POS制造與購(gòu)買_供應(yīng)商定價(jià)、定點(diǎn)_直接材料和間接材料

1、Purchasing Operation System采購(gòu)運(yùn)營(yíng)系統(tǒng) 2012-111What is POS? 什么是POS？Purchasing Operating System (POS) 采購(gòu)運(yùn)營(yíng)系統(tǒng)Supports product design, launch and manufacturing by describing the processes by which suppliers are selected, products and services are procured, and suppliers are developed to ensure continuous im

2、provement.支持產(chǎn)品設(shè)計(jì)、投產(chǎn)和制造過程，包括選擇供應(yīng)商，采購(gòu)產(chǎn)品和服務(wù)，開發(fā)供應(yīng)商持續(xù)改進(jìn)。POS enable Johnson Controls core business processes- launch (PLUS) and manufacturing (MOS). POS系統(tǒng)支持JCI核心業(yè)務(wù)系統(tǒng)-PLUS和MOSCustomer RequirementsVision / Mission / ValuesQuality CostDeliveryLOSLeadership Operating SystemPOSPurchasing Operating SystemPLUSPr

3、oduct Launch SystemMOSManufacturing Operating SystemExceeding Customer ExpectationsBOS2The Structure of POSPOS結(jié)構(gòu) Level 2: Procedures 二層次：程序A documented process designed for completing tasks/objectives Level 3: Work instructions, checklists, forms, guidelines 三層次：工作指導(dǎo)書、檢查表、表格、指南Work Instructions 工作指導(dǎo)

4、書：Detailed instructions that facilitate completing the defined procedure created to reduce this risk of errorsStandards 標(biāo)準(zhǔn)：A summary of performance expectations that are intended to communicate a particular behavior or responseForms 表格：Tools that are developed to aid us in analyzing data or reportin

5、g on the status of a task or objective Level 4: Records 四層次：記錄3The Structure of POSPOS結(jié)構(gòu)POS全球翻譯文件供應(yīng)商管理間接材料和服務(wù)采購(gòu)商品戰(zhàn)略直接材料采購(gòu)模具采購(gòu)4POS Level 2 ProceduresPOS二層次 程序：Total 10 Procedures divided in 5 Functions總共10個(gè)程序文件，分成5個(gè)方面5Direct Material Procurement Product HE-POS-PR-05直接材料采購(gòu) HE-POS-PR-05Direct Material

6、Procurement Product HE-POS-PR-05直接材料采購(gòu) HE-POS-PR-056直接材料的生產(chǎn)定點(diǎn)過程Direct Material Procurement Product HE-POS-PR-05直接材料采購(gòu) HE-POS-PR-051.0 目的本程序明確了采購(gòu)直接材料的生產(chǎn)定點(diǎn)過程；簽發(fā)報(bào)價(jià)邀請(qǐng)，維護(hù)定點(diǎn)跟蹤矩陣，審核供應(yīng)商報(bào)價(jià)，確定定點(diǎn)/業(yè)務(wù)授予的推薦和獲得采購(gòu)訂單/計(jì)劃協(xié)議的批準(zhǔn)。 2.0 范圍 本程序適用于重慶華恩實(shí)業(yè)有限公司。3.0 職責(zé)采購(gòu)工程師負(fù)責(zé)：創(chuàng)建定點(diǎn)跟蹤矩陣；發(fā)起制造或購(gòu)買分析；通知項(xiàng)目經(jīng)理制造產(chǎn)品的定點(diǎn)決定；整理和發(fā)布報(bào)價(jià)邀請(qǐng)包給選定的供應(yīng)商；

7、審核供應(yīng)商報(bào)價(jià)響應(yīng)；獲得供應(yīng)商在SSOW和定點(diǎn)意向書上的簽署；準(zhǔn)備定點(diǎn)推薦；獲得定點(diǎn)委員會(huì)的定點(diǎn)推薦批準(zhǔn)；批準(zhǔn)定點(diǎn)意向書；確保供應(yīng)商在合格供應(yīng)商清單(ASL)中；編制/獲得價(jià)格變更申請(qǐng)表的批準(zhǔn)；批準(zhǔn)/發(fā)放采購(gòu)訂單/計(jì)劃協(xié)議給供應(yīng)商。7Direct Material Procurement Product HE-POS-PR-05直接材料采購(gòu) HE-POS-PR-05采購(gòu)工程師負(fù)責(zé)：識(shí)別合格的供應(yīng)商。采購(gòu)工程師、項(xiàng)目經(jīng)理和產(chǎn)品/設(shè)計(jì)工程師負(fù)責(zé)：識(shí)別關(guān)鍵供應(yīng)商；建立定點(diǎn)計(jì)劃；識(shí)別哪些商品需要制造，購(gòu)買或需要制造或購(gòu)買分析。采購(gòu)工程師、項(xiàng)目經(jīng)理和制造運(yùn)營(yíng)部經(jīng)理業(yè)務(wù)板塊的工程經(jīng)理、工藝經(jīng)理負(fù)責(zé)：識(shí)別需

8、要制造或購(gòu)買分析的零件。項(xiàng)目經(jīng)理負(fù)責(zé)：完成供應(yīng)商工作綜述(SSOW)。供應(yīng)商清單管理員負(fù)責(zé)：根據(jù)收到的批準(zhǔn)的供應(yīng)商新增/變更申請(qǐng)表編制/更新合格供應(yīng)商清單(ASL)。中心數(shù)據(jù)輸入小組負(fù)責(zé)編制/維護(hù)采購(gòu)訂單/計(jì)劃協(xié)議并獲得要求的批準(zhǔn)。8Starts from Sourcing/Tooling Requirement Review meeting held by PM:PM 召開定點(diǎn)/模具需求評(píng)審會(huì)議:PLUS Review & Sign-off3.Make vs. Buy Analysis is required follow the Make vs. Buy Procedure識(shí)別是否要進(jìn)行制

9、造或購(gòu)買分析1. PM create SSOW;項(xiàng)目經(jīng)理編制SSOW；2.And Buyer initiate Sourcing Tracking Matrix采購(gòu)員建立定點(diǎn)跟蹤矩陣表Direct Material Procurement Product HE-POS-PR-05直接材料采購(gòu) HE-POS-PR-059Sourcing Requirement Review定點(diǎn)需求評(píng)審Create Commodity SSOW with Defined Sourcing Timing and Planned Tooling. 生成明確定點(diǎn)時(shí)間和模具計(jì)劃時(shí)間的SSOWSourcing Requir

10、ement review is critical to enable Purchasing understand the program 定點(diǎn)需求評(píng)審的關(guān)鍵是讓采購(gòu)理解這個(gè)項(xiàng)目。4. SSOW/Sourcing Tracking Matrix Buyer：采購(gòu)員需要明確的：:10SSOW供應(yīng)商工作綜述SSOWs are compiled by the Program Manager (with input data from SDT members) within the first 4 weeks after planned Phase 1 Exit. 階段1結(jié)束后的周內(nèi)，PM負(fù)責(zé)搜集各SD

11、T成員處的信息編制SSOWSSOWs are required for new parts and assemblies only. 僅新零件和新組件需要SSOW3. SSOWs are written for each commodity, whether they are supplied internally or externally. 按各個(gè)商品類編寫SSOW，不管是內(nèi)部還是外部供應(yīng)的4. SSOWs required for a program are defined by the SDT during the Sourcing Requirements Review and do

12、cumented in the teams Sourcing Tracking Matrix. One SSOW is written for each line item on the tracking matrix. 在定點(diǎn)需求評(píng)審會(huì)時(shí)，由SDT小組確定SSOW并記錄在定點(diǎn)跟蹤矩陣中，一行記錄一個(gè)SSOW。SSOW FormGet SSOWs out to Critical Suppliers early! 及早發(fā)放SSOW給關(guān)鍵供應(yīng)商Get SSOWs signed by all suppliers by end of Phase 2 在階段2結(jié)束前獲得所有供應(yīng)商簽署的SSOW11SSO

13、W Sign-offSSOW 簽署12Sourcing Tracking Matrix HE-POS-FR-02-05定點(diǎn)跟蹤矩陣 HE-POS-FR-02-05Program Information & Purchasing Information項(xiàng)目信息和采購(gòu)信息SSOW Information filled out by Program Manager項(xiàng)目經(jīng)理提供SSOW相關(guān)信息CBU Purchasing Lead Identify Critical Supplier, responsible buyer and Make/Buy 采購(gòu)主管識(shí)別：關(guān)鍵供應(yīng)商，哪個(gè)采購(gòu)員負(fù)責(zé)和制造/購(gòu)買信

14、息Tooling buyer fill out tooling strategy 模具采購(gòu)提供模具戰(zhàn)略等信息PM give Target Date項(xiàng)目經(jīng)理給出計(jì)劃完成日期Completed during Sourcing Kick-off Meeting在定點(diǎn)啟動(dòng)會(huì)議中完成Critical suppliers are those with design responsibility and/or with unique technology requiring pre-sourcing.關(guān)鍵供應(yīng)商指那些參與設(shè)計(jì)的和/或具有獨(dú)特技術(shù)需要提前定點(diǎn)的供應(yīng)商。STM13Timely Update by

15、 Purchasing Lead start from SSOW Submission收到SSOW后由采購(gòu)主管定期更新，直至定點(diǎn)結(jié)束Sourcing Tracking Matrix HE-POS-FR-02-05定點(diǎn)跟蹤矩陣 HE-POS-FR-02-0514When received SSOW from PM, Buyer initiate sourcing: send RFQ to suppliers and obtain supplier quotes收到PM發(fā)放的SSOW后，定點(diǎn)啟動(dòng)Buyer finalizes sourcing and completes the Sourcing

16、Recommendation完成定點(diǎn)過程和定點(diǎn)推薦Quotation Request & Review WI HE-POS-WI-05-E具體工作指導(dǎo)書：Buyer obtains the signed SSOW/Award letter from the Supplier 供應(yīng)商簽署SSOW / 業(yè)務(wù)授予函Direct Material Procurement Product HE-POS-PR-05直接材料采購(gòu) HE-POS-PR-0515Complete Direct Material Sourcing Recommendation 完成直接材料的定點(diǎn)推薦表Direct Material

17、 Procurement Product HE-POS-PR-05直接材料采購(gòu) HE-POS-PR-0516Notify Supplier Send Award Letter 通知供應(yīng)商發(fā)放業(yè)務(wù)授予函Ensure awarded suppliers in the ASL 確保定點(diǎn)供應(yīng)商在合格供應(yīng)商清單中Sourcing Board Approval提交定點(diǎn)委員會(huì)批準(zhǔn)Direct Material Procurement AE-POS-PR-05-E直接材料采購(gòu)- AE-POS-PR-05-E(否則，按供應(yīng)商批準(zhǔn)和清單管理程序執(zhí)行 )17Award Letter業(yè)務(wù)授予函Supplier nee

18、d to sign the Award Letter , otherwise, sourcing is revoked. 供應(yīng)商必需簽署業(yè)務(wù)授予函，否則，定點(diǎn)取消When supplier have returned the signed acknowledgment to Huaen, the award letter authorizes supplier to begin only the tool design for the parts listed within the letter, as applicable, pending issuance of a Huaen tooli

19、ng purchase order. 供應(yīng)商簽署并返還華恩，業(yè)務(wù)授予函僅授權(quán)供應(yīng)商開始業(yè)務(wù)授予函中所列零件的模具設(shè)計(jì)，如適用，直到華恩模具采購(gòu)訂單的發(fā)布。3. The award letter is not an order for goods or services. No other production, preparation or investment may begin except as stated in a signed purchase order issued by Huaen . 業(yè)務(wù)授予函不是產(chǎn)品或服務(wù)的訂單。除了華恩發(fā)布簽署的訂單中所指定之 外，任何生產(chǎn)、準(zhǔn)備或投資

20、都不可以啟動(dòng)。18Quotation Request & Review Work Instruction HE-POS-WI-05-E報(bào)價(jià)需求和評(píng)審 工作指導(dǎo)書HE-POS-WI-05-EQuotation Request & Review Work InstructionHE-POS-WI-05-E報(bào)價(jià)需求和評(píng)審 工作指導(dǎo)書HE-POS-WI-05-E19獲得直接、間接材料、服務(wù)和模具供應(yīng)商報(bào)價(jià)和比價(jià)的步驟1.0 目的 此工作指導(dǎo)書描述了獲得供應(yīng)商報(bào)價(jià)和提議直接材料、間接材料和模具采購(gòu)的步驟，匯總和比較不同的報(bào)價(jià)。2.0 范圍 本程序適用于重慶華恩實(shí)業(yè)有限公司。 3.0 責(zé)任采購(gòu)工程師負(fù)責(zé)：

21、整理RFQ資料包確定報(bào)價(jià)的供應(yīng)商發(fā)放RFQ給供應(yīng)商接收/評(píng)審供應(yīng)商報(bào)價(jià)回復(fù)獲得供應(yīng)商簽署的供應(yīng)商工作綜述（SSOW）,和供應(yīng)商談判 申請(qǐng)人負(fù)責(zé)：整理RFQ資料包發(fā)放RFQ給供應(yīng)商接收/評(píng)審供應(yīng)商報(bào)價(jià)回復(fù)采購(gòu)工程師負(fù)責(zé)創(chuàng)建和維護(hù)定點(diǎn)跟蹤矩陣。項(xiàng)目經(jīng)理負(fù)責(zé)提供供應(yīng)商工作綜述(SSOW)給運(yùn)營(yíng)采購(gòu)工程師。Quotation Request & Review Work Instruction HE-POS-WI-05-E報(bào)價(jià)需求和評(píng)審 工作指導(dǎo)書HE-POS-WI-05-E20The Buyer initiates the quoting process when the SSOW has been

22、received from the Program Manager. 從PM處收到SSOW,采購(gòu)員啟動(dòng)報(bào)價(jià)過程The SSOW package received should includes all information required to describe the request (e.g., drawings, specifications, timing, etc. )SSOW文件包應(yīng)包括所有需求信息（如：圖紙、標(biāo)準(zhǔn)、時(shí)間，等）SSOW for Direct materialPR,ECO,TA for Indirect material直接材料：SSOW間接材料：PR,ECO,T

23、AQuotation Request & Review Work Instruction HE-POS-WI-05-E報(bào)價(jià)需求和評(píng)審 工作指導(dǎo)書HE-POS-WI-05-E21Purchasing Engineer selects suppliers for quote采購(gòu)工程師選擇供應(yīng)商報(bào)價(jià)Suppliers shall be selected based on their ability to supply products in accordance with Huaen requirements: 根據(jù)供應(yīng)商的產(chǎn)品能力選擇，并應(yīng)符合華恩要求： Agree Cost model or o

24、ther commercial agreement.協(xié)定的成本模型或其他商業(yè)協(xié)議 Input from the Program Manager, Supplier Development/Supplier Quality manager and others impacted by the sourcing decision.來(lái)自PM，SDM/SQM和其他部門影響定點(diǎn)決定的信息 Technical requirements, regional standards, supply agreements, health, safety and environmental requirements.

25、 技術(shù)要求，區(qū)域標(biāo)準(zhǔn)，供應(yīng)協(xié)議，健康，安全和環(huán)境要求 Logistics & freight assumptions物流和運(yùn)輸假設(shè) Huaen Approved Supplier List (ASL) 合格供應(yīng)商清單 Customer Direction 客戶指定Commodity Strategy as appropriate 商品戰(zhàn)略 （如恰當(dāng)?shù)模?New Business Hold Suppliers are not allow to quote 所有“新業(yè)務(wù)中止”的供應(yīng)商不得參與報(bào)價(jià)Quotation Request & Review Work Instruction HE-POS-W

26、I-05-E報(bào)價(jià)需求和評(píng)審 工作指導(dǎo)書HE-POS-WI-05-E22Select eligible suppliers for RFQs ；Review suppliers quotations;Require suppliers to sign back SSOW and Award Letter in advance選擇合格的供應(yīng)商并發(fā)放RFQ報(bào)價(jià)；接收并評(píng)審供應(yīng)商報(bào)價(jià)；提前要求供應(yīng)商回簽SSOW和業(yè)務(wù)授予函報(bào)價(jià)邀請(qǐng)RFQQuotation Request & Review Work Instruction HE-POS-WI-05-E報(bào)價(jià)需求和評(píng)審 工作指導(dǎo)書HE-POS-WI-05-

27、E23Sourcing Approval Work Instruction HE-POS-WI-02-02定點(diǎn)批準(zhǔn)工作指導(dǎo)書 HE-POS-WI-02-02 Sourcing Approval Work Instruction HE-POS-WI-02-02定點(diǎn)批準(zhǔn)工作指導(dǎo)書 HE-POS-WI-02-0224定義直接材料、間接材料/服務(wù)、模具和資本投資(CAPEX)等的準(zhǔn)備和批準(zhǔn)過程Sourcing Approval Work Instruction HE-POS-WI-02-02定點(diǎn)批準(zhǔn)工作指導(dǎo)書 HE-POS-WI-02-02 1.0目的本工作指導(dǎo)書規(guī)定了模具、原材料及零部件采購(gòu)的供應(yīng)商

28、定點(diǎn)的詳細(xì)步驟；該流程擴(kuò)展到影響所有針對(duì)內(nèi)部外部供應(yīng)商的報(bào)價(jià)申請(qǐng)和審核流程。2.0范圍本程序適用于重慶華恩實(shí)業(yè)有限公司3.0責(zé)任項(xiàng)目經(jīng)理與工程技術(shù)部、采購(gòu)部和質(zhì)量部負(fù)責(zé)確認(rèn)需要定點(diǎn)的模具、原材料及零部件。采購(gòu)工程師負(fù)責(zé)獲得內(nèi)部和外部報(bào)價(jià)，開展供應(yīng)商報(bào)價(jià)分析，進(jìn)行價(jià)格談判，提供數(shù)據(jù)給定點(diǎn)委員會(huì)決策。采購(gòu)工程師得到定點(diǎn)委員會(huì)批準(zhǔn)和授權(quán)，與所確定供應(yīng)商簽訂授權(quán)書（或采購(gòu)意向書）和長(zhǎng)期供貨合同。項(xiàng)目經(jīng)理協(xié)助審核供應(yīng)商報(bào)價(jià)。25Prepare Sourcing Recommendation準(zhǔn)備定點(diǎn)推薦包Annual Spend ￥10000?年采購(gòu)金額 ￥10000?Present to Sourcin

29、g Board提交定點(diǎn)委員會(huì)Obtain Sourcing Board Approval獲得定點(diǎn)委員會(huì)批準(zhǔn)Sign SSOW &Award Letter簽署SSOW和定點(diǎn)意向書 Issue PO發(fā)放PO直接材料：間接材料/服務(wù)：General Process： 一般過程：Price Change Request & SA價(jià)格變更申請(qǐng)&計(jì)劃協(xié)議Issue PR發(fā)放PRSourcing Approval Work Instruction HE-POS-WI-02-02定點(diǎn)批準(zhǔn)工作指導(dǎo)書 HE-POS-WI-02-02 26Purchasing Approver 采購(gòu)批準(zhǔn)人Sourcing Appr

30、oval Value (Annual)Purchasing Vice General Manager采購(gòu)副總Up to US￥7000.00General Manager 總經(jīng)理 US￥7000.00 Annual Spend to Sourcing Board提交定點(diǎn)委員會(huì)的標(biāo)準(zhǔn)： 直接材料：年采購(gòu)金額是否大于20000RMB? 間接材料：?jiǎn)喂P采購(gòu)金額是否大于7000RMB? Approval Limit 批準(zhǔn)權(quán)限：授權(quán)人批準(zhǔn)權(quán)限必須于委托人批準(zhǔn)標(biāo)準(zhǔn)Sourcing Approval Work Instruction HE-POS-WI-02-02定點(diǎn)批準(zhǔn)工作指導(dǎo)書 HE-POS-WI-02

31、-02 27Direct Material 直接材料：物流部經(jīng)理、質(zhì)量部經(jīng)理、制造運(yùn)營(yíng)經(jīng)理、項(xiàng)目部經(jīng)理、項(xiàng)目經(jīng)理、工程技術(shù)經(jīng)理、財(cái)務(wù)經(jīng)理、采購(gòu)經(jīng)理、各分管副總、總經(jīng)理Indirect Material / Services / Tooling / CAPEX 間接材料/服務(wù)/模具/資產(chǎn):設(shè)備部經(jīng)理、制造運(yùn)營(yíng)經(jīng)理、質(zhì)量部經(jīng)理、項(xiàng)目部經(jīng)理、項(xiàng)目經(jīng)理、工程技術(shù)經(jīng)理、財(cái)務(wù)經(jīng)理、采購(gòu)經(jīng)理、各分管副總、總經(jīng)理 Sourcing Board Approvers 定點(diǎn)委員會(huì)成員：Sourcing Approval Work Instruction HE-POS-WI-02-02定點(diǎn)批準(zhǔn)工作指導(dǎo)書 HE-POS

32、-WI-02-02 28Sourcing Board WI ，HE-POS-WI-06-01定點(diǎn)委員會(huì)工作指導(dǎo)書 HE-POS-WI-06-01Sourcing Board WI HE-POS-WI-06-01定點(diǎn)委員會(huì)工作指導(dǎo)書 HE-POS-WI-06-0129覆蓋所有的直接和間接材料的定點(diǎn)間接材料不僅限于：模具、夾具和量具、固定資本設(shè)備Sourcing Board WI ，HE-POS-WI-06-01定點(diǎn)委員會(huì)工作指導(dǎo)書 HE-POS-WI-06-0130采購(gòu)員準(zhǔn)備定點(diǎn)推薦包：采購(gòu)定點(diǎn)推薦表: 在提交給采購(gòu)定點(diǎn)委員會(huì)前，應(yīng)獲得采購(gòu)員、供應(yīng)商質(zhì)量及采購(gòu)經(jīng)理的同意及簽名。供應(yīng)商簽署的最新的

33、SSOW。供應(yīng)商提供的最終報(bào)價(jià)單(RFQ和/或 SCBS)成本模型(如果適用)供應(yīng)商分?jǐn)?shù)卡/PPM數(shù)據(jù)供應(yīng)商簽字的指定供應(yīng)商信函(僅用于客戶指定采購(gòu))圖紙Sourcing Board WI ，HE-POS-WI-06-01定點(diǎn)委員會(huì)工作指導(dǎo)書 HE-POS-WI-06-0131參考定點(diǎn)批準(zhǔn)標(biāo)準(zhǔn)進(jìn)行判斷對(duì)于所有材料，如果采購(gòu)定點(diǎn)額大于10000RMB，則必須得到定點(diǎn)委員會(huì)的批準(zhǔn)。對(duì)于所有材料，如果采購(gòu)定點(diǎn)額大于20000RMB ，必須得到總經(jīng)理/董事長(zhǎng)的批準(zhǔn)，并簽署SRF。如果采購(gòu)金額低于最低批準(zhǔn)限額，可無(wú)需采購(gòu)委員會(huì)審批，但直接物料定點(diǎn)必須得到供應(yīng)商質(zhì)量及采購(gòu)經(jīng)理的批準(zhǔn)。Sourcing Bo

34、ard WI ，HE-POS-WI-06-01定點(diǎn)委員會(huì)工作指導(dǎo)書 HE-POS-WI-06-0132采購(gòu)經(jīng)理： 組織并主持采購(gòu)定點(diǎn)會(huì)議， 維護(hù)采購(gòu)定點(diǎn)會(huì)議跟蹤表定點(diǎn)會(huì)議跟蹤表Sourcing Board WI ，HE-POS-WI-06-01定點(diǎn)委員會(huì)工作指導(dǎo)書 HE-POS-WI-06-0133批準(zhǔn)成員：采購(gòu)定點(diǎn)委員會(huì)和SRF簽署須包括以下成員：總經(jīng)理及/分管副總經(jīng)理財(cái)務(wù)經(jīng)理采購(gòu)經(jīng)理質(zhì)量經(jīng)理制造營(yíng)運(yùn)經(jīng)理項(xiàng)目經(jīng)理Sourcing Board WI ，HE-POS-WI-06-01定點(diǎn)委員會(huì)工作指導(dǎo)書 HE-POS-WI-06-0134采購(gòu)員向供應(yīng)商發(fā)出定點(diǎn)意向書或采購(gòu)訂單Sourcing B

35、oard WI ，HE-POS-WI-06-01定點(diǎn)委員會(huì)工作指導(dǎo)書 HE-POS-WI-06-0135Make vs. Buy Procedure HE-POS-PR-02 制造或購(gòu)買 HE-POS-PR-02 Make vs. Buy ProcedureAE-POS-PR-02-E制造或購(gòu)買 HE-POS-PR-0236Make vs. Buy Procedure AE-POS-PR-02-E制造或購(gòu)買 AE-POS-PR-02-E定義了如何對(duì)零件進(jìn)行”制造或購(gòu)買分析”的步驟1.0目的此程序定義了制造與購(gòu)買對(duì)比分析所要求的步驟，以便決定是否某產(chǎn)品應(yīng)當(dāng)內(nèi)部自行生產(chǎn)或從外部供應(yīng)商采購(gòu)。2.0范

36、圍此程序適用于重慶華恩實(shí)業(yè)有限公司。3.0職責(zé)項(xiàng)目指定的采購(gòu)工程師負(fù)責(zé)安排制造或購(gòu)買啟動(dòng)會(huì)議，組織獲得外部供應(yīng)商報(bào)價(jià)，組織準(zhǔn)備和提交定點(diǎn)推薦包，并完成購(gòu)買決定的定點(diǎn)推薦表。產(chǎn)品/設(shè)計(jì)工程師和項(xiàng)目經(jīng)理負(fù)責(zé)建立基礎(chǔ)設(shè)計(jì)和標(biāo)準(zhǔn)，用于內(nèi)部和外部的報(bào)價(jià)（供應(yīng)商工作綜述(SSOW)，物料清單(BOM/CBOM)，圖紙和CAD）。工程經(jīng)理負(fù)責(zé)提供內(nèi)部制造的工程增加費(fèi)用（PD-2/工程預(yù)算）。工程技術(shù)部經(jīng)理/工藝經(jīng)理負(fù)責(zé)確認(rèn)所有部件級(jí)別物品和組裝級(jí)別物品的產(chǎn)能狀態(tài)。產(chǎn)品財(cái)務(wù)分析員負(fù)責(zé)評(píng)估內(nèi)部產(chǎn)品成本、投資和生產(chǎn)模具，準(zhǔn)備業(yè)務(wù)實(shí)例和總結(jié)定點(diǎn)推薦。產(chǎn)能利用委員會(huì)/定點(diǎn)委員會(huì)負(fù)責(zé)批準(zhǔn)制造或購(gòu)買的定點(diǎn)推薦。 37ProgramManagementPurchasingMFG.EngineeringCBUMD or GMCostingThe Make vs. Purchasing Engineer Process is lead by the Buyer and supported by a cross-functional team 采購(gòu)工程師主導(dǎo)制造或購(gòu)買的過程，多功能小組支持Make vs. Buy Procedure AE-POS-PR-02-E制造或購(gòu)買 AE-POS-P