新采購管理實(shí)務(wù)采購談判能力 2

……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)利潤(rùn)Profit供應(yīng)商的報(bào)價(jià)中必須要有足夠的利潤(rùn)，方能促使其樂於配合供應(yīng)供應(yīng)商對(duì)風(fēng)險(xiǎn)(Risk)承擔(dān)，及生產(chǎn)效率(Productivity)的基本報(bào)酬利潤(rùn)通常以總成本固定百分比的計(jì)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(rùn)率採購談判能力買方的優(yōu)勢(shì)採購數(shù)量大標(biāo)準(zhǔn)化﹑無差異化產(chǎn)品低的轉(zhuǎn)換成品低的利潤(rùn)可能向上整合充分掌握商機(jī)採購談判力量賣方的優(yōu)勢(shì)獨(dú)家或寡頭壟斷對(duì)客戶而言是重要的原料﹑零組件高的轉(zhuǎn)換成本可能向下整合複雜﹑差異性高的產(chǎn)品替代性差優(yōu)質(zhì)的談判㊣優(yōu)於替代方案（BATNA）滿足利益需求沒有浪費(fèi)；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(dòng)過程促進(jìn)關(guān)係的改善六、貨商搜尋與評(píng)選供應(yīng)商由誰負(fù)責(zé)評(píng)選？Buyeralone(採購人員)Cross-FunctionTeams(跨功能小組)SourcingteamSupplierperformanceevaluationteamSuppliercertificationteamNewproductdevelopmentteamCommodityTeams(商品小組)供應(yīng)商評(píng)選的項(xiàng)目執(zhí)行合約能力Abilitytoperform財(cái)務(wù)狀況Financialstatus成本系統(tǒng)Costsystem品質(zhì)系統(tǒng)Qualityassurance,qualitycontrol,andrelatedsystems組織與管理Organizationandmanagement勞工狀況Laborstatus執(zhí)行合約能力

Abilitytoperform對(duì)買方訂單金額及採購數(shù)量是否有興趣Frequencyand/orvolumeoforders供應(yīng)商處理訂單的時(shí)間Lengthoftimetoprocessorders交貨能力(產(chǎn)能是否足夠或不足)Delivery符合品質(zhì)要求的能力Quality採購項(xiàng)目是否為其核心能力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(shí)間Cycle/leadtime生產(chǎn)力Productivity彈性，配合度如何(對(duì)暴增訂單的回應(yīng)能力)Flexibility業(yè)界口碑References電子化能力Electroniccapabilities產(chǎn)品線廣度Breadthofproductline可利用的產(chǎn)能Availablecapacity財(cái)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)營能力各種財(cái)務(wù)比率FinancialRatio成本控制紀(jì)錄Costcontrolhistory信用評(píng)等Creditratings公司年度報(bào)告Certifiedannualreports鄧白氏報(bào)告Dun&Bradstreetreports觀察供應(yīng)商是否有倒閉危機(jī)的「Z積分(ZScore)」財(cái)務(wù)比率率FinancialRatio平均應(yīng)收收帳款週週轉(zhuǎn)率＝銷貨淨(jìng)淨(jìng)額／應(yīng)應(yīng)收帳款款平均數(shù)數(shù)平均應(yīng)收收帳款收收現(xiàn)天數(shù)數(shù)＝365天／應(yīng)應(yīng)收帳款款週轉(zhuǎn)率率存貨週轉(zhuǎn)轉(zhuǎn)率＝銷貨成成本／平平均存貨貨平均銷貨貨日數(shù)＝360/存貨貨週轉(zhuǎn)率率+360/應(yīng)應(yīng)收帳款款週轉(zhuǎn)率率固定資產(chǎn)產(chǎn)週轉(zhuǎn)率率＝銷貨淨(jìng)淨(jìng)額／固固定資產(chǎn)產(chǎn)淨(jìng)額總資產(chǎn)週週轉(zhuǎn)率＝銷貨淨(jìng)淨(jìng)額／資資產(chǎn)總額額Z積分分(ZScore)Z=（（1.2×X1））+（1.4××X2）+（3.3××X3）+（（0.6×X4））+（0.999××X5）X1= WorkingCapital/TotalAssets淨(jìng)流動(dòng)資資產(chǎn)÷總總資產(chǎn)X2= RetainedEarnings/TotalAssets保留盈餘餘÷總資資產(chǎn)X3= EarningBeforeInterest&Tax（EBIT））/TotalAssets利息支付付前及稅稅前盈餘餘÷總資資產(chǎn)X4=MarketValueofEquity/BookValueofDebt資本總額額÷總負(fù)負(fù)債X5= Sales$/TotalAssets銷售金額額÷總資資產(chǎn)如果供應(yīng)應(yīng)商的「「Z積分分」為3.0或或更高高，則可可以判定定此供應(yīng)應(yīng)商體質(zhì)質(zhì)健全，，其財(cái)務(wù)務(wù)狀況為為相對(duì)穩(wěn)穩(wěn)定。如如果供應(yīng)應(yīng)商的「「Z積分分」為2.99或更更低，則則顯示出出公司可可能有倒倒閉的危危機(jī)，。。成本系統(tǒng)統(tǒng)CostSystem是否有能能力依照照產(chǎn)生成成本的特特定作業(yè)業(yè)活動(dòng)為為基準(zhǔn)，，來分?jǐn)倲傞g接成成本Capabilityofsegregatingcostsbytask對(duì)成本項(xiàng)項(xiàng)目的處處理是否否一致Consistenttreatmentofcost是否符合合成本會(huì)會(huì)計(jì)原則則Compliancewithcostaccountingstandards是否有任任何成本本降低的的計(jì)劃Whatstepshasthesuppliertaken,ifany,toreducecosts品質(zhì)系統(tǒng)統(tǒng)QC,QA,&RelatedSystems接受與退退貨的紀(jì)紀(jì)錄Acceptance/rejectionhistory測(cè)試的能能力Testingcapability-作作業(yè)員Workers/機(jī)器器設(shè)備Machines製程控制制Processcontrol-統(tǒng)統(tǒng)計(jì)製程程管制SPC/統(tǒng)計(jì)計(jì)品質(zhì)管管制SQC-六六個(gè)標(biāo)準(zhǔn)準(zhǔn)差SixSigma/製程程能力CpKProcessBands品管(保保)組織織Organizationandmanagementofqualitysystems品管(保保)文文件與程程序Documentedsystems/procedures品質(zhì)系統(tǒng)統(tǒng)認(rèn)證/驗(yàn)證Systemcertification/validation製程認(rèn)證證Processcertification(ISO)全面品質(zhì)質(zhì)管理TQM品質(zhì)是每每一個(gè)人人的責(zé)任任(Everybody’’sresponsibility)組織內(nèi)的的每一個(gè)個(gè)人都要要實(shí)行並並積極的的參與所所有品質(zhì)質(zhì)相關(guān)的的活動(dòng)(CommitmentandActiveparticipation)達(dá)到品質(zhì)的持持續(xù)改善(ContinuousImprovement)滿足客戶的需需求(CustomerSatisfaction)INSPECTProcessBProcessAINPUTReworkScrapOUTPUTProcessBProcessAINPUTSPCOUTPUTSPC品保系統(tǒng)QualityAssuranceDefectDetectionSystem(不良品偵測(cè)的的系統(tǒng))會(huì)有一些重複性的的檢驗(yàn)(inspection)產(chǎn)產(chǎn)生。檢驗(yàn)樣品的數(shù)數(shù)量一般都很很大。不良品只能在在檢驗(yàn)後被發(fā)發(fā)現(xiàn)。DefectPreventionSystem(不良品預(yù)防防的系統(tǒng))利用統(tǒng)計(jì)製程管制制SPC製程可透過反反饋方式進(jìn)行行自我校正製程能力指數(shù)數(shù)Cp,CpkCp-衡衡量製程能力力的品質(zhì)，就就是將規(guī)格上上下界限的差差異(規(guī)格上上限USL-規(guī)格下下限LSL)與製程變異異(6σ)作作比較，這個(gè)個(gè)指標(biāo)只有考考慮到製程變變異的範(fàn)圍是是否有落在規(guī)規(guī)格公差之內(nèi)內(nèi)。一般要求求為1.0以以上，計(jì)算方方式為Cp=(USL-LSL)/6σ。。Cpk-製製程能力的的品質(zhì)量測(cè)指指數(shù)，除了考考量了製程變變異之外還考考慮到製程中中心是否有偏偏移。一般要要求為1.33以上，計(jì)計(jì)算方式為Cpk就是取取Cpu與Cpl的最小小值，亦即Cpk=min(Cpu，Cpl)，其中中Cpu為將將規(guī)格上限(USL)減減掉製程平均均(mean)之後除以以3σ；Cpl為將製程程平均(mean)減掉掉規(guī)格下限(LSL)之之後除以3σσ。製程能力分析析ProcessCapabilityAnalysisCp=CpkVariation-GoodCentering-GoodCp,Cpk>1.33Cp>CpkVariation-GoodCentering-PoorCp>1.33Cpk=0Cp=CpkVariation-PoorCentering-GoodCp,Cpk<1Cp>CpkVariation-PoorCentering-PoorCp,Cpk<1LSLUSLLSLUSLSIXSIGMA六六標(biāo)準(zhǔn)差SIXSIGMA-Aprogramthatpermitsonlythree(3)defectspermillionpartsandreflectsanoutstandingcommitmenttoquality.六標(biāo)準(zhǔn)差-在每百萬萬件中只允許許三個(gè)不良品品，是對(duì)品質(zhì)質(zhì)最高的承諾諾。#207:Developmeasurementsforqualityimprovementandtargetsetting(e.g.,"bestinclass"benchmarks).;C.P.M.Module:2#111:Conductsuppliervisits/evaluationstodeterminesuitability.;C.P.M.Module:1zDefectperMillion2 308,5373 66,8074 6,2105 2336 3.4366Measurement20,000TimesImprovementSIXSIGMAPERFORMANCE20,000lostarticlesofmailperhourUnsafedrinkingwaterforalmost15minuteseachday5,000incorrectsurgicaloperationsperweekTwoshortorlonglandingsatmostmajorairportseachday200,000wrongdrugprescriptionseachyearSevenarticleslostperhourOneunsafeminuteeverysevenmonths1.7incorrectoperationsperweekOneshortorlonglandingeveryfiveyears68wrongprescriptionsperyear99%Good(3.8Sigma)99.99966%Good(6Sigma)SIXSIGMACONCEPTNoDefects!Target321Customer’sSpecification631TargetCustomer’sSpecification6.6%Defects!After6!Before3ReducingVariability組織與管理Organizationandmanagement高級(jí)主管的承承諾與參予Topmanagementcommitmentandinvolvement公司組織的穩(wěn)穩(wěn)定性Stability員工的訓(xùn)練Trainingandcertificationofpersonnel員工年資與技技術(shù)能力Technicalcompetence/servicesupport機(jī)器設(shè)備的新新舊及保養(yǎng)情情況Equipmentcapabilities此供應(yīng)商在同同業(yè)之間的評(píng)評(píng)價(jià)與口碑Generalreputation/ethics業(yè)界的地位Industrystatus對(duì)客戶滿意度度的認(rèn)知Customercommitment對(duì)其衛(wèi)星工廠廠的管理Subcontractormanagement勞工狀況Laborstatus員工的平均年年齡及技術(shù)層層次Employeeskills工會(huì)組織情況況Unionization工會(huì)合約到期期日Laborcontractexpirationdate員工的流動(dòng)率率Employeeturnover對(duì)員工的訓(xùn)練計(jì)計(jì)劃Trainingprogramsandinitiatives工業(yè)相關(guān)政策策的遵守Industrialrelationspolicy供應(yīng)商的拜訪訪傳統(tǒng)的供應(yīng)商商拜訪供應(yīng)商主動(dòng)邀邀請(qǐng)新上任的採購購人員例行性的年度度拜訪需要對(duì)供應(yīng)商商進(jìn)行認(rèn)可針對(duì)特定問題題需要解決了解供應(yīng)商的的各方面能力力審查供應(yīng)商所所建議的替代代性材料或服服務(wù)高附加價(jià)值的的的供應(yīng)商拜拜訪與高層會(huì)面洽洽談彼此共同同的目標(biāo)與合合作計(jì)畫對(duì)供應(yīng)商組織織內(nèi)的不同部部門有更進(jìn)一一步的了解參與增進(jìn)供應(yīng)應(yīng)商/客戶關(guān)關(guān)係的活動(dòng)一起參與流程程的再造工程程討論新產(chǎn)品或或服務(wù)的機(jī)會(huì)會(huì)分享新技術(shù)並並討論運(yùn)用在在目前產(chǎn)品的的可能性參觀工廠及生生產(chǎn)線廠區(qū)的整潔Housekeeping生產(chǎn)線的物流流動(dòng)線規(guī)劃Process/materialflow對(duì)不良品的標(biāo)標(biāo)示Nonconformingmaterial生產(chǎn)工藝及效效率機(jī)器的狀況及及稼(開)動(dòng)動(dòng)率作業(yè)員及幹部部對(duì)製程及品品質(zhì)政策的了了解是否有標(biāo)準(zhǔn)作作業(yè)程序(SOP)對(duì)工業(yè)安全的的重視IndustrialSafety其他生意往來來的客戶Majorcustomers使用的主要原原料來源選擇供應(yīng)商的的準(zhǔn)則基本之要要件：QualityCostDeliveryServiceResponsivenessCommitment長(zhǎng)期之要要件：長(zhǎng)期穩(wěn)定的供供應(yīng)產(chǎn)能之相對(duì)擴(kuò)擴(kuò)展健全之企業(yè)體體質(zhì)正確且相近之之經(jīng)營理念產(chǎn)品未來方向向符合需要長(zhǎng)期合作意願(yuàn)願(yuàn)供應(yīng)商的策略略選擇-產(chǎn)產(chǎn)品與製程程的搭配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.策略性的供應(yīng)應(yīng)商選擇關(guān)鍵性材料降低風(fēng)險(xiǎn)策略取代/更新減少供應(yīng)風(fēng)險(xiǎn)策略性材料供應(yīng)商聯(lián)盟策略長(zhǎng)期關(guān)係策略聯(lián)盟一般性材料聯(lián)合操作策略改善運(yùn)籌成本改善管理成本槓桿性材料價(jià)格槓桿策略善用競(jìng)爭(zhēng)比價(jià)與供應(yīng)商簽長(zhǎng)期合約高低採購的金額採購的風(fēng)險(xiǎn)高貨商蒐尋與訪訪查理念經(jīng)營理念、永永續(xù)經(jīng)營、中中長(zhǎng)期計(jì)劃經(jīng)營經(jīng)營手法、經(jīng)經(jīng)營實(shí)績(jī)、經(jīng)經(jīng)營管理、往往來廠商、財(cái)財(cái)務(wù)體質(zhì)質(zhì)、企劃品質(zhì)質(zhì)意願(yuàn)合作意願(yuàn)、服服務(wù)態(tài)度規(guī)模產(chǎn)能、設(shè)備成本成本結(jié)構(gòu)、競(jìng)競(jìng)爭(zhēng)優(yōu)勢(shì)技術(shù)設(shè)計(jì)、開發(fā)、、採購、製造造交期交期管理、管管理體制品質(zhì)品質(zhì)經(jīng)營管理理、品質(zhì)保證證選擇供應(yīng)商之之準(zhǔn)則基本之要件QualityDeliveryCostServicePackageResponsivenessCommitment長(zhǎng)期之要件長(zhǎng)期穩(wěn)定供應(yīng)應(yīng)產(chǎn)能之相對(duì)擴(kuò)擴(kuò)展健全之企業(yè)體體質(zhì)正確且相近之之經(jīng)營理念產(chǎn)品未來方向向符合需要長(zhǎng)期合作意願(yuàn)願(yuàn)貨商評(píng)選執(zhí)行合約能力力Abilitytoperform財(cái)務(wù)狀況Financialstatus成本系統(tǒng)Costsystem品質(zhì)系統(tǒng)Qualityassurance,qualitycontrol,andrelatedsystems組織與管理Organizationandmanagement勞工狀況Laborstatus策略性伙伴（StrategicPartner）條件Partner產(chǎn)能在業(yè)界佔(zhàn)佔(zhàn)相當(dāng)比重（（或市場(chǎng)佔(zhàn)有有率）居業(yè)界技術(shù)領(lǐng)領(lǐng)先地位（技技術(shù)創(chuàng)新）列入策略客戶戶HouseAccount能提提供供材材料料成成本本之之競(jìng)競(jìng)爭(zhēng)爭(zhēng)優(yōu)優(yōu)勢(shì)勢(shì)（（VA能能力力））高階階主主管管重重視視程程度度高高，，且且提提供供PolicySupport產(chǎn)品品之之規(guī)規(guī)格格及及品品質(zhì)質(zhì)有有競(jìng)競(jìng)爭(zhēng)爭(zhēng)條條件件未來來能能提提供供GlobalSupport經(jīng)營營管管理理與與本本公公司司相相輔輔相相成成，，或或可可提提供供未未來來合合作作機(jī)機(jī)會(huì)會(huì)產(chǎn)品品線線的的廣廣度度與與深深度度足足夠夠七、、有有效效的的品品質(zhì)質(zhì)管管理理及及績(jī)績(jī)效效評(píng)評(píng)估估供應(yīng)應(yīng)廠廠商商評(píng)評(píng)等等的的用用途途衡量量供供應(yīng)應(yīng)商商的的能能力力Suppliercapabilities衡量量供供應(yīng)應(yīng)商商的的國國際際化化與與當(dāng)當(dāng)?shù)氐亟唤回涁浤苣芰αnternationalandlocalcapabilities定價(jià)價(jià)方方法法Pricingmethods衡量量供供應(yīng)應(yīng)商商財(cái)財(cái)務(wù)務(wù)健健全全與與否否Financialstrength倉儲(chǔ)儲(chǔ)的的位位置置Inventorylocationsandmethods交貨貨績(jī)績(jī)效效Deliveryperformance品質(zhì)質(zhì)紀(jì)紀(jì)錄錄Qualityhistory服務(wù)務(wù)紀(jì)紀(jì)錄錄Servicehistory利潤(rùn)潤(rùn)率率與與存存貨貨週週轉(zhuǎn)轉(zhuǎn)率率Marginperformanceandinventoryturnover創(chuàng)新新的的紀(jì)紀(jì)錄錄與與績(jī)績(jī)效效Innovationhistoryandperformance供應(yīng)應(yīng)商商管管理理的的要要件件ualityosteliveryerviceDefectPreventionOpenBookManagementCycleTime&LeadTimeResponsiveness供應(yīng)應(yīng)商商績(jī)績(jī)效效評(píng)評(píng)估估KeyPerformanceIndicator成本本準(zhǔn)時(shí)時(shí)交交貨貨率率電子子轉(zhuǎn)轉(zhuǎn)帳帳的的能能力力透過過電電子子商商務(wù)務(wù)(e-commerce)採採購購的的能能力力對(duì)於於新新技技術(shù)術(shù)的的投投資資對(duì)於於顧顧客客電電話話回回應(yīng)應(yīng)的的時(shí)時(shí)效效折扣扣率率產(chǎn)品品不不良良率率文件件與與發(fā)發(fā)票票的的錯(cuò)錯(cuò)誤誤率率供應(yīng)應(yīng)廠廠商商評(píng)評(píng)等等法法PerformanceRatingMethods項(xiàng)目目列列舉舉法法Categoricalmethod加權(quán)權(quán)指指數(shù)數(shù)法法Weighted-Factormethod成本本比比率率法法Cost-Ratiomethods項(xiàng)目目列列舉舉法法範(fàn)範(fàn)例例「項(xiàng)項(xiàng)目目列列舉舉法法」」是是一一個(gè)個(gè)屬屬於於「「定定性性(qualitative)」」的的供供應(yīng)應(yīng)商商評(píng)評(píng)等等方方法法，，通通常常的的作作法法是是由由採採購購、、收收料料、、品品管管、、工工程程、、會(huì)會(huì)計(jì)計(jì)等等相相關(guān)關(guān)部部門門，，針針對(duì)對(duì)其其所所關(guān)關(guān)切切的的項(xiàng)項(xiàng)目目，，如如下下表表所所示示，，綜綜合合每每一一個(gè)個(gè)供供應(yīng)應(yīng)商商過過去去以以及及現(xiàn)現(xiàn)在在的的表表現(xiàn)現(xiàn)，，評(píng)評(píng)估估其其為為「「滿滿意意」」、、「「尚尚可可」」、、或或是是「「不不滿滿意意」」。。雖然然這這個(gè)個(gè)方方法法非非常常簡(jiǎn)簡(jiǎn)單單容容易易使使用用，，卻卻也也可可能能流流於於主主觀觀判判斷斷，，而而無無法法真真實(shí)實(shí)反反映映供供應(yīng)應(yīng)商商的的整整體體績(jī)績(jī)效效。。另另外外，，也也無無法法針針對(duì)對(duì)某某項(xiàng)項(xiàng)較較差差的的部部份份，，作作出出改改善善的的要要求求。。項(xiàng)目列舉舉法範(fàn)例例加權(quán)指數(shù)數(shù)法Weighted-Factormethod「加權(quán)指指數(shù)法」」（Weighted-Pointmethod）是是一個(gè)屬屬於「定定量」的的供應(yīng)商商評(píng)等方方法，每每一個(gè)評(píng)評(píng)等的項(xiàng)項(xiàng)目（一一般為品品質(zhì)、價(jià)價(jià)格、與與交貨情情況）根根據(jù)其重重要性給給予「加加權(quán)」（（Weight），來來計(jì)算整整體的分分?jǐn)?shù)，加加權(quán)指數(shù)數(shù)的總合合必須是是一百。。加權(quán)指數(shù)數(shù)法範(fàn)例例舉例說，，採購對(duì)對(duì)於一項(xiàng)項(xiàng)產(chǎn)品的的「價(jià)格格」給予予「50%」的的加權(quán)指指數(shù)，「「品質(zhì)」」的加權(quán)權(quán)指數(shù)為為「30%」，，而「交交貨」的的加權(quán)指指數(shù)則為為「20%」。。三個(gè)供供應(yīng)商的的報(bào)價(jià)分分別為「「甲供應(yīng)應(yīng)商」$59元元，「乙乙供應(yīng)商商」$63元，，「丙供供應(yīng)商」」$70元。在在採購交交易的一一年當(dāng)中中，各供供應(yīng)商在在各項(xiàng)的的表現(xiàn)如如下表所所示。Price總總交貨次次數(shù)遲交次數(shù)數(shù) 退貨貨次數(shù)SupplierA $5965136SupplierB $63352 0SupplierC $70457 2加權(quán)指數(shù)數(shù)法範(fàn)例例...WeightedFactorAnalysis-PriceWeightedBidDirectPriceAverageRatingPriceComparison*FactorSupplierA $5959/59= 100.0%x0.50=50.0SupplierB $6359/63= 93.7% x0.50=46.8SupplierC $7059/70= 84.3% x0.50=42.1*Lowestpriceoffered/Actualpricepaid(以最低報(bào)報(bào)價(jià)為分分子)WeightedFactorAnalysis-QualityTotalTotalWeightedShipmentsShipments PercentAverageRatingReceivedRejectedAcceptedFactorSupplierA 65 690.8%x0.30 =27.2SupplierB 35 0100.0% x0.30=30.0SupplierC 45 295.6%x0.30 =28.7加權(quán)指數(shù)數(shù)法範(fàn)例例...WeightedFactorAnalysis-DeliveryTotalTotalWeightedShipmentsShipments PercentAverageRatingReceivedLate OnTimeFactorSupplierA 65 13 80.0% x0.20=16.0SupplierB 35 294.3%x0.20 =18.9SupplierC 45 784.4%x0.20 =16.9FinalStep:WeightedFactorAnalysis-TotalRatingPriceQuality DeliveryRating+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】】成本比率率法Cost-Ratiomethods「成本比比率法」」（Cost-Ratiomethods）是是將所有有跟採購購，收料料有關(guān)的的成本，，與實(shí)際際的採購購金額作作一比較較，品質(zhì)質(zhì)與交貨貨的比率率計(jì)算，，則是以以採購實(shí)實(shí)際支付付的成本本除以採採購金額額。成本比率率法範(fàn)例例舉例說，，甲供應(yīng)應(yīng)商的報(bào)報(bào)價(jià)單價(jià)價(jià)為$5元，乙乙供應(yīng)商商的報(bào)價(jià)價(jià)單價(jià)為為$4元元，過去去一年向向甲供應(yīng)應(yīng)商的採採購總金金額為$250,000元，，而向乙乙供應(yīng)商商的採購購總金額額為$280,000元。另另外，從從其他部部門如收收料、檢檢驗(yàn)、生生產(chǎn)、成成本會(huì)計(jì)計(jì)處得到到相關(guān)的的成本資資料，可可計(jì)算出出如下的的各項(xiàng)成成本比率率。TheDeliveryCostRatio:SupplierA SupplierB1.採購購的交貨貨運(yùn)送成成本$10,500 $12,0002.採購購總金額額 $250,000 $280,0003.交貨貨成本比比率(line1/line2)4.2%4.3%TheQualityCostRatio:SupplierA SupplierB1.採購購的品質(zhì)質(zhì)成本$15,100 $15,0002.採購購總金額額 $250,000 $280,0003.品質(zhì)質(zhì)成本比比率(line1/line2)6.0%5.4%TheServiceCostRatio:WeightSupplierASupplierB1.現(xiàn)場(chǎng)場(chǎng)服務(wù)的的表現(xiàn)3040302.研發(fā)發(fā)能力2530253.供應(yīng)應(yīng)商地理理位置2530204.倉儲(chǔ)儲(chǔ)容量201515比率總計(jì)計(jì)：100% 115%90%對(duì)價(jià)格的的影響：：(-15)(+10)TheOverallCostRatio:SupplierA SupplierB1.交貨貨成本比比率+4.2 +4.32.品質(zhì)質(zhì)成本比比率+6.0 +5.43.服務(wù)務(wù)成本比比率-15.0+10.0對(duì)報(bào)價(jià)的的影響：： -4.8+19.7ApplyingtheFormula:（1＋＋總成成本比率率）×報(bào)報(bào)價(jià)＝＝調(diào)調(diào)整後的的報(bào)價(jià)SupplierA:(1+[-.048])x5.00 =$4.76SupplierB:(1+.197)x4.00 =$4.79成本比率率法範(fàn)例例(續(xù)續(xù))供應(yīng)商績(jī)績(jī)效評(píng)分分方式分級(jí)評(píng)等等加權(quán)計(jì)分分成本基礎(chǔ)礎(chǔ)容易實(shí)施施需要最少少的資料料多數(shù)人可可參予適合資源源有限的的公司低成本的的制度有彈性的的制度可以當(dāng)作作供應(yīng)商商評(píng)等實(shí)施成本本適中結(jié)合計(jì)數(shù)數(shù)與計(jì)量量的制度度提供總成成本的作作法鑑別績(jī)效效差的特特定地方方可以做較較客觀的的評(píng)等長(zhǎng)期改善善機(jī)會(huì)最最大最不可靠靠評(píng)估次數(shù)數(shù)最少最主觀的的評(píng)等通常為人人工作業(yè)業(yè)傾向重視視單價(jià)需要電腦腦幫忙成本會(huì)計(jì)計(jì)制度的的配合最複雜、、實(shí)施成成本最高高需要電腦腦資源小公司開始發(fā)展展評(píng)估制制度多數(shù)公司適用用大公司有很多供應(yīng)商商的公司CategoricalWeightedPointCost-Based制度優(yōu)點(diǎn)點(diǎn)缺點(diǎn)點(diǎn)適用者評(píng)等結(jié)果被扭扭曲的可能原原因Factorsthatcandistortratings資料不正確Inaccuratedata加權(quán)指數(shù)不恰恰當(dāng)Improperweightingoffactors主觀因素Subjectivity供應(yīng)廠商評(píng)等等結(jié)果發(fā)佈Issuesinthedisseminationofratings機(jī)密性Confidentiality供應(yīng)商對(duì)評(píng)等等結(jié)果的反應(yīng)應(yīng)處理Supplierreactiontoratings減少供應(yīng)商的的班底數(shù)量(ReduceSupplierBase)合理的供應(yīng)商商數(shù)量有助於於降低成本，，以及有效的的管理供應(yīng)商商建立互信的交交易基礎(chǔ)(MutualTrust)公平，公正，，合理尊敬，廉潔，，言行一致營造無障礙的的溝通環(huán)境(EfficientCommunication)誠懇的雙向溝溝通(sharinginformation)了解彼此文化化差異從基層員工到到高階主管從願(yuàn)景到技術(shù)術(shù)/產(chǎn)品的發(fā)發(fā)展主動(dòng)積極的做做法，一起解解決問題，NoSurprise!Win-Win建立雙贏的供供應(yīng)商夥伴關(guān)關(guān)係(二)Win-Win建立雙贏的供供應(yīng)商夥伴關(guān)關(guān)係(二)供應(yīng)商先期參參與(EarlySupplierInvolvement,ESI)在規(guī)格開發(fā)過過程的初期，，邀請(qǐng)具有夥夥伴關(guān)係的供供應(yīng)商，參與與買方的產(chǎn)品品設(shè)計(jì)小組(workcollaboratively)運(yùn)用供應(yīng)商的的專業(yè)知識(shí)以以及經(jīng)驗(yàn)來共共同設(shè)計(jì)開發(fā)發(fā)降低成本，加加速產(chǎn)品上市市時(shí)間(TimetoMarket)準(zhǔn)時(shí)付貨款(OnTimePayment)採購最基本應(yīng)應(yīng)遵循的(以以金錢與供應(yīng)應(yīng)商交換貨物物與服務(wù))從供應(yīng)商的角角度，這是對(duì)對(duì)合約履行的的承諾有助於獲得供供應(yīng)商最佳的的配合Win-Win建立雙贏的供供應(yīng)商夥伴關(guān)關(guān)係(三)對(duì)供應(yīng)商進(jìn)行行教育訓(xùn)練(SupplierEducationandTraining)視供應(yīng)商為在在外工廠的延延伸與供應(yīng)商擁有有共通的語言言視為一種投資資聯(lián)合進(jìn)行持續(xù)續(xù)性的改善(JointContinuousImprovement)對(duì)目標(biāo)的共識(shí)識(shí)(commongoals)衡量績(jī)效的最最佳方法供應(yīng)商認(rèn)證程程序的重要環(huán)環(huán)節(jié)與供應(yīng)商的關(guān)關(guān)係Relationship隔臂關(guān)係合作關(guān)係販?zhǔn)凵虃鹘y(tǒng)供應(yīng)商鑑定合格的供應(yīng)商伙伴型的供應(yīng)商策略聯(lián)盟較低的加值（ValueAdded）關(guān)係較較高的加值（ValueAdded）關(guān)係Arm’slengthrelationshipsCollaborativeRelationships八、資訊科技技與電子商務(wù)務(wù)的影響電腦化的材料料管理系統(tǒng)ComputerUsingdepartmentMRPscheduleHand-writtenrequisitionReviewbymaterialsplannerReviewbybuyerBuyerchangesRevisedrequisitionPurchaseordercopiesPurchaseOrderandacknowledgmentformComputerPrintedpurchaserequisitionRequisitionentry第三者網(wǎng)路服服務(wù)公司電子資料交換換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採購文件的電電子傳送e-Procurement電子化採購Log-inIntranetInternalProcurementWebsiteUserID:XXXXXPassword:XXXXXElectronicRFAFormCheckbudgetAggregateothersimilarrequisitionsOnlineApprovalOnlinecatalogContractedsupplierElectronicFundsTransfer(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(qǐng)購加加總線上核準(zhǔn)電子資金轉(zhuǎn)轉(zhuǎn)移帳戶合約供應(yīng)商商線上核準(zhǔn)上公司內(nèi)部部採購網(wǎng)站站e-Procurement採購100%自動(dòng)化化Non-ProductionRequestsApprovalWorkflowReceiveASNAPMRP/DRPGeneratedRequirementsCreateRequisitionsAutoReleaseProcurementWorkflowApprovedSupplierListsStandardPOsSupplierSchedulesPaymentApprovedSuppliersEDI/FaxWebSearchCatalog(LocalorTPNRegister)ContentLoads/UpdatesPayonReceiptEmployingElectronicCommercetoMaximizeBenefits:PhasesofElectronicCommerceValueExtendMarketReachExtendProductorServiceOfferingsCreateNewInformation-BasedProductsNewDistributionChannel,ProductorServiceBusinessModelChangePipelineVelocity(Productivity)ValueEngineeringAnalysisQualityCashFlowReductionofInventoryReductionofManufacturingandDeliveryCycleTimeReductionofLaborLowerOpenA/RDaysOperationalEfficiencyNumberofTradingPartnersNumberofTransactionsReductionofPaperOverheadAccuracyPaperReplacementValueofEC2Years5YearsCOMPLEXITYNewDistributionChannel,ProductOrServiceExtendMarketReachExtendProductorServiceOfferingsCreateNewInformation-BasedProducts九、結(jié)語與與討論新競(jìng)爭(zhēng)趨勢(shì)勢(shì)下採購面面臨的挑戰(zhàn)戰(zhàn)1.Routing的工作消消失2.維持SCM及ERP必要要的材料品品質(zhì)及LeadTime3.Singlesourcing趨勢(shì)→Vendorrelationship4.TotalCycleTime短縮→→EarlySupplierInvolvement5.『Changing』』管理6.角色改改變→從執(zhí)執(zhí)行面轉(zhuǎn)到到管理面7.資訊科科技的運(yùn)用用8.全球化化採購管理理9.快速回回應(yīng)管理→→QuickResponse10.不斷斷且快速的的CostDown壓力11.不斷斷出現(xiàn)的新新技術(shù)與個(gè)個(gè)性化需求求1.建構(gòu)公公司內(nèi)、外外人脈a.對(duì)外→→建立個(gè)人人與企業(yè)之之採購網(wǎng)路路b.對(duì)內(nèi)→→展開跨機(jī)機(jī)能活動(dòng)小小組2.提昇管管理技能→→成為企業(yè)業(yè)顧問師a.業(yè)務(wù)管管理技巧(Cost、Quality、Delivery)b.協(xié)力廠廠商管理技技巧c.培養(yǎng)業(yè)業(yè)務(wù)改善能能力3.發(fā)展策策略採購能能力4.提昇資資訊科技的的應(yīng)用能力力5.成為公公司內(nèi)部的的對(duì)外天線線6.提昇個(gè)個(gè)人的貢獻(xiàn)獻(xiàn)度7.Benchmarking，終身身學(xué)習(xí)8.改變思思維模式e時(shí)代的的採購重點(diǎn)點(diǎn)方向P Paperlessthinkinge-世世代的思維維R Reliableperformance 追求求有效成果果O Open-minded 虛心心、坦懷C Changingmanagement 「變」」的管理U Usefulness有有效效性的管理理R Responsequickly快快速反應(yīng)能能力E e-Tool善善用資訊科科技M Moneymachine創(chuàng)創(chuàng)造資源源利潤(rùn)E Endlessresources資資源的無無限化N Networkbuilding建建立網(wǎng)路人人脈

TThreatavoidance 排除除生存風(fēng)險(xiǎn)險(xiǎn)採購/供應(yīng)應(yīng)管理應(yīng)對(duì)對(duì)之道十、附錄中央與地方方分工模式式DecentralizedSourcingCentralizedSourcingCentralizedSourcingDecentralizedFulfillmentCentralizedFulfillmentDecentralizedFulfillmentPRODUCTPORTFOLIOLEVERAGEPRODUCTSSTRATEGICPRODUCTSROUTINEPRODUCTSBOTTLENECKPRODUCTSAlternativesourcesofsupplyavailableSubstitutionpossibleCriticalforproduct’’scostpriceDependenceonsupplierLargeproductvarietyHighlogisticscomplexityLaborintensiveMonopolisticmarketLargeentrybarriersCompetitivebiddingPerformancebasedpartnershipSystemscontracting+e-CommercesolutionsSecuresupply+searchForalternativesHighHighLowLowSUPPLYRISKIMPACTONFINANCIALRESULTSSUPPLIERPORTFOLIOLEVERAGESUPPLIERSSTRATEGICSUPPLIERSROUTINESUPPLIERSBOTTLENECKSUPPLIERSManycompetitorsCommodityproductsMarketleadersSpecificknow-howLargesupplyManysupplierswithdependentpositionTechnologyleadersFew,ifany,alternativesuppliersBuyerdominatedsegmentBalanceofpowermaydifferamongbuyer-supplierReducenumberofsuppliersSupplierdominatedsegmentHighHighLowLowSUPPLYRISKSUPPLIERIMPACTONFINANCIALRESULTS商務(wù)務(wù)價(jià)價(jià)值值鏈鏈與與相相關(guān)關(guān)術(shù)術(shù)語語的的定定義義價(jià)值值鏈鏈管管理理（Valuechainmanagement））需求求鏈鏈管管理理供應(yīng)應(yīng)鏈鏈管管理理商業(yè)業(yè)勤勤務(wù)務(wù)（Businesslogistics））勤務(wù)務(wù)管管理理（Logisticsmanagement））物料料管管理理實(shí)物物輸輸配配顧客客行銷銷製造造與與勤務(wù)務(wù)採購購第一一階階供應(yīng)應(yīng)商商第二二階階供應(yīng)應(yīng)商商製造造規(guī)規(guī)劃劃與與管管制制系系統(tǒng)統(tǒng)Source:venWheele2000ProductionPlanningMasterProductionSchedulingMaterialRqmtsPlanningTimed-phasedRqmtsRecordsMaterialandCapacityPlansPurchasingVendorFollow-UpSystemsShop-FloorControlResourcePlanningRough-CutCapacityPlanningRoutingfileBillsOfMaterialInventoryStatusOrderReleaseDetailedCapacityPlanningDemandManagement供應(yīng)應(yīng)市市場(chǎng)場(chǎng)與與廠廠商商之之特特性性分分析析KeyMtlDef材料料供供不不應(yīng)應(yīng)求求，，造造成成Allocation對(duì)不不同同地地區(qū)區(qū)之之SupportPolicy不同Supplier行銷Channel複雜，商社與與工廠溝通不不良LeadTime變化大Supplier產(chǎn)能利用率高高，擴(kuò)充彈性性Supplier因其上游原料料被控制，致致Commitment無效Supplier材料Version變動(dòng)頻繁日商重視長(zhǎng)期期關(guān)係部分美商重視視短期利益，，會(huì)因漲價(jià)造造成供應(yīng)中斷斷Supplier對(duì)Order之Confirmation週期縮短（如如DRAM，逐月Confirm）市場(chǎng)由少數(shù)供供應(yīng)商把持供應(yīng)來源為海海外，LeadTime控制較不易因升值，LocalSupplier之價(jià)格偏高9、靜夜四無無鄰，荒居居舊業(yè)貧。。。12月-2212月-22Saturday,December24,202210、雨中黃葉葉樹，燈下下白頭人。。。07:08:5007:08:5007:0812/24/20227:08:50AM11、以以我我獨(dú)獨(dú)沈沈久久，，愧愧君君相相見見頻頻。。。。12月月-2207:08:5007:08Dec-2224-Dec-2212、故故人人江江海海別別，，幾幾度度隔隔山山川川。。。。07