does FreeMarkets Online Create Value for its Customers?Consulting/Purchase outsourcingDistribution IntermediaryNetwork Enabler/Software ProviderFreeMarkets在線如何為它的客戶創(chuàng)造價值網(wǎng)絡采購的驅動者 / 軟件提供者What are the Barriers for the buyers?Elimination of established relationships with th

12、e suppliers and their representativesElimination of manufacturing reps could result in loss of convenience購買者的障礙是什么？消除和供應商及其銷售代表之間已經(jīng)建立的關系消除制造商（ buyers ）的銷售代表可能帶來不便What is the value to the suppliers?Less value for the suppliers Commission costs fell from 7% to 2.5% Table 7.5 implies reduction in comm

13、ission by $174M(4.5%)=$8M Table 7.5 also shows $35M drop in revenue for the suppliers Suppliers could benefit from lower sales, marketing and distribution costs and better utilization of capacity對供應商的價值是什么？對供應商的價值相對較低 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說明了傭金的減少為174M(4.5%)=800萬美元 表7.5還顯示供應

14、商的收入減少了3500萬美元供應商可以從降低銷售、營銷、配送成本以及更好地利用生產(chǎn)能力中獲利Which suppliers benefit from this model?Low cost, quality suppliers will benefit as they drive competition out of the market The FreeMarkets model would be beneficial for large more efficient suppliersIt will also provide opportunities for a host of smal

15、l suppliers, especially if they are located overseas 哪些供應商從這種模式中獲利？低成本、低質量的供應商將獲利，因為他們推動了市場競爭 FreeMarkets模型將對大量更有效率的供應商有利它還會為一大群小規(guī)模供應商提供機會，尤其是國外的企業(yè)擴展市場The Revenue ModelA hybrid of service fees and sales commissions FreeMarkets charged monthly fee from the buyer based on the size of the market making

16、 team dedicated to the event Winning supplier paid sales commissions; this was paid in installments as suppliers shipped products收入模式收取服務費和銷售傭金 FreeMarkets公司向購買者按為其服務的市場創(chuàng)造團隊的規(guī)模每月收取服務費 勝出的供應商支付銷售傭金，這一費用在供應商發(fā)運產(chǎn)品時分期支付Problems with the revenue modelBuyer side: FreeMarkets invests substantially in a proj

17、ect Consulting revenue is independent of the value created Does not lead to another intensive purchasing study for the customer Gross margin on consulting is about 22% Doesnt scale wellSupplier side: FreeMarkets does not represent the supplier FreeMarkets success depends on their ability to identify

18、 many potential suppliers Suppliers pay commissions to the company that reduced their margins收入模式的問題購買方：拒絕在采購價值之外在支付其它費用，甚至拒絕支付任何費用，包括采購服務費 FreeMarkets公司在一個項目上進行了重大投資 咨詢收入和創(chuàng)造的價值不匹配 也沒有進行另一次對客戶采購的認真研究 咨詢的毛利率約為22% Doesnt scale well難以有遞增的效應供給方：拒絕支付費用 FreeMarkets不代表供給方 FreeMarkets的成功依賴于它們有能力識別出了許多潛在供應商競

19、價 供應商向公司支付傭金給FreeMarkets ，減少了自己的利潤Vertical vs Horizontal Focus?Vertical: Advantage: FreeMarkets can capitalize on its deep knowledge of supplier industries Disadvantage: Hard to scale-upHorizontal: Advantage: Ability to generate multiple contracts from one buyers Disadvantage: FreeMarkets does not b

20、ring much expertise to the transaction FreeMarkets應當縱深發(fā)展還是橫向發(fā)展？垂直： 優(yōu)勢：FreeMarkets能利用其深厚的供應產(chǎn)業(yè)的知識 劣勢：難以擴大規(guī)模水平： 優(yōu)勢：可以與同一個買方產(chǎn)生多個合同 劣勢： FreeMarkets沒有形成交易的專門知識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 reven

21、ue going to come from?How can these problems be addressed?技術許可 購買者能夠獨立使用這種技術嗎？使用需要專門的技能如果不能，這會帶來什么損害？如果能，收益從何而來？如何應對這些問題？By the end of 1998 FreeMarkets was pursuing the horizontal market expansionIn 2000, the company started licensing its software 在1998年底 FreeMarkets正在進行水平市場擴張2000年，公司開始許可使用其軟件The co

22、mpany went public in 12/99. Freemarkets Stock Price公司于1999年12月上市 Freemarket公司的股價Where is FreeMarkets today?For the three months ended in 3/31/01 Revenue totaled $33M Net loss totaled $43.7MFor the three months ended in 12/31/01 Revenue totaled $44.8M Net loss totaled $2.8M今天的FreeMarkets2001年第一季度 總收入

23、3300萬美元 凈虧損4370萬美元2001年第4季度 總收入4480萬美元 凈虧損280萬美元E-Marketplaces: The Initial (95-99) business modelThe e-marketplace concept started as a new way to procure products, particularly non-production items. E-marketplaces Expand everyones market reach Generate lower price for the buyers Cut operational co

24、sts for buyers and suppliersAutomating the procurement process will reduce processing cost per order from as high as $150 to as low as $5 per order Focus on liquidity Transaction fee paid by the suppliers Serve as a virtual distributorE-Marketplaces：最初的（1995年至1999年）的商業(yè)模式E-marketplaces的概念是采購產(chǎn)品的一種新方法。

25、 E-marketplaces能夠： 擴展每個公司的市場區(qū)域 為購買者產(chǎn)生更低的價格 為購買者和供應商削減運營成本采購過程自動化能夠使每訂單的處理成本由150美元降低到5美元 專注于產(chǎn)品在更大范圍的流通性 交易費用由供應商支付 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 nee

26、ds to be flexible Sometimes the wrong party is chargedLow barriers to entry created a fragmented industry flooded with participants Just in the chemical industry there were about 30 e-markets 商業(yè)模式存在的問題 銷售者拒絕向那些主要目的是降低采購價格的公司支付費用購買者拒絕支付費用收入模式需要靈活一些 有時向不該收費的一方收費低進入壁壘使得參與者大量涌入，市場被分散 僅僅在化學品市場就有約30個e-mar

27、kets Continuous evolution of the business modelTransaction fees (typically paid by the sellers) Sometimes the wrong party is charged Buyers and suppliers resist payingSubscription fees (typically paid by the buyer) Depends on a number of dimensionsLicensing the software 商業(yè)模式的進一步演化交易費用（通常由銷售者支付） 有時向不

28、該收費的一方收費 購買者和供應商拒絕支付固定租賃費用（通常由購買者支付） 由訂購量決定軟件許可使用Evolving Market Types Value-added independent e-markets They are expanding their offering to include inventory management and financial services (Zoho); supply chain planning (Covisint, e2open, Converge, TheSupply)市場類型的進化 增值的獨立e-markets 它們正在將其服務擴展到庫存管

29、理和金融服務(Zoho)，以及供應鏈規(guī)劃 (Covisint, e2open, Converge, TheSupply)Consider Instill Corp.I focuses on the food service industry and provides an infrastructure which links together operators, i.e., restaurants, distributors and manufacturers. This e-marketplace provides value to its customers by offering no

30、t only procurement services, but also forecasting, collaboration and replenishment tools.Instill公司案例I集中于食品服務產(chǎn)業(yè)，提供將飯集中于食品服務產(chǎn)業(yè)，提供將飯店、配送商和生產(chǎn)商聯(lián)系在一起的服務。它店、配送商和生產(chǎn)商聯(lián)系在一起的服務。它向客戶提供采購服務以及預測、協(xié)作和補貨向客戶提供采購服務以及預測、協(xié)作和補貨工具等服務工具等服務Consider eSIn the alcoholic beverage industry, eSkye has tailored an offering that pr

31、ovides the supply chain with real value. eSkye now links retail stores, distributors and suppliers providing visibility into a supply chain where little data existed. eSkye adds value by automating the ordering process for the retailer while providing product flow information to distributors and sup

32、pliers.eS公司案例在釀酒行業(yè)，eSkye公司為提供供應鏈的真正價值而調整了其服務?，F(xiàn)在，eSkye將零售店、分銷商和供應商聯(lián)系起來，在數(shù)據(jù)很少的供應鏈中提供了可視性。通過使零售商的訂單處理過程自動化，同時向分銷商和供應商提供產(chǎn)品流信息。Evolving Market TypesPrivate e-Markets Valuechain.D (Dell), eHub (Cisco) IBM, Sun Microsystems and Wal-MartThese companies use the marketplace to improve supply chain collaborati

33、on Providing suppliers with demand information and production data市場類型的進化專用的e-Markets Valuechain、D (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鏈的合作 向供應商提供需求信息和生產(chǎn)數(shù)據(jù)Evolving Market TypesConsortia-based e-markets. Covisint (automotive); Trade-Ranger (oil); Omnexus (chemicals); e2Open and Converge

34、(high-tech)Objective of the consortia is Aggregate activities and use the buying power of consortia members Provide suppliers with standard systems that support all buyers and allows suppliers to reduce cost市場類型的進化基于行業(yè)聯(lián)盟的基于行業(yè)聯(lián)盟的e-markets. Covisint (汽車)、Trade-Ranger (石油)、Omnexus (化工)、e2Open和Converge

35、(高技術)聯(lián)盟的目標： 匯集各種活動以便利用聯(lián)盟會員的購買力 向供應商提供標準系統(tǒng)以便支持所有購買者并使供應商降低成本的Evolving Market TypesContent based e-markets. Focus on Maintenance, Repair and Operations (MRO) goodsThese are components that are not part of the finished product or the manufacturing process but are essential for the businessExamples incl

36、ude lighting, office supply, fasteners,市場類型的進化基于內容的 e-markets. 集中于維護、修理和操作設備這些要素不是最終產(chǎn)品的一部分或生產(chǎn)過程的一部分，而是這種交易的必要部分例子包括照明設備、辦公用品和緊固件等E-marketplace實例Private TradingExchanges (PTX)Independent VerticalExchanges (IVX)Independent HorizontalExchanges (IHX)Consortia TradingExchanges (CTX)Private vs. consortium

37、-based public marketsOwner Single vs Co-OpObjective Private: (i) Share proprietary data (ii) allow for SC Collaboration Consortia: (i) Buying/selling commodities (ii) Finding new suppliers Participants Private: Selected group of suppliers Consortia: Open MarketBuyer Cost Private: Building and mainta

38、ining the site Consortia: Subscription fee; licensing fee專用與以行業(yè)聯(lián)盟為基礎的公開市場所有者 個人與合作組織目標 專用：(i) 分享私人數(shù)據(jù)；(ii) 供應鏈協(xié)同 聯(lián)盟：(i) 購買 / 銷售商品 ；(ii) 發(fā)現(xiàn)新的供應商參與者 私人：選定的一組供應商 聯(lián)盟：公開市場購買者成本 私人：建立并維持這種場所 聯(lián)盟：訂購費、許可費Private vs. consortium-based public marketsSupplier Cost Private: No fee Consortia: Subscription fee; Tran

39、saction feeChallenges Private: Initial investment Consortia: (i) Many have recently collapsed; (ii) preferred suppliers may object because of price focus; (iii) Sharing proprietary data (iv) developing standards專用與以行業(yè)聯(lián)盟為基礎的公開市場供應商成本 私人：無費用 公會：訂購費、交易費用挑戰(zhàn) 私人：初始投資 公會：(i) 最近很多都瓦解了；(ii) 首選的供應商可能由于價格而拒絕；(

40、iii) 分享私人數(shù)據(jù)；(iv)需 制定標準，規(guī)范數(shù)據(jù)Private vs. consortium-based public marketsAutomotive Industry Covisint was established in early 2000 by the Detroits big three automakers It now also includes Renault, Nissan, Mitsubishi and PegeotVolkswagen established its own private e-market Volkswagen e-market provide

41、s not only similar capabilities to that of Covisint but also real-time information on production plans so that suppliers can better utilize resources專用與以行業(yè)聯(lián)盟為基礎的公開市場汽車產(chǎn)業(yè) 2000年初，三在汽車制造商在底特律建立了Covisint 現(xiàn)在還包括雷諾、日產(chǎn)、三菱和標致大眾公司成立了自己的私人e-market 大眾的e-market不僅提供類似于Covisint的服務，而且還提供生產(chǎn)計劃的實時信息，以使供應商能更好地利用這些資源Con

42、sider 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, IBMs vice president of e-marketplaces. As host of the exchange, the company helped defray the co

43、st 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 established in 1999IBM公司案例 IBM的e-marketplaces經(jīng)理Bill Paulk聲稱，利用由25000家供應商和客戶組成的私人交易場所泄露出的敏感價格信息和庫存信息，自1993年以來

44、，IBM已經(jīng)節(jié)約了17億美元。由于有許多交易者，公司協(xié)助支付了連接供應商的成本?；貓螅合蚩蛻舻臏蕰r遞送由50%提高到90%?！斑@說明這種成本是值得的?！盤aulk說。E2open：成立于1999年的以公會為基礎的e-marketplaceA Framework for eProcurementType of Component Strategic ComponentsPart of the finished product Not industry specific; company specificExamples: PC motherboard and chassis Commodity

45、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 specific例如：計算機主板和機箱 通用商品可以向大量供應商購買價格由市場力量決定例如：計算機的存儲器 間接材料MROA Framework for eProcurementLevel of Ris

46、k Uncertain Demand (Inventory risk) Volatile market price (Price Risk) Component availability (Shortage Risk)電子采購的框架風險水平 不確定的需求（庫存風險） 不穩(wěn)定的市場價格（價格風險） 部件的可獲得性（短缺風險）Risk: Commodity ProductsCan be purchased either in the open market through on-line auction, or through the use of long term contractsLong

47、term contracts guarantee certain level of supply but may be risky for the buyer Inventory risk, shortage risk or price risk風險：通用產(chǎn)品可以通過以下渠道采購： 通過在線拍賣的公開市場 通過長期合約長期合約保證了一定的供應水平，但可能對購買者存在風險 庫存風險、短缺風險或價格風險A Framework for eProcurementIndirect Material Typically low risk and hence the focus is on content

48、based hubs. The objective is to use an MRO-hub that specializes in unifying catalogs from many suppliers Examples: MRO.com, Grainger on-line catalogs電子采購的框架間接材料 通常風險較低，因此集中于以滿意度為基礎的活動 目標是利用MRO活動形成統(tǒng)一目錄 例如：MRO.com、Grainger在線目錄GraingerW. W. Grainger has been selling industrial supplies for 72 yearsIn 1

49、995 Grainger established G, 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 of 3-4% a year. From 1996 to 1999 Grainger internet sales grew 32% a yea

50、r 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G，包括由12000家供應商提供的220000種產(chǎn)品的目錄1999年, Grainger通過互聯(lián)網(wǎng)實現(xiàn)了1.02億美元的收入增長MRO供應產(chǎn)業(yè)的年增長率為3%至4%。從1996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 ePro

51、curementStrategic Components Typically high risk components that can be purchased from a small number of suppliers The objective is to use private or consortia-based e-marketplace. The focus is on an e-marketplace that allow collaboration with the suppliers電子采購的框架戰(zhàn)略部件 通常具有高風險的部分可以通過數(shù)量較小的供應商購買 目標是利用私

52、人或以公會為基礎的e-marketplace. 關注于可以與供應商協(xié)同的e-marketplaceConsortia or Private?Transaction volumeNumber of suppliersCost of building and maintaining the siteThe importance of protecting proprietary business practicesTechnology and product life cycles聯(lián)盟還是專用？交易量供應商數(shù)量建立并維護交易場所的成本保護私人所有者實踐的重要性技術和產(chǎn)品生命周期A Framewor

53、k for eProcurementCommodity Products Products go directly into finished goodsHigh risk Many potential options to choose from Long Term ContractsBuyer and supplier commit to certain volume (called the commitment level)Supplier guarantees a level of supply for a committed price Flexible, or Option Con

54、tractsBuyer 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 the option level by paying additional price for each unit purchased Spo

55、t Purchasing電子采購的框架產(chǎn)品 直接到最終產(chǎn)品高風險 有許多潛在的選擇 長期合約購買者和供應商承諾達到一定水平（稱為承諾水平）供應商在承諾價格下保證一定水平的供給 靈活性或期權合約購買者提前支付一小部分產(chǎn)品費用，供應商剛保證滿足一定的需求水平（稱為option level ）購買者可以通過向每一購買的單位支付額外價格而購買直到option level的任何數(shù)量 買進現(xiàn)貨A Framework for eProcurement: A Portfolio Approach Inventory Risk(Supplier)Inventory Risk(Buyer)Price, Short

56、age Risks(Buyer)N/ACommitment LevelOption LevelL HHL 電子采購的框架：組合方式 庫存風險(供應商)庫存風險(購買者)價格風險、短缺風險(購買者)N/A承諾水平Option LevelL HHL B2B Software VendorsOracle (Indirect and Direct)i2 Technologies and Manugistics (Direct)Ariba (Indirect and Direct)Commerce One (Indirect and Direct)Agile (Direct)VerticalNet (I

57、ndirect)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 their transaction processing cost by nearly a third (Hackett B

58、enchmarking)Product savings and process cost improvements effect operating cost by 10% (Credit Suisse First Boston Technology Group)電子采購：現(xiàn)實在線采購交易超過20%的公司交易處理成本降低了1/3(以惠普為標準)生產(chǎn)節(jié)約和處理成本的改善對運營成本的影響為10% (Credit Suisse First Boston Technology Group)E-Procurement: The realityTo capture this benefits purcha

59、sing organization needs to invest heavily in: Changing internal procurement processes Integrating e-marketplaces in internal systems Purchasing B2B applications, and Paying e-marketplace transaction fee/subscription feeSource: Forrester Research電子采購：現(xiàn)實為獲得這一利益，采購企業(yè)需要在以下方面進行大量投資： 改變內部采購程序 將e-marketpla

60、ces整合進內部系統(tǒng) 購買B2B應用軟件 支付e-marketplace的交易費用和訂購費用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 to more customers (21%) Source: AMR Research貿易交易的正面因素