ProcurementStrategies

1、Procurement Procurement StrategiesStrategies采購(gòu)策略采購(gòu)策略Effective procurement strategy to support supply chain operations requires a much closer working relationship between buyers and sellers than was traditionally practiced.有效的采購(gòu)策略,支持供應(yīng)鏈操作需要買家和賣家之間的更緊密的工作關(guān)系比傳統(tǒng)上練習(xí)。Specifically,three strategies have eme

2、rged : volume consolidation,supplier operational integration,and value management.具體地說(shuō),出現(xiàn)了三種策略:容量整合,供應(yīng)商業(yè)務(wù)整合和價(jià)值管理。Each of these strategies requires substantial collaboration between supply chain partners and should be considered as stages of continuous improvement. 供應(yīng)鏈伙伴之間的緊密合作是制定各種采購(gòu)策略的基礎(chǔ)，而這些策略則代表了采

3、購(gòu)與策略發(fā)展的不同階段。An important step in developing an effective procurement strategy is volume consolidation through reduction in the number of suppliers.Beginning in the 1980s many firms faced the reality that they dealt with a large number of suppliers for material or input used.In fact,purchasing litera

4、ture prior to that time emphasized that multiple sources of supply constituted best procurement practice.重要一步發(fā)展中一個(gè)有效的采購(gòu)策略是整合通過(guò)減少供應(yīng)商的數(shù)量。從1980年代開(kāi)始許多公司面臨著現(xiàn)實(shí),他們處理大量的供應(yīng)商材料或輸入使用。事實(shí)上,采購(gòu)文獻(xiàn)之前,最好強(qiáng)調(diào)多個(gè)來(lái)源構(gòu)成采購(gòu)實(shí)踐。First,potential suppliers were continually bidding for a buys business,ensuring constant pressure to q

5、uote low prices.Second,maintaining multiple sources reduced the buyers dependence on any one supplier.首先潛在的供應(yīng)商會(huì)不斷針對(duì)買家的業(yè)務(wù)進(jìn)行投標(biāo)，這樣可以確保繼續(xù)施加壓力，以降低采購(gòu)價(jià)格。其次，保持與多個(gè)供應(yīng)商的關(guān)系，能夠在一定程度上降低買方對(duì)某一特定供應(yīng)商的依賴程度。This in turn served to reduce the buyers risk should a specific supplier encounter supply disruptions such as a s

6、trike,a fire,or internal quality problems.這反過(guò)來(lái)有助于降低買方的風(fēng)險(xiǎn)應(yīng)該遇到一個(gè)特定的供應(yīng)商供應(yīng)中斷如罷工、火災(zāi),或內(nèi)部質(zhì)量問(wèn)題。By consolidating volumes with a limited number of suppliers, procurement is also positioned to leverage its share of a suppliers business. At the very least, it increases the buyers negotiating strength in relatio

7、nship to the supplier.More importantly, volume consolidation with a reduced number of suppliers provide a number of advantages for those suppliers. 通過(guò)合并卷與有限數(shù)量的供應(yīng)商,采購(gòu)也能夠利用其供應(yīng)商的業(yè)務(wù)。至少,它增加了買家的談判力量在與供應(yīng)商的關(guān)系。更重要的是,體積與減少數(shù)量的供應(yīng)商整合提供許多優(yōu)勢(shì)的供應(yīng)商。The most obvious advantage of concentrating a larger volume of purcha

8、ses with a supplier is that it allows the supplier to improve economies of scale by spreading fixed cost over a larger volume of output.從單一供應(yīng)商處進(jìn)行大批量的采購(gòu)，最明顯的好處就是供應(yīng)商可以將固定成本分?jǐn)偟礁蟮牟少?gòu)量中，從而獲得極大規(guī)模經(jīng)濟(jì)效應(yīng)。Additionally, assured of a volume of purchases, a supplier is more likely to make investments in capacity

9、or processes to improve customer service. When a buyer is constantly switching suppliers, no one firm has an incentive to make such investment.此外,保證數(shù)量的購(gòu)買,供應(yīng)商更有可能投資能力或流程改進(jìn)客戶服務(wù)。當(dāng)買家不斷地更換供應(yīng)商,沒(méi)有一家公司有動(dòng)機(jī)進(jìn)行此類投資。Clearly,when a single source of supply is used ,risk increases. For this reason,supply base reduc

10、tion programs are almost always accompanied by rigorous supplier screening,selection,and certification programs.In many instances,procurement executives work closely with others in their organization to develop preferred or certified suppliers,It should be noted that volume consolidation does not ne

11、cessarily mean that a single source of supply is utilized for every,or any,purchased input.It does mean that a substantially smaller number of suppliers are used than was traditionally the case in most organizations,Even when a single source is chosen is chosen, it is essential to have a contingency

12、 plan.顯然,當(dāng)使用一個(gè)單一的供應(yīng)來(lái)源,風(fēng)險(xiǎn)增加。出于這個(gè)原因,減少供應(yīng)基地項(xiàng)目幾乎總是伴隨著嚴(yán)格的供應(yīng)商篩選,選擇,和認(rèn)證程序。在許多情況下,采購(gòu)主管與他人密切合作開(kāi)發(fā)優(yōu)先或認(rèn)證的供應(yīng)商在他們的組織,應(yīng)該注意,卷整合并不更好意味著單一的供應(yīng)來(lái)源用于每一個(gè),或任何購(gòu)買的輸入。它意味著使用的供應(yīng)商數(shù)量大大小于傳統(tǒng)上是在大多數(shù)組織中,即使選擇單個(gè)源選擇,必須有一個(gè)應(yīng)急計(jì)劃。The savings potential from volume consolidation is not trivia.One consulting firm has estimated that savings in

13、purchase price and other elements of cost can range from 5 to 15 percent of purchase.If the typical manufacturing firm spends 55 percent of its revenue on purchased items and can save 10 percent through volume consolidation the potential exists to deliver a $5.5 million improvement on revenue of $10

14、0 million to the bottom line.儲(chǔ)蓄可能從卷整合不是瑣事。一個(gè)咨詢公司估計(jì),節(jié)省購(gòu)買價(jià)格和其他元素的范圍可以從5到15的采購(gòu)成本。如果典型的制造業(yè)公司將55的收入用于購(gòu)買物品通過(guò)體積整合,可以節(jié)省10的潛在存在改進(jìn)交付550萬(wàn)美元,營(yíng)收為1億美元,底線。The next stage of development occurs when buyers and sellers begin to integrate their processes and activities in an attempt to achieve substantial performance

15、improvement.Such integration typically involves alliances or partnerships with selected suppliers to reduce total cost and improve operational integration.下一階段的發(fā)展發(fā)生在買家和賣家開(kāi)始在試圖實(shí)現(xiàn)性能的大幅提高，整合過(guò)程和活動(dòng)。這種整合通常涉及聯(lián)盟或合作伙伴與選定的供應(yīng)商降低總成本和提高運(yùn)營(yíng)一體化.Further operational integration can for buyers and suppliers working to

16、gether to identify processes involved in maintaining supply and searching for ways to redesign those processes.Establishing direct communication linkages to reduce order time and eliminate communication errors is a common benefit of such integration.More sophisticated integrative efforts may involve

17、 eliminating redundant activities that both parties perform. 進(jìn)一步整合能為買家和供應(yīng)商一起工作以確定參與維持供應(yīng)和尋找重新設(shè)計(jì)這些流程的方法流程。建立直接通信聯(lián)系，減少訂單的時(shí)間和消除通信錯(cuò)誤等一體化的共同利益。更復(fù)雜的整合的努力可能涉及消除雙方進(jìn)行多余的活動(dòng)。For example，in some sophisticated relationships，activities such as buyer counting and inspection of incoming deliveries have been eliminat

18、ed as greater reliance and responsibility are assumed by suppliers.Many firms have achieved operational integration focused on logistical arrangements，such as continuous replenishment programs and vendor-managed inventory.Such integration has considerable potential for reducing TCO. 例如，在一些復(fù)雜的關(guān)系，諸如買方

19、計(jì)數(shù)和貨物進(jìn)入檢查已為更大的依賴和責(zé)任承擔(dān)的供應(yīng)商淘汰。許多企業(yè)已經(jīng)實(shí)現(xiàn)了整合集中在后勤安排，如連續(xù)補(bǔ)充計(jì)劃和供應(yīng)商管理庫(kù)存。這樣的整合有相當(dāng)大的降低成本的潛力。 Some of the efforts in operational integration strive to reduce total cost through two-way learning. For example, Honda of America works closely with its suppliers to improve their quality management. Honda visits supp

20、lier facilities and helps identify ways to increase quality. Such improvements ultimately benefit Honda by reducing the suppliers costs of rework and by providing Honda with higher levels of quality materials.一些努力在操作集成通過(guò)雙向?qū)W習(xí)努力降低總成本。例如,美國(guó)本田與供應(yīng)商密切合作,以提高他們的質(zhì)量管理。本田訪問(wèn)供應(yīng)商設(shè)施和幫助識(shí)別增加質(zhì)量的方法。這樣改進(jìn)最終受益本田通過(guò)減少供應(yīng)商的返

21、工成本和通過(guò)向本田提供更高級(jí)別的材料質(zhì)量。The primary objective of operational is to cut waste,reduce cost,and develop a relationship that allows both buyer and seller to achieve mutual improvements . Combined creativity across organizations can create synergy that one firm,operating in isolation,would be unable to achi

22、eve.It has been estimated that operation integration with a supplier can provide incremental savings of 5 to 25 percent over and above the benefits of volume consolidation.操作的主要目的是減少浪費(fèi)，降低成本，發(fā)展關(guān)系，讓買賣雙方實(shí)現(xiàn)共同進(jìn)步。創(chuàng)新組織之間的結(jié)合可以產(chǎn)生協(xié)同效應(yīng)，單一公司，經(jīng)營(yíng)分離，將無(wú)法實(shí)現(xiàn)。據(jù)估計(jì)，一個(gè)供應(yīng)商的業(yè)務(wù)整合可以提供5的增量?jī)?chǔ)蓄百分之25及以上容量整合的好處。Achieving operation

23、al integration with suppliers creates the value management. Value management is an even more intense aspect of supplier integration , going beyond a focus on buyer-seller operations to a more comprehensive and sustainable relationship. Value engineering , reduced complexity , and early supplier invo

24、lvement in new product design represent some of the ways a company can work with suppliers to reduce TCO.實(shí)現(xiàn)業(yè)務(wù)與供應(yīng)商的集成創(chuàng)造了價(jià)值管理。價(jià)值管理是一個(gè)更加激烈的供應(yīng)商整合,超越關(guān)注買方-賣方操作，更全面和可持續(xù)發(fā)展的關(guān)系。價(jià)值工程,減少?gòu)?fù)雜性,和供應(yīng)商早期參與新產(chǎn)品的設(shè)計(jì)代表一個(gè)公司可以與供應(yīng)商合作的一些方式,降低TCO。An example from an automobile manufacturer demonstrates the benefit of early suppl

25、ier involvement. In designing the front bumper for a new model , the design engineer was completing design of the bracket assembly for the bumper. During the process , an engineer from the assembly supplier , which had already been identified even though actual production was in the future , asked i

26、f the bracket location could be moved by about 1/2 inch.從汽車制造商的一個(gè)例子演示了受益供應(yīng)商早期參與。在一個(gè)新的模型的前保險(xiǎn)杠設(shè)計(jì)，設(shè)計(jì)工程師完成保險(xiǎn)杠支架的裝配設(shè)計(jì)。在這一過(guò)程中，從總成供應(yīng)商的工程師，這已經(jīng)被確定，即使實(shí)際生產(chǎn)是在未來(lái)，如果該支架的位置可以通過(guò)約1 / 2英寸移動(dòng)。The design engineer,after some consideration, replied that it could be done with no impact on the final product. The design engi

27、neer was interested to know why the supplier requested the change. The answer was that by moving the bracket, the supplier would be able to use existing tools and die to manufacture the bracket. Under the original design, major capital investment would have been required for new tooling. The result

28、was approximately a 25 to 30 percent reduction in cost of the bracket.設(shè)計(jì)工程師，經(jīng)過(guò)一番考慮后，回答說(shuō)，它可以在期末產(chǎn)品無(wú)影響。設(shè)計(jì)工程師有興趣知道為什么供應(yīng)商要求的變化。答案是，通過(guò)移動(dòng)支架，供應(yīng)商將能夠使用現(xiàn)有的工具和模具制造的支架。根據(jù)原來(lái)的設(shè)計(jì)，主要的資本投資將有新的加工要求。結(jié)果是大約25到百分之30的減少支架的成本。clearly,value management extends beyond procurement in an organization and requires cooperation bet

29、ween numerous participants,both internal and external.teams representing procurement , engineering , manufacturing , marketing , and logistics as well as key supplier personnel jointly seek solutions to lower total cost,improve performance,or improve accommodation of customer requirements.顯然,價(jià)值管理超出采

30、購(gòu)組織,需要眾多的參與者之間的合作,內(nèi)部和外部。團(tuán)隊(duì)代表采購(gòu)、工程、制造、營(yíng)銷和物流以及主要供應(yīng)商人員共同尋求解決方案來(lái)降低總成本,提高性能。The Pareto effect applies in procurement just as it applies in most every facet of business activity.帕累托效應(yīng)適用于采購(gòu)一樣適用于大多數(shù)商業(yè)活動(dòng)的方方面面。In procurement,it can be stated simply : A small percentage of the materials , items , and services

31、acquired account for a large percentage of the dollars spent.在采購(gòu),可以簡(jiǎn)單的說(shuō):一個(gè)小比例的材料、物品和服務(wù)獲得美元占很大比例。The point is that all procured input are not equal.問(wèn)題的關(guān)鍵是,所有采購(gòu)輸入不相等。However,many organizations use the same approach and procedures for procuring small-volume item that they do for acquiring their most st

32、rategic purchases.然而,許多組織使用相同的方法和程序獲取小額物品購(gòu)買,他們獲取他們最戰(zhàn)略。As a result,they spend as much in acquiring s 10000 order of raw materials as they do for a 100 order of copy paper.結(jié)果,他們花費(fèi)大量收購(gòu)10000美元的原材料100美元一樣拷貝紙。Since all purchased in puts are not equal , many firms have begun to pay attention to segmented purchase requirements and prioritizing resources and expertise to handle those requi