电子商务管理(战略、执行与实务)双语期末重点

第五章电子商务战略

5.2 Strategic Analysis （战略分析）

1. Strategy: defines the future direction and actions of an organization or part of an organization. ——(p173)

战略是指一个组织或者组织内各个部门未来发展的方向和行动规划。

Johnson & Scholes (1999): 约翰逊和斯科尔斯

The direction and scope of an organization over the long-term: which achieves advantage for the organization through its configuration of resources within a changing environment to meet the needs of markets and to fulfill stakeholder expectations.

企业战略定义为：一个组织在较长的时期内要在一个变化的环境中通过资源配置取得优势，以满足市场的需要和实现利益相关者的期望而制定的行动策略。

5.2.3 Strategy process models for e-business：电子商务战略程序模型

1.Strategy process model 战略程序模型——(p178)

Strategy process model It provides a framework that gives a logical sequence to follow to ensure inclusion of all key activities of e-business strategy development. 战略程序模型提供了一个框架，这个框架给出了逻辑顺序，以确保将电子商务战略发展的所有关键活动包括在实施活动中。

2.Strategy process models for e-business （电子商务战略过程模型）——(p179)

Common elements appeared in each model: （通过观察多种战略程序模型，它们的共同要素是：）

（1）Internal and external environment scanning or analysis is needed.

需要进行内部和外部环境观察和分析。

（2）Clear statement of vision and objectives required.

要求制定清楚的目标和远景规划。

（3）Strategy development can be broken down into strategy option generation,

evaluation and selection.

战略制定可细分为战略的选项制定、评价和选择。

（4）After strategy development, enactment of the strategy occurs as strategy implementation.

战略形成以后，在战略实施过程中制定战略实行条例。

（5）Control is required to monitor operational and strategy effectiveness problems and adjust the operations or strategy accordingly.

需要对经营和战略的效率以及一致性问题进行控制。

表5.1 多种战略程序模型

Lynch(2000) 企业战略模式Johnson & Scholes

企业战略模型

McDonald

营销战略模式

Smith

SOSTAC序列性

营销战略模型

Environment & resource

analysis

环境分析（如市场，客户，竞

Strategic analysis

战略分析（环境，资源的预期

Situation review

形势审查（营销审计，SWOT

Situation

analysis

Vision, mission and

objectives 观察，使命和目标 Strategic choice

战略选择（不同可选择方案，评价方案，选择战略）

Goal setting

制定目标（使命，企业目标）

Objective setting 制定目标 Strategy development

战略发展

Strategic implementation

战略实施（资源规划，人与制度，组织结构）

Strategy formulation

制定战略（营销目标和战略，预期结果估计，找出替代计划并组合）

Strategy 战略

Strategy implementation

战略实施

Resource allocation and monitoring 资源分配和监督（预算，第一期执行计划） Tactics 战术 Actions 行动 Control 控制

3.A generic four-stage strategy process model (一般战略程序模型)：——(p181)

5.3 Strategic Analysis （战略分析）——（p182）

1. Strategic analysis/situation analysis involves review of: （战略分析或者形势分析包括以下部分） （1）The internal resources and processes of the company and a review of its activity in the marketplace; 通过公司内部资源和业务流程评估其电子商务能力，并审查迄今在市场活动中取得大的成果。 （2）The immediate competitive environment (micro-environment), including customer demand and behaviors, competitor activity, marketplace structure and relationships with suppliers and partners. 当前的竞争环境（微观环境），包括客户需求和行为的影响，竞争对手的活动，市场结构和供应商、合作伙伴的关系。

（3）The wider environment (macro-environment) in which a company governments in the forms of law and taxes together with social and ethical constraints such as the demand for privacy.

一个公司所处的大环境（宏观环境），包括经济的发展和政府的管制、通过税收和法律以及社会伦理道德相适应的形式，比如说对隐私保密的需求。

P183 图5.6 电子商务战略形势分析要素

5.3.3 Assessing competitive threats （评估竞争威胁）

1. Porter ’s Five Competitive Forces Model （Porter 的五力分析模型）——p188

Bargaining Power of Suppliers (供应商的议价的能力） Bargaining Power of Buyers （购买者的讨价还价的能力） Industry

Competitors (产业竞争者)

Rivalry among Existing firms （现存竞争对手之间

的竞争） Potential

Entrants （潜在竞争者）

Buyers （买方） Suppliers

（供应商） Substitutes （替代品） Threat of New Entrants （新进入者威胁）

Threat of Substitute

Products or Service （新进入者威胁）

Entry of competitors:

How easy or difficult is for new entrants to start competing, which

barriers do exist.

新进入竞争者：

多么容易或困难的是,新的进入者展开竞争,壁垒确实存在。

How strong is the position of buyers. Can they work together in

ordering large volumes. 到底有多强大地位的买家。 他们能在一起工作的大量订购。 How easy can a product or service be substituted ,especially made cheaper. 产品或服务是很容易被替换掉,特别是价格。 Does a strong competition between the

existing players exist? Is one player very

dominant or are all equally in strength and size. 做一个强大的新进入者之间的竞争存在吗? 是一个新进入者非常主导或都同样在强度和大小。 How strong is the position of sellers. Do many potential suppliers exist or only Few potential suppliers? 有多强的位置卖家。 做许多潜在供应商存在或只有几个潜在的供应商?

Table 5.3 impact of the internet on the five competitive forces. （互联网的五种竞争力的影响）

购买者的讨价还价能力Bargaining Power of

Buyers

供应商的议价力

Bargaining Power of

Suppliers

替代产品和服务的威胁

Threat of Substitute

Products or Service

进入壁垒

Barriers to entry

现存竞争对手之间的竞争

Rivalry among Existing

firms

1.Wider choice, transparent prices and increased customers? knowledge increase this power.

在线购买者得议价能力正在不断增强，因为他们有广泛的选择，所以随着消费者知识和价格透明度的增加，价格可能被迫下调，也就是说，鼓励转换行为。

2.E-links with customers may deepen a relationship and increased switching costs. (“soft lock-in”)

对于一个B2B企业来说，与顾客形成电子链接，可以加深相互之间的关系，从而增加转换成本，导致“软套牢”Wider choice and

increased

commoditization

reduce this power.

供应商的议价能力会由

于客户选择范围的广泛

性而受到削弱

1.Internet makes new

products and existing

products be more

readily introduced.

互联网技术使得新产品

服务以更快的速度引

进。

2.Quick product

introduction may lead

to erosion of market

share.

新产品服务的引进有可

能导致市场份额的流

失。

1.Barriers are reduce,

particular to retailing

and service industry.

进入壁垒的降低，使新

的竞争者产生，尤其是

零售商和服务企业。

2.Internet services are

easier to imitate,

making it easy for …fast

followers?.

互联网服务比传统方式

更容易被模仿，因此新

技术更容易拥有“紧跟

者”

1.The internet

encourages

commoditization which

makes it less easy to

differentiate products.

互联网鼓励商品化使得它

不太容易使产品差别化。

2.Rivalry becomes more

intense( product lifecycle

shorten and developing

time decrease)

竞争日趋激烈（产品的生

命周期的缩短和新产品研

发时间的缩短。）

3.Global market emerge

全球市场的出现。

5.4 Strategic Objectives 战略目标——p192

5.4.1 Defining vision and mission制定远景规划和使命

1.Scenario-based analysis:A useful approach to discussing alternative visions of the future prior to objective setting.

情景分析：是一种用于目标制定的、讨论可供选择的远景规划的有用的方法。

The aim is not to predict, but to explore a set of possibilities!

情景分析不是预测，而是探索一套在企业环境下可能出现的模式！

e.g: Lynch (2000)

（1）One player in our industry becomes dominant through us of the Internet.

（2）Major customers do not adopt e-commerce due to organizational barriers.

（3）Major disintermediation occurs in our industry.

（4）B2B marketplaces do or do not become dominant in our industry.

（5）New entrants or substitute products change our industry.

5.4.4 The balanced scorecard approach to objective setting：用于目标制定的平衡卡计分方法——p201 1.balanced scorecard：A common and powerful tool to translate vision and strategy into objectives.

平衡计分卡：作为一种综合度量方法，已经广泛用于把组织战略变为目标。

2.Four main areas:4个主要方面

1. Objectives: major objectives to be achieved, e.g., profitable growth. 主要的目标是实现,例如,盈利增长。

2. Measures: the observable parameters that will be used to measure progress. 主要的目标是实现,例如。,盈利增长。

3.Targets: the specific target values for the measures,

e.g.,7% annual decline in manufacturing disruptions.

具体目标值的措施,例如。,7%的年下滑的制造业中断。

4. Initiatives: projects or programs to be initiated in order to meet the objective。

项目开始为了满足目标

Time ——时间Quality——质量Performance——性能Service ——服务Cost ——成本

Turnover ——营业额Costs——成本Profitability——盈利能力

Return on capital

——资本回报率

Cycle time 周期时间Quality 质量

Employee skills

员工的技能

Productivity 生产效率

Innovation——创新

例如：Staff development 员工培训（培训绩效）Management performance 管理业绩

New product development 薪产品开发

5.5 Strategy Definition战略制定

Decision 1: E-business priorities决策1：电子商务渠道优先导向1.Assessing different Internet projects 评估不同的电子商务项目Resources will dictate which applications will be practical !

资源将决定哪些应用程序将实用!

Company fit：

Project’s viability：

If ：1. Both are low, the project is killed. 两者都是低,项目不能采用。 2. Both are high, the project is adopted. 两者都是高,该项目采用了。 3. 'fit' is high, viability is low, the project is sent to redesign. “适合”高,生存能力低,该项目是重新发送。

4. 'fit' is low, 'viability' is high, the project is considered for outsourcing.

“适合”很低,“生存能力的高,该项目是考虑外包。

Decision2: Organizational restructuring 决策2：组织的改革和生产经营能力

Gulati and Garino (2000):

1. In-house division (integration). 组织内部一体化。

2.Joint venture (mixed). 合伙企业（混合的）。

·The company creates an online presence in association with another player.

公司和其他合伙伙伴共同建立网上服务。

3. Strategic partnership (mixed). 战略伙伴关系（混合的）。 ·Companies purchase of existing dot-com.

通过收购现有的电子商务公司来实现。 4. Spin-off (separation). 派生（分离）

·Create new company, separate from parent company.

创建新公司,独立于母公司。

Decision 5: Market and product development strategies 决策5：市场和产品开发战略

图5.19 利用因特网以支持部同的增长

Market penetration 市场渗透战略

·Sell more of the same products of services in current markets.

·These strategies normally try to change incidental clients to regular clients, and regular client into heavy clients.

Typical systems are: 典型的系统 ·Volume discounts 数量折扣 ·Bonus cards 奖金卡

Product development 产品开发战略 ·Sell new products or services in current market.

·New digital products or services can be developed that can be delivered by the Internet

Market development 市场开发战略

·Sell more of the same products or services in new markets.

·These strategies often try to lure clients away from competitors or introduce existing products in foreign markets or introduce new brand names in a market. Beware :注意

·Cultural differences.文化差异

·Need small modifications.需要一些小修改

·Same product ,new purpose.一样的产品，新的目标

Diversification 多样化战略 ·Sell new products or services in

new markets. ·Highest risk. 1 & 2 are typical for the clicks-and-mortar approach.

3 &

4 are more likely to be

used to create a clicks-only operation.

3和4更有可能被用来创建一个点击只有操作。

已有市场

市场增长

新市场

第六章供应链管理

1.Efficient consumer response (ECR)-有效消费者反映p230

ECR = VMI 之间的关系:

·From the SCM perspective, ECR is also called Vendor Managed Inventory.

从供应链管理的角度来看,ECR也被称为供应商管理库存

·VMI is a supply chain practice where the inventory is monitored, planned and managed by the vendor.

Vendor decides when retailer places order and how much inventory should be purchased.

——是一种对库存进行监测，计划和管理供应商的供应链实践。当零售商订单和库存多少应该购买是由供应商决定。

·Note that the retailer still owns the inventory, even though the replenishment order is triggered by the wholesaler.

注意,该零售商仍持有库存,即使补给秩序是引发的批发商。

Example: Wal-Mart

2. Usage of VMI. Applications VMI的应用：

·Error sensitive industries .精密行业。

·Multiple outlets, fast-moving consumer goods. 多个网点,快速消费品。

·Perishable goods. 易损货物。

·Valuable and unpredictable components.有价值的和不可预知的组件。

·Strong competition (small margins). 激烈的竞争(小利润)。

2.Push and pull supply chain models 推动型和拉动型供应链模型p238

Typical aim:Optimize the production process for cost and efficiency.

Typical characteristics: Manufacturer-led new product development, poor data integration through limited use of technology, long cycle and response times, and high inventory levels.

Typical aim: Enhance product and service quality.

Typical characteristics: Market research driven, technology used to achieve research and data integration, short cycle and response times, low inventory levels.

6.3 Focus on the value chain p239

value and competitive advantage.

·It is a one-way chain involved with pushing products to the customer.

这是一个单向链包括向客户推销产品。·

·It doesn’t highlight the importance of understanding customer needs.

它并不特别强调其重要性的理解客户的需求。

Creating a cost advantage based on the value chain! 创建一个基于价值链的成本优势!

A firm may create a cost advantage: 一个公司可能会创建一个成本优势:

* by reducing the cost of individual value chain activities, 通过减少成本的个人价值链活动,o

* by reconfiguring the value chain. 通过重新设置价值链。

Note ：that a cost advantage can be created by reducing the costs of the primary activities, but also by reducing the costs of the support activities. Recently there have been many companies that achieved a cost advantage by the clever use of Information Technology.

注意:一个可以创建成本优势通过减少成本的主要活动,但也通过降低成本的支持活动。最近已经有许多公司,实现了成本优势的巧妙运用信息技术。

2.Focus on the value chain (cont) 价值流p241

(1) The value stream

The set of all the specific actions required to bring a specific product through the three critical management tasks of any business:

·The problem-solving task

·The information management task

·The physical transformation task

* Identifying and decreasing waste!

(2) Value chain analysis

This is an analytical framework for decomposing an organization into its individual activities and determining value added at each stage.

3. Focus on the value chain (cont) 关于虚拟组织p245

（1）virtual organization：Virtual organization is an organizational form that enables companies to reduce their physical assets (large headquarter, centralized plants and so on), relying instead on small decentralized units linked by a strong communications network. In other words, the old physical constraints of the plant and office building are broken down, and activities of co-ordination and control, which used to take place face-to-face, are now handled remotely 'over the wire'.

虚拟组织的分类：

·Virtual production 虚拟产品如：Sweatshop & firm reputation

·Virtual R&D 虚拟研究

·Virtual marketing 虚拟营销

·Virtual service 虚拟服务

·Virtual management 虚拟管理

infrastructure can deliver: 特点: ·Supply chain visibility 可视的供应链 ·Personality 个性 ·Security 安全

第七章 电子采购

1. Why should we adopt e-procurement? 我们为什么要采用电子采购吗？ Main reason: Cost saving! 主要原因:节省费用! 1% procurement cost=

2.3% revenue 1%的采购成本 = 2.3% 的税收。

Difficult to integrate e-procurement systems with existing financial Systems! 难以整合电子采购系统与现有的金融系统!

7.2.2 Type of procurement 采购类型

1.Types of items ：（1）Production-related items.

(2) Operating or non-production-related items. (Office supplies, furniture, IS, MRO goods, etc.) 2. Two methods to buy items: (1) Systematic sourcing (2) Spot sourcing

7.3 Drivers of e-procurement 电子商务采购的驱动因素 p270

Note: the cost of ordering exceeds the value of the product purchased.!! 订货成本超过了所购产品的价值

1.The benefits of e-procurement (Turban,2000): p273 ·Reduced purchasing cycle time and cost ·Enhanced budgetary control ·Elimination of administrative errors ·Increasing buyers ’ productivity

·Lowering prices through product standardization and consolidation of buys ·Improving information management ·Improving the payment process

7.5 Risks and impacts of e-procurement 电子采购的风险和冲击 p275

https://www.360docs.net/doc/0c15077124.html,anizational risks ·MRO

·Maintenance ·Repair ·Operating

(any good used in the creation of a product but not in the final product itself. )

E-procurement system

Redeploy staff or make them redundant

重新部署人员或让他们离开

·Lead to resistance to the introduction of the system 导致抵抗引进系统

* Maverick spending-spending outside the procurement process. 特立独行的消费支出外的采购流程。 2.e-procurement cost saving

Savings= NO. of requisitions ×(original cost －new cost) 3. Technology risks

7.6 Implementing e-procurement 实施电子采购 p277

图7.3 针对实施过程中的不同部分不同的信息系统的使用

● Accounting system 会计系统

Let staff can pay money online when the invoice arrives.

● Integrated e-procurement or ERP system 整合后的电子采购或 ERP 系统

A integrated system that include all the facilities above and is integrated with supplier ’s systems.

7.6.2 Three main e-procurement model alternatives for buyers p280 对购货方而言可供选择的三种主要的电子采购模式

1.Supplier ’

s system (selling system)

Advantages to buyer: 买方优势：

·Easy to access and search information about suppliers and products. 容易访问和搜索信息的供应商和产品。

·No need to invest in building expensive system, low procurement cost. ● Stock control system 存货控制系统

It relates to production-related procurement. It can tell manager when re-ordering is required while the number in stock falls below reorder thresholds.

● CD/web catalogue

Use electronic catalogues to find suppliers in short time. ● E-mail/ workflow systems

Automate the processes among originators, managers and buyers. The order is routed from one person to the next and will wait in their in box for actioning.

● Order-entry on web site

Place order on suppliers web site directly.

·Include one or several supplier's products and services.

包括一个或多个供应商的产品和服务。

·Using the services of the web site is free.

使用服务的网站是免费的。

·Supplier offers security. 供应商提供安全。

Disadvantages to buyer: 买方劣势：

·Different interface on each site (catalogue and ordering) ·Restricted choice

·Poor integration with ERP/procurement systems ·Limited purchase control

Q: what kind of suppliers can adopt this model and succeed?

问:什么样的供应商可以采用此模型和成功吗?

Examples: intel, cisico, dell

原因：1.Good reputation! 良好的声誉!

2.Lots of big fans in the market! 在市场里有大量的粉丝!

2. Buyer ’

s system (buying system)

Advantages to buyer: ·Simplicity-single interface ·Wider choice than sell-side

·Integration with ERP/procurement systems ·Good purchase control

·Save cost and shorten cycle time 节省成本和缩短周期时间

Disadvantages to buyer:

·Onus of maintaining data is on buyer ·Software license costs ·retraining

3.Intermediary ’s system

Advantages to buyer: ·Simplicity-single interface

·Potentially widest choice of suppliers, products and prices Buyer builds up a e-marketplace and invite potential suppliers bid the items. （reverse auction)

建立一个电子交易市场,买家邀请潜在供应商竞标项目。(逆向拍卖)

Intermediary builds up e-marketplace and provides services to help buyers and suppliers finish procurement activities.

中介建立电子交易市场和提供服务来帮助买家和供应商完成采购活动。

Disadvantages to buyer:

·Difficult to know which marketplace to choose ·Poor purchase controls

·Uncertainty on service levels from unfamiliar suppliers ·Interfacing with marketplace data format ·Relatively poor integration with ERP

第八章 电子营销

8.3 E-marketing planning 电子营销计划 p294

1. The e-marketing plan (sample titles)

SOSTAC- a framework to develop an e-marketing plan SOSTAC

：用于开发一个网络营销计划的一个框架。 S ituation — where are we now? O bjective — where do we want to be? S trategy — how do we get there? T actics — how exactly do we get there? A ction — what is our plan? C ontrol — did we get there?

2. Making an e-marketing plan

Step 1: situation analysis 形势分析 p296

aim: is to understand the current and future environment in which the company operates in order that the

strategic objectives are realistic in light of what is happening in the marketplace. Situation analysis ：

① Demand analysis 需求分析 ② Competitor analysis 竞争者分析 ③ Intermediary analysis 中间商分析 ④ Internal marketing audit 内部不营销分析 ⑤ SWOT analysis SWOT 分析 ⑥ SLEPT factors SLEPT 分析

⑦ Resource analysis 资源分析 8.6 Strategy 战略 p308

1. The relationship between Internet channel and other channels Replace or Complement ? 互联网渠道之间的关系和其他渠道（替代或补充的吗?） Electronic Shopping Test (EST) 电子购物测试

电子实验中应考虑的因素：

·Product characteristics(10) ：Does the product need to be physically tried or touched before it is bought?

·Familiarity &confidence(10)：Considers the degree the consumer recognizes and trusts the product and brand.

·Consumer attributes(30)—Are they amenable to online purchases in terms of access to the technology skills available and do they no longer wish to shop for a product in a traditional retail environment?

总结：If the product scoring over 20, it means we can try to use Internet to replace other channels. Higher score, higher potential!

如果产品得分超过20,这意味着我们可以尝试使用互联网来取代其他渠道。更高的分数,更高的潜在的!

8.8 策略Tactics

1. 7Ps ：Product、Promotion、Price 、People、Processes 、Physical evidence

1.Price p318

Price ：= an organization’s pricing policies 一个组织的定价政策

Two approaches that have been commonly adopted for pricing on the Internet.

已经普遍采用的定价在互联网上的两种方法是：

●To start-up companies, it is better to use low prices to gain a customer base.

●To existing companies, they can transfer their existing prices to the web.

The main implications of the Internet for the price aspect of the mix:

互联网在营销组合价格方面获得主要作用有：

●Internet increase price transparency and its implications on differential pricing.

It is difficult to retain price differentials! (price discrimination) 很难保住差价!(价格歧视)

●Downward pressure on price (including commoditization).

Auctions are driving down price! 拍卖是压低价格!

●New pricing approaches (including dynamic pricing and auctions)

Dynamic pricing and aggregated buying (the options will be limited by the relative strengths of the seller and buyers). 动态定价和聚合购买(选项将有限的相对优势的卖方和买方)。

●Alternative pricing structure or policies.

Payment per use, rental at a fixed cost per month, lease arrangement, volume pricing

每月的支付,每月租金的固定成本,租赁安排,体积定价

2.People, Process and physical evidence p322

Internet can replace some people work or make their work automated:

互联网可以取代一些人工作或使他们的工作自动化:

①Autoresponders

②E-mail notification

③Call-back facility

④Frequently asked Questions (FAQs)

⑤On-site search engines

3. Focus on online branding 在线品牌营销

Brand identity 品牌标识

·Building brand identity requires additional decisions about the brand’s name, logo, colors, tagline, and symbol. 建立品牌身份需要额外的决定品牌的名称、标识、颜色、标语、和符号。

Online brand identity choices: 品牌标识的选择：p326

·Migrate traditional brand online 将原有品牌挪到网上

·Extend traditional brand: variant 扩展原有品牌：变形

·Partner with existing digital brand 与现有品牌搭配

·Create a new digital brand 创立新的数字品牌

案例

1.Case study 5.2 p198

Case study 5.2 Setting the Internet revenue contribution at Sandvik Steel

Q1. Summarize Sandvik Steel’s e-business strategy as described in the article.

通过文章总结山特维克钢的电子商务策略。

Answer:

According to the description of how Sandvik Steel uses internet to serve customers and the words of Mr Fredriksson (the director of internet business development at the group’s Coromant tooling business), it is obvious that, the Sandvik Steel’s e-business strategy is using the internet and applications to create a better relationship with customers and partners, serve them better, enhance interaction between company and customers, and also enter the global markets. Thus, we can see, Sandvik Steel offers greater personalized services to customers through internet; for example, customers can design their own tools, obtain worldwide stock information, catalogues and training aids, as well as take part in online discussions. In summary, Sandvik Steel considers e-business as weapon to strengthen and expand relationships with customers, and also reach global markets.

根据说明山特维克钢铁如何使用互联网服务客户和先生弗雷德里克松的主管互联网业务的发展在该集团的可乐满刀具业务的话，它是很明显的是，本山特维克钢铁的电子商务战略是利用在互联网和应用，以创造更好的与客户和合作伙伴的关系，更好地为他们服务，提升公司与客户之间的互动，也进入全球市场。因此，我们可以看到，山特维克钢铁提供了更大的个性化服务，为客户通过互联网，例如，客户可以设计自己的工具，获得全球股票信息，产品目录和训练器材，以及参加网上讨论。总之，山特维克钢铁公司认为，电子商务作为武器，以加强和扩大与客户的关系，也达到全球市场。

Q2. Suggest why the proportion of online purchases varies in the different countries in which Sandvik trades.

建议在不同的国家，网上购物的比例各不相同，这就是山特维克行业成功的原因。

Answer:The reasons why Nordic countries and US have different proportion of online purchased may be customers’consuming habits, the EDI cost, the different development level of e-business. (answer isn’t exclusive.

2.Case: W.W. Grainger & Goodrich公司

w.w.Grainger有许多网站，其标志性的网站是https://www.360docs.net/doc/0c15077124.html,. 2004年Grainger公司60亿美元销售额中有6亿元在该网站上进行。

60多万种MRO商品在该网站上销售,Grainger的220万客户在网上订购，这一客户群还在增长。网站提供相同的客户服务并继续销售以往由非网络贸易形式供应的多种Grainger产品，同时提供全天候订购、搜索引擎和增值服务等便利业务。

这种便利业务首先吸引了Goodrich公司。该公司发现https://www.360docs.net/doc/0c15077124.html,是便捷的购物网站之一。Goodrich 公司的250名采购人员原来先要与供应商电话联系，告诉销售人员分机号码，然后等待价格通过。现在Goodrich的采购员只要花几分钟在网上下订单，而Goodrich的价格谈判环节也设置在其中。

Goodrich可以从https://www.360docs.net/doc/0c15077124.html,得到任何想要的东西。Grainger与其他供应商有广泛的联系，因此，如果Goodrich需要以下Grainger没有的特殊商品，Grainger就会通过https://www.360docs.net/doc/0c15077124.html,进行搜索。借助Grainger 的购买力，Goodrich能拿到更优惠的价格。

由于从https://www.360docs.net/doc/0c15077124.html,采购大大减少了纸面工作，Goodrich还额外节省了许多办公费用。每个部门的人员都可以拿到采购卡，自己填写本部门的订单。在这之前采购中心要向每个部门发放订货需求单。现在员工可以通过采购卡和口令，在网上填写限额内订单，而支出限额则根据职务高低来定。

2002年，Goodrich pueblo在https://www.360docs.net/doc/0c15077124.html,上消费了20万美元，结果显示他们节约了10-15%的采购成本。

Q1: what benefits did Goodrich get from Grainger？

Answer: The benefits that Goodrich uses https://www.360docs.net/doc/0c15077124.html, to purchase items are as follow: 答:好处。Goodrich使用https://www.360docs.net/doc/0c15077124.html,购买项目有:

·Time reduction -- only few minutes, procurement staffs can finish ordering through the internet. In addition, staffs can use https://www.360docs.net/doc/0c15077124.html, to negotiate with suppliers, it will shorten time as well.

·减少时间——只有几分钟,采购人员可以通过网络完成订购。此外,员工可以使用https://www.360docs.net/doc/0c15077124.html,与供应商谈判,它也会缩短时间。

·Lower price –grainger is big company and has good relationship with a lot of suppliers. Therefore, Goodrich purchases items from https://www.360docs.net/doc/0c15077124.html, will get a better price than it purchases directly from the first suppliers or some suppliers they have never contact before .

·低价格——大公司,grainger与很多供应商有着良好关系。因此,Goodrich 从https://www.360docs.net/doc/0c15077124.html,购买商品将得到更好的价格购买比直接从第一个供应商或一些供应商之前他们从未接触。

·Cost reduction –this benefit is from the reduction of paper work and management work. According to the case, Goodrich save 10-15% procurement cost in 2002.

·降低成本——这个好处是减少纸张的工作和管理工作。根据情况,在2002年Goodrich节省10 - 15%采购成本。

Q2:what kind of e-procurement model https://www.360docs.net/doc/0c15077124.html, is? If you are running a company like Goodrich, which e-procurement model will you adopt? Why? How to choose an

Q2:https://www.360docs.net/doc/0c15077124.html,是什么样的电子采购模型?如果您正在运行一个公司像Goodrich公司，你将采用什么样的电子采购模型?为什么?如何选择一个电子市集?

Answer: to Goodrich, https://www.360docs.net/doc/0c15077124.html, is one-to-many model.

对于Goodrich，https://www.360docs.net/doc/0c15077124.html,是一对多的模型。

If I am running a company like Goodrich, many-to-one is the best model for me. With annual revenues of $6.4 billion, Goodrich is headquartered in Charlotte, North Carolina, and employs more than 24,000 people worldwide in approximately over 90 facilities across 16 countries. Goodrich has enough capital to build up an integrated procurement system. If Goodrich uses its own system to purchase items, it will get item with the best price. Also, it can build up a long-term relationship with suppliers and perhaps will get competitive advantages from these suppliers. In addition, it is easier to control purchase process and budget.

如果我运行一个公司像Goodrich,多对一的是对我最好的模型。年收入64亿美元,Goodrich是总部位于夏洛特,北卡罗莱纳,和雇佣了全球超过24000人在大约超过90个设施在16个国家。Goodrich公司有足够的资金来建立一个统一的采购系统。如果Goodrich使用自己的系统购买物品,它将获取项目与最好的价格。同时,它可以建立一个长期的关系与供应商和也许会从这些供应商的竞争优势。此外,它更容易控制购买过程和预算。

The principles we use to choose e-marketplace are: 我们选择电子交易市集的原则是:

·The traffic of e-marketplace 交通的电子交易市集

·The service of e-marketplace 服务的电子交易市集

3.案例：Schlumberger的电子采购

Schlumberger是全球最大的油类服务公司，它在100多个国家设有分公司，员工人数超过5万名，年营业额在100亿美元以上（https://www.360docs.net/doc/0c15077124.html,）。2000年，这家公司在其主营的油类服务业务方面，建立了以网络为基础的全球自动采购系统。通过这个系统，员工可以直接从桌面购买办公用品和设备，以及电脑等。

这个系统替代了原由的许多自动或纸面系统。单一的系统简化并加快了采购工作，减少了开销和采购人员。系统同时还使公司从供应商那里得到数量上的优惠。

新的系统包含两个部分：

（1）对内部分使用Commerce One 的采购软件并在公司内部网上运行。软件使用起来就像在网上购物：一旦员工选种一项物品，系统就生成了一个请求，把请求自动提交相关人员进行批准，然后把申请转成一个订单。

（2）Commerce One 的Conductor软件用来将订单传送给供应商。通过一个简单低成本的系统，B2B互联网市场把Schlumberger同几百个供应商联系在一起。

在供应商的商品进入Schlumberger系统之前，公司会和供应商们逐一协商商品价格。

?问题：

? 1.新系统有什么好处，和传统采购过程相比较

? 2.电子采购系统对公司和员工的好处。

? 3.我们是否应该重组自己的采购体系？

Answer:

（1）The benefits that Schlumberger company use Commerce One?s Purchasing software，the system replaced many original paper system，Achieve procurement simplification，To speed up the purchasing。The traditional purchasing process is complicated，Complete a purchase order needs at least 5.5 days。and electronic procurement system only need to 1.5 days，And process simpler than traditional purchasing。electronic procurement can reduce the cost and purchasing personnel, and get a lower price （2）Through this system，for company, E- procurement system can bring more intense competition and lower the price negotiation, get a lower price to reduce Cost .for staff, Purchase office supplies like taobao, Generated ordering is transmitted directly to the director approval, procurement staffs can use a shorten time to finish ordering through the internet.

（3）Restructuring their purchasing system according to the actual situation of the company，if Company capital is abundant, and purchase amount everyday, they Can consider the reorganization of the procurement system,but, the cost of ordering exceeds the value of the product perchased

答：1、这个系统替代了原有的许多自动或纸面系统，采购简单化，加快了采购工作，传统的采购流程比较繁琐，完成一个采购订单至少需要5.5天，而电子采购系统只需要1.5天，且流程简单。减少了开销和采购人员，同时还有价格优惠。

2、通过这个系统，对公司：电子采购系统为公司带来了更激烈的竞争和更低的价格谈判，减少成本。对员工：可以直接从桌面购买办公用品和设备，以及电脑等，系统自动生成订单并发送给审批人，减少了审批的流程。

3、重组自己的采购系统，需要根据公司的实际情况，如果公司每天需要大量的采购，并且采购数量大的，公司资金雄厚的，可以考虑重组采购体系，但是需要对原有的采购人员作出合理的安排。

考试：

Case 1: FORD - E-PROCUREMENT IN A MANUFACTURING COMPANY

Ford spends an estimated $15.5 billion each year on non-production goods and services, making it one of the largest purchasers of such goods world-wide.

With Ford's continuing quest to cut costs, Ford utilises an e-procurement solution, with the intention of cost cutting from the everyday tasks such as purchasing office supplies, and filing expense reports.

Ford has revised the purchasing process, instead of receiving catalogues, and having employees complete purchase orders that must be approved by management, which often takes days or weeks. Employees now log onto an Internet system, browse manufacturers catalogues, order from a

pre-approved group of suppliers, and obtain purchasing approval in minutes. Ford anticipates to cut spending and transaction costs by as much as thirty percent.

Ford also uses procurement applications for processing the more than one million travel and expense accounts that employees submit each year. It is estimated that large corporations spend

案例1：福特- 一家制造公司的电子采购

福特每年花费在非生产的商品和服务上估计为15.5亿美元，这使它成为全球范围内的此类商品的最大买家之一。福特继续寻求削减成本的方式，采用了电子采购方案，以此来削减成本，从日常的事物做起，如购买办公用品，并提交费用报告。

福特已经修改了采购流程，而不是按照以前以接收目录的方式采购，并让员工把完整的采购订单给管理者审核，这往往需要花费数天或数周。现在，员工只需登录到互联网系统，浏览制造商目录，从预先核准的供应商那里订购商品，就能在几分钟内获得购买批准。福特预计会削减开支和高达高达30％的交易成本。

福特还采用了采购申请处理方式即处理员工每年提交的超过一万美元的差旅和支出账户的采购申请。据估计，大公司约花费36美元处理每一笔开支报告。这个例子说明，采购自动化的中心,与其说是大多花费在市面上的原材料,还不如说是花费在非生产物品上。

福特的电子商务实施模式

v 1．把采购搬到网上去

v 2．简化采购流程

v 3．平衡与经销商的利益关系。

v 互联网系统很显然威胁到了福特原先那种按照规定程序决策的序列化工作方式。为此，福特公司着手组建了旨在推动在线零配件交易业务发展的B to B交易网站autoxchange,将福特公司3万余家零配件与原材料供应商连接在一起，通过网络实现更快、更方便的产品交易与配送。

1. The purchase online to move to

2. Simplified purchasing process

3. Balance and dealer's interests.

The Internet system obviously threatened the ford had that according to prescribed procedures decision-making serialization way to work. Therefore, the ford motor company was established to promote the spare parts to online trading business development of the B to B autoxchange trading site, more than 30000 ford parts and raw materials suppliers together, through the network realization faster and more convenient products trading and distribution

福特的供应链管理

拉式供应链是指消费者导向或需求导向由消费者购买产品后，经由销售时点情报的数据收集，启动供应链零售店经由EDI向物流中心产生自动补货要求。物流中心经由EDI向制造商产生自动补货要求。制造商再快速自动或生产，并经由EDI事先寄货通知给零售店。物流中心采取越库作业，减少入库时间，以使货物很快送达零售店。

推动式供应链是以制造商为核心，产品生产建立在需求预测的基础上，并在客户订货前进行生产，产品生产出来后从分销商逐级推向顾客。顾客处于被动接受的末端。一般来说，制造商利用从零售商仓库接到的订单来预测顾客需求。推动式供应链的不确定性很低，但提前期较长，按库存生产是主要的生产方式。

Pull the supply chain is refers to the consumer guide or demand guide by consumers to buy the product, sales information through time data collection, start supply chain retail store by EDI to logistics center

automatic replenishment requirements. Manufacturers to fast automatic or production, and send the goods via EDI prior notice to the retail store. Logistics center to take the library operation, reduce the time, in order to make the goods delivered soon retail.

Push the supply chain based on manufacturers as the core, production based on the basis of demand forecasting, and in the customer order before production, the products produced from distributors after step by step to the customer. The customer in the end of the passive acceptance. Generally speaking, manufacturers use warehouse from retailers to order to predict customer demand. Push the uncertainty of the supply chain is very low, but the lead time is longer, according to the inventory production is the main mode of production.

Case 2: E-procurement is ready for ROI

（1）E-procurement should deliver savings but how do you measure them? Daniel Thomas reports on BuyIT's new guide to getting the best out of Net-enabled purchasing.

（2）The first generation of e-procurement projects should be starting to deliver measurable savings by now, but the extent and value of those savings is still unclear, according to a recent report by the BuyIT Best Practice Network.

To overcome the problems of measuring the return on investment (ROI) from

e-procurement projects - a vital issue at a time when most businesses are controlling the purse-strings tightly - BuyIT Best Practice Network, an independent IT purchaser-supplier forum, last week issued an e-procurement best practice "guideline".

The report, entitled Measuring the Benefits: what to measure and how to measure it, sets out to define the costs and benefits of e-procurement and provide guidance as to how to create a compelling business case for e-procurement in an organisation.

Formulating a strategy to measure ROI is important, particularly in an area where claims can be fanciful, according to BuyIT. "Since 1998 many claims and predictions have been made for ROI achievable through e-procurement projects. By mid-2000 these had reached 'between 200% to 400%'," BuyIT's guide says.

"A year later a random survey of purchasing managers using a consistent assessment model indicated a potential average ROI of 8%."

Despite these wildly differing figures there is no disputing that savings can be made from e-procurement, said Frits Janssen, chief executive for BuyIT.

"We asked early adopters whether e-procurement ROI was a reality - and the answer was yes," he said. "Our guideline offers measurables to support this message."