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Tài liệu tiếng Anh thương mại Chap004 Procurement
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin CHAPTER 4: Pr ocur ement 4-2 • Procurement objectives • Procurement strategy • Supplier selection and assessment • Logistical interfaces with procurement Overview of procurement 4-3 • Several factors have elevated the importance of procurement to the firm – Purchased goods and services are among the largest cost elements for most firms – The growing emphasis of outsourcing has expanded the supply base of organizations • This added complexity requires more management attention on the organizational interfaces with suppliers Procurement is now a strategic activity of the firm 4-4 • Purchasing was historically perceived as just a buying function for manufacturing and repair materials and supplies – Purchasing agent tried to get lowest price possible for acceptable quality – Transactional focus led to getting the best possible “deal” today • Did not focus on future transactions – No concept of Supply Chain • Purchasing seldom looked beyond the first-tier supplier – Purchasing simply responded to demands of production group Purchasing perspective 4-5 • Procurement is an organizational capability that ensures the firm is positioned to implement its strategies with support from its supply base – Procurement looks up and down the entire supply chain for impacts and opportunities • Goods and service account for 55 cents of every sales dollars – Focuses on building relationships with suppliers and downstream customers – Involvement with outsourcing includes more than just purchasing raw materials and parts • Also includes finding alternate sources for manufactured products or services to help manage demand Purchasing perspective 4-6 • Ensuring continuous supply • Minimizing inventory investment • Quality improvement of supply • Supplier development – Supplier selection – Building supplier relationships – Supplier continuous improvement • Lowest total cost of ownership Procurement focuses on several issues related to the firms’ supply base 4-7 Figure 4.1 - Major categories for the components of total cost of ownership Click to edit Master text styles Second level Third level Fourth level Fifth level 4-8 • Insourcing vs. outsourcing – Make vs. buy decision • Alternative procurement strategies – User buy • Volume consolidation • Reducing total number of suppliers while minimizing risk – Supplier operational integration • Building partnerships • Sharing information and knowledge • Identifying linked processes and shared opportunities for improvement – Value management extends beyond buyer-seller operations • Involving the supplier early in product design • Reducing complexity • Value engineering Procurement strategies 4-9 • Purchases average 55% of every sales dollar • Cost savings estimated between 5% to 15% of purchases • Potential savings is $5.5 million annually for a company with revenues of $100 million Savings potential from volume consolidation 4-10 • Primary objective of operational integration is to cut waste, reduce cost, and develop a relationship that allows both buyer and seller to achieve mutual improvements • Integration can take many forms – Buyer providing detailed sales information to supplier – Buyers and suppliers working together to redesign linked processes – Eliminating duplicated activities performed by both the buyer and supplier • Can provide incremental savings of 5% to 25% over the benefits of volume consolidation Supplier operational integration [...]... is used to prioritize resources for purchasing – The most procurement effort goes to the most critical supplies/suppliers 4-17 Logistics interfaces with procurement • Just-in-Time – JIT delivery • More frequent delivery of smaller quantities • Close cooperation and communication – JIT II • Integration of suppliers into manufacturing processes • Procurement of logistics services • Performance-based logistics... Learning, 2009), P 211 4-13 Supplier selection and assessment • • • • • Supplier audits Supplier development Monitoring performance Supplier certification E-commerce and procurement – Electronic data interchange (EDI) – Internet 4-14 E-Commerce and procurement • Electronic Data Interchange (EDI) is the electronic transmission of data between a firm and its suppliers – Shares information and knowledge such as... Click to edit Master text styles Second level Third level Fourth level Fifth level Figure 4.2 Flexibility and Cost of Design Changes 4-11 Procurement strategy portfolio • • • • Routine purchases Bottleneck purchases Leverage purchases Critical purchases 4-12 Figure 4.3 Procurement strategy matrix High Level of Supply Risk Bottleneck Purchases Multiple Suppliers Critical Purchases Integrated with Suppliers . reserved. McGraw-Hill/Irwin CHAPTER 4: Pr ocur ement 4-2 • Procurement objectives • Procurement strategy • Supplier selection and assessment • Logistical interfaces with procurement Overview of procurement 4-3 • Several factors. Purchasing perspective 4-5 • Procurement is an organizational capability that ensures the firm is positioned to implement its strategies with support from its supply base – Procurement looks up and. II • Integration of suppliers into manufacturing processes • Procurement of logistics services • Performance-based logistics Logistics interfaces with procurement 4-19 • Initiated by US Department of Defense