必須將采購環(huán)節(jié)納入供應(yīng)管理

1、外文翻譯原文Purchasing Must Become Supply ManagementMaterial Source:Harvard Business SchoolAuthor:Peter KraljicWhenever a manufacturer must procure a volume of critical items competitively under complex conditions,supply management is relevant.The greater the uncertainty of supplier relationships,technolo

2、gical developments,and/or physical availability of those items,the more important supply management becomes.A companys need for a supply strategy depends on two factors:(1)the strategic importance of purchasing in terms of the value added by product line,the percentage of raw materials in total cost

3、s and their impact on profitability,and soon;And(2)the complexity of the supply market gauged by supply scarcity,pace of technology and/or materials substitution,entry barriers,logistics cost or complexity,and monopoly or oligopoly conditions(see Exhibit I).By assessing the companys situation in ter

4、ms of thes two variables,top management and senior purchasing executives can determine the type of supply strategy the company needs both to exploit its purchasing power vis-a -vis important suppliers and to reduce its risks to an acceptable minimum.Attractive new options,or serious vulnerabilities,

5、or both,may come to light as the assessment explores questions like these:1.Is the company making good use of opportunities for concerted action among different divisions and/or subsidiaries?Combining the supply requirements of different divisions can increase the corporations total buying clout.One

6、 international transportation company was buying three kinds of fuel separately:bunker oil for shipping,jet fuel for airfreight, and gasoline for trucks.Only after consolidating and combining these volumes at the corporate level could the company bring its true bargaining weight to bear.Canthe compa

7、ny avoid anticipated supply bottlenecks andinterruptions?When an automotive parts maker analyzed its sintered metal components supply market,from which it had been sourcing for years,it discovered that poli tical instability was jeopardizing its supply.The companys top management promptly ordered a

8、change in purchasing policy to build up alternative domestic sources.How much risk is acceptable?Vendor mix,extent of contractual coverage,regional spread of supply sources,and availability of scarce materials all contribute to the companys supply risk profile.A company can often take action to less

9、en unacceptable risk.For example,a company that meets annual materials requirements exclusively through long-term contracts may achieve substantial savings through the use of“evergreen”contracts(annual agreements)that include a rollover option.Conversely,a manufacturer that relies solely on spot pur

10、chases may do well to mix spot purchases and supply contracts.What make or buy policies will give the best balance between cost and flexibility?If the company covers a large percentage of its supplies from sources it owns,it will be in a much better negotiating position to cover the remainder of its

11、 outside requirements than its less integrated competitors.Dow Chemical,BASF,and DuPont have all reduced their supply vulnerability through backward integration in response to long-term considerations.On the other hand,the company may find it more profitable to source outside if key suppliers have c

12、hronic overcapacity.To what extent might cooperation with suppliers or even competitors strengthen long-term supply relationships or capitalize on shared resources?Italys Alfa Romeo and Japans Nissan share the production o f certain critical car components that they could not produce cost-effectivel

13、y on their own.General Motors is increasingly involving suppliers early in the design process in order to ensure better quality,lower cost,and“just in time”production.Shaping the Supply Strategy.To minimize their supply vulnerabilities and make the most of their potential buying power,a number of Eu

14、ropean companies have successfully used a four-stage approach to devise strategies.The approach has given them a simple but effective framework for collecting marketing and corporate data,forecasting future supply scenarios,and identifying available purchasing options as well as for developing indiv

15、idual supply strategies for critical items and materials.Following this approach,the company first classifies all its purchased materials or components in terms of profit impact and supply risk.Next it analyzes the supply market for these materials.Then it determines its overall strategic supply pos

16、ition.Finally,it develops materials strategies and action plans.Practical ApplicationsThe usefulness of the purchasing portfolio approach in a variety of industrialsituations can be seen in the diverse experience of four large companies.Not long ago a welding materials producer with plants and sales

17、 operations all over Europe found its profits squeezed by increased competition and slackening market growth.Searching for ways to improve the picture,the company found that supplies were critical to the production of its welding wires and electrodes.Together,just five out of the 470 different items

18、 it purchased accounted for more than 60% of the companys total purchasing volume of$135 million.Taking into account demand growth,quality standards,and logistics,the company then analyzed the European market for these five items in light of its own plant-by-plant requirements.A third step determine

19、d the companys position against a wide range of individual suppliers and assessed the risk of increasing the share sourced from each one.Finally,the company developed several strategic supply scenarios,each involving a different mix of suppliers and different assumptions about price,volume,and risk.

20、The scenarios ranged from very low risk(total dependence on well-established sources)to very high(most purchases form lesser-known,geographically dispersed suppliers).Cost-benefit analyses of each enabled management to pinpoint several opportunities for substantial improvement.On one key item alone,

21、electrode wire,the companys potential annual savings ranged from$1.5 million to$6.3 million,or 3%to 12%of the total cost.Supply strategies the company worked out for other key items resulted in an overall saving of 10%on purchased materials,adding some 3%to 4%to the companys pretax profits.Action pl

22、ans and decision and monitoring rules developed for each item enabled buyers to implement the new sourcing strategy and permitted management to monitor purchasing activities regularly,in some cases on a day-to-day or bid-by-bid basis.A large U.S.-based maker of electrical equipment categorized casti

23、ngs as a keystrategic purchased item and systematically analyzed its own demand in terms of the annual volume and relative complexity of each type of casting.It assessed,foundry by foundry,the capabilities of each potential supplier and decided,by comparing alternative supply scenarios,which was the

24、 best fit.The resulting new mix of outside suppliers reduced the companys outlays for castings by 5%to 15% and significantly improved its competitive cost position.Anxious to reduce the risks associated with current sources of feedstock supply,a multinational chemical company revamped its entire pur

25、chasing strategy and organization.Out of more than 5,000 purchased items,the company defined 75 as strategic or bottleneck feedstocks.Detailed analysis of both demand and supply confirmed that,thanks to the sheer volume of its purchases,the company enjoyed a strong position in most feedstock supply

26、markets.Its risk profile,however, gave real cause for concern.Accordingly,the company spread its hydrocarbons procurement among petroleum-and coal-based feedstocks;balanced its geographic base among Middle Eastern,African,North Sea,North American,and Latin American sources;changed its contracts-to-s

27、pot-purchases ratio;optimized its make-or-buy mix by integrating backward;and began to rely on wholly owned subsidiaries for a bigger share of its feedstock requirements.In addition,a corporate-level review revealed attractive trade-off and substitution opportunities,which the corporation soon set a

28、bout exploiting,once it had changed and upgraded its purchasing organization and systems in order to do so.Faced with sharp rises in the labor and overhead costs of producing highprecision parts in-house,a Europe-based heavy-equipment maker decided to review its make-or-buy strategy.Examining the su

29、pply market,it identified a group of obscure,small manufacturers of precision parts that had begun to use dedicated,numerically controlled equipment.Thanks to low overhead and economies of scale achieved through specialized production,they could supply high-quality parts at prices 10%to 20%below the

30、 cost of inhouse production.In consequence,the company shifted from making the parts to buying them.譯文必須將采購環(huán)節(jié)納入供應(yīng)管理資料來源:哈佛商學(xué)院作者:Peter Kraljic制造商在激烈的競(jìng)爭(zhēng)環(huán)境下獲得一個(gè)訂單，并完成它，供應(yīng)鏈管理起著很 大的影響。其中影響的因素包括企業(yè)與供應(yīng)商的關(guān)系是否穩(wěn)定、技術(shù)的進(jìn)步以 及貨物的可達(dá)性，更重要的是產(chǎn)品運(yùn)輸能夠適應(yīng)整個(gè)供應(yīng)鏈。公司供應(yīng)策略的 制定基于兩方面因素的考慮：（1）關(guān)于如何通過采購來提升產(chǎn)品的價(jià)值，以及降 低原材料的總成本，增加利潤(rùn)；（2 ）供

31、應(yīng)市場(chǎng)的復(fù)雜性可能導(dǎo)致供給短缺，企業(yè) 的技術(shù)和材料替代、進(jìn)入壁壘、物流成本以及壟斷、寡頭壟斷的市場(chǎng)條件都是 應(yīng)該考慮的范圍。在評(píng)估公司目前的現(xiàn)狀并做出決策時(shí)，需要高層管理人員和 高級(jí)采購管理人員共同來確定公司供應(yīng)策略，公司既需要利用其購買能力選擇 相匹配的供應(yīng)商來減少風(fēng)險(xiǎn)，在符合要求的情況下，以最低的價(jià)格重新評(píng)估選 擇供應(yīng)商,并作出及時(shí)作出刪選，據(jù)此，通過一些問題可以進(jìn)行評(píng)估：（1）公司做出決策進(jìn)行生產(chǎn)并統(tǒng)一調(diào)集原材料、零部件時(shí)，供應(yīng)商是不是 常常難以統(tǒng)一調(diào)配？結(jié)合供貨要求情況不一樣，可以增加公司的談判價(jià)格，影 響價(jià)格的主要是燃料的價(jià)格，一個(gè)國(guó)際運(yùn)輸公司主要有三種燃料:燃料油運(yùn)費(fèi)， 噴氣燃料為

32、空運(yùn)、汽油為卡車運(yùn)輸，運(yùn)輸方式不一在公司價(jià)格談判方面難以放 在同一水平上談?wù)摗＃?）公司避免中途放棄供應(yīng)商。當(dāng)一個(gè)汽車零部件制造商分析其燒結(jié)金屬 部件，供應(yīng)市場(chǎng)采購了很長(zhǎng)一段時(shí)間，由于政策因素，它發(fā)現(xiàn)該零部件供給可能 滿足不了汽車企業(yè)，為了避免保證產(chǎn)品的穩(wěn)定產(chǎn)出，公司的高層管理人員立即 下命令改變采購政策建立替代國(guó)內(nèi)的來源，放棄原有的供應(yīng)商。（3）能接受多大的風(fēng)險(xiǎn)？供應(yīng)商規(guī)模大小的不同，在供貨能力也不一樣、 本地化和非本地化優(yōu)勢(shì)不一，對(duì)公司的供應(yīng)體系有多大影響，必須將這些考慮 在內(nèi)，公司通?？梢圆扇∫恍┐胧﹣頊p少無法接受的風(fēng)險(xiǎn)。例如，一個(gè)公司年 度材料需求通過獨(dú)家供應(yīng)商滿足長(zhǎng)期合同，可到了實(shí)實(shí)

33、在在的無法供應(yīng)的時(shí)候， 通過使用年度協(xié)議,包括會(huì)選擇一些品質(zhì)未必達(dá)到企業(yè)標(biāo)準(zhǔn)的供應(yīng)商購買。（4）怎樣將能讓企業(yè)盡可能獲取最大額度利潤(rùn)？如果企業(yè)擁有大量后備供 應(yīng)商，并擁有該方面生產(chǎn)資料，就能在和供應(yīng)商談判時(shí)處于一個(gè)主動(dòng)的地位，而 處于較低地位的是陶氏化學(xué)、巴斯夫，杜邦公司一些供應(yīng)商，較多供應(yīng)商可以降 低公司的供應(yīng)危險(xiǎn)，并幫助本公司他們順利、及時(shí)生產(chǎn)。但從長(zhǎng)遠(yuǎn)的利益考慮， 公司建立與供應(yīng)商長(zhǎng)期的合作更加有利可圖，關(guān)鍵是要求供應(yīng)商生產(chǎn)過剩。（5）在多數(shù)情況下，企業(yè)都是與供應(yīng)商保持著既合作又競(jìng)爭(zhēng)的關(guān)系，長(zhǎng)期 供應(yīng)需要加強(qiáng)企業(yè)與供應(yīng)商之間的共享資源的利用。意大利的阿爾發(fā)羅密歐與 日本日產(chǎn)分享并共同生產(chǎn)

34、某些關(guān)鍵汽車零部件，通用汽車也開始涉及一些供應(yīng) 商早期在設(shè)計(jì)過程中并投入本不需要的資金，以確保更好的質(zhì)量、成本低、高 效地生產(chǎn)，塑造供應(yīng)策略。盡可能減少供應(yīng)漏洞，充分地利用他們的潛在的購買力，一些歐盟成員國(guó) 的公司已經(jīng)成功地使用四個(gè)階段的方法來制定策略。此方法就是給采購部門一 個(gè)簡(jiǎn)單而有效的框架，用于收集市場(chǎng)推廣、企業(yè)數(shù)據(jù)、預(yù)測(cè)未來的供應(yīng)方案，并 識(shí)別可用的購買選擇，以及開展個(gè)性化的供給戰(zhàn)略為關(guān)鍵項(xiàng)目和材料來增加素 材證明。該方法公司首先將要購買的材料或零部件都在各自市場(chǎng)的利潤(rùn)高低和 供給風(fēng)險(xiǎn)方面做了分析，了解了這些材料的供應(yīng)市場(chǎng)的情況，據(jù)此來決定了該 材料或零部件的整體的戰(zhàn)略供應(yīng)情況和它的發(fā)展材料策略和行動(dòng)計(jì)劃。采購的實(shí)際應(yīng)用同種采購方法在不同的四家公司的實(shí)