Outsourcing
Logistics outsourcing谈判策划书
Logistics outsourcing谈判策划书Logistics outsourcing谈判策划书 1一、谈判主题1、主题：关于沃尔玛超市湖州店和湖州百年老店周生记谈判2、背景：鱼米之乡，丝绸之俯的湖州，盛产各式各样的很多小吃，例如丁莲方千张包子、周生记馄饨、周生记鸡爪、诸老大粽子等，其中以"江南第一爪"周生记鸡爪最为有名，当地百姓喜爱，以此作为特产赠送亲朋好友。
沃尔玛超市湖州分店针对湖州消费人群的需要，特开出专柜，湖州特产礼品柜台，采购周生记的鸡爪。
二、谈判人员组成1、首席谈判代表：掌控谈判全局，监督谈判程序，把握谈判进程;组织协调专业人员和谈判团队的意见，决定谈判过程中的重要事项，有领导权和决策权;汇报谈判工作，代表单位签约。
2、商务代表：即专业谈判人员，阐述己方谈判的目的和条件，了解对方的目的和条件，找出双方的分歧和差距;与对方进行商务谈判细节的磋商;向首席代表提出谈判的基本思路和财务分析意见;修改草拟谈判文书的有关条款。
3.法定代表人:确认对方经济组织的法人地位，在法律允许的范围内监督谈判，检查谈判文件的合法性、真实性和完整性，起草相关法律文件。
4、财务代表：对谈判中的价格核算、支付条件、支付方式、结算货币等与财务相关的问题进行把关。
5.技术代表:负责生产工艺、食品安全检验、质量标准、产品验收、技术服务等方面的谈判，也可以是谈判中价格决策的技术顾问。
6.记录员:准确、完整、及时地记录和整理谈判材料。
三、谈判目标1、价格目标：周生记鸡爪市场价格24元/斤，我方期望价格17元/斤，底线价格22元/斤;若按只算，市场价格2元/只，我方期望价格1.5元/只，底线价格1.8元/只;若按盒装12只/盒，期望价同上。
2.交货目标:我们对订单的要求很高。
订单发出后，供应商必须在24小时内按照订单上的数量发货。
如果没有，请在24小时内给我们答复，我们将下新订单。
3、付款方式目标：采用分批交货、分批付款的方式，每批支付的金额只是合同总金额的一部分。
双元素作文题目万能模板
双元素作文题目万能模板## Analyze the Advantages and Disadvantages of Outsourcing 。
英文回答：Outsourcing is a business strategy in which a company contracts with a third-party provider to perform certain functions or processes that are typically handled internally. This practice has become increasingly common in recent years as companies seek to reduce costs, improve efficiency, and gain access to specialized expertise.There are numerous advantages to outsourcing. One of the most significant is cost reduction. By outsourcing non-essential functions, companies can free up internal resources and reduce labor costs. Moreover, outsourcing providers often have access to economies of scale, which allows them to offer lower prices for services than companies could achieve internally.Outsourcing can also improve efficiency. By focusing on core competencies, companies can streamline operations and eliminate unnecessary tasks. Outsourcing providers are typically specialized in specific areas, which means they can perform outsourced tasks more quickly and efficiently than internal staff.Additionally, outsourcing provides access to specialized expertise. By contracting with external providers, companies can gain access to skills and knowledge that may not be available internally. This can be particularly beneficial for companies that require specialized technical expertise or niche capabilities.However, outsourcing also has certain disadvantages. One potential risk is the loss of control over outsourced functions. When a company outsources a process, it may have less visibility and oversight over the quality of work being performed. This can lead to errors or inconsistencies in service delivery.Another disadvantage of outsourcing is the potentialfor data security breaches. When a company shares sensitive information with an external provider, it increases therisk of data being compromised. Companies must carefully evaluate the security measures of potential outsourcing providers before entering into a contract.Finally, outsourcing can sometimes lead to job losses within the company. When a function is outsourced, employees who previously performed those tasks may be laid off. This can have a negative impact on employee morale and contribute to a sense of insecurity within the organization.中文回答：外包的优势。
委外加工管理
五,委外风险
竞争知识的丧失( ☆ 竞争知识的丧失(Loss of Competitive Knowledge) )
将重要组件委外给供应商,就等同於给竞争者机会 委外之后,公司就失去了100%以自己的想法去导入新设计的能力,而 亦须参酌供应商的意见
目标冲突( ☆ 目标冲突(Conflicting Objectives) )
品质部稽核;品质处理会议
◇ 委外帐目管理
物料帐单清单结;订单单清单结,杜绝拖延现象
Thank you!
See you next time!
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七,委外流程
委外流程
八,委外加工管理重点
管理重点: ☆ 管理重点:
◇ 委外计划的合理性
包括委外物料与计划的衍接;委外计划与本公司需求的衍接;委外计划与供应商 实际情况的配合;
◇ 委外交期管理
承诺交期按时交货;交货异常做到反馈及更新交期;
◇ 委外进度管理
供应商生产日报,不定时稽核供应商
◇ 委外异常管理
*对模组化产品而言,掌握知识是重要的,至於有没有自制产能就显得次要
1)如果公司本身有这样的知识,将制造阶段委外就有成本降低的机会 2)如果公司既没有产能,也没有专业知识,委外就会是十分危险的策略.因为由供 应商 所发展出来的知识,很有可能会转移到竞争对手的产品上
*对整体性产品而言
1)如果公司既有知识也有产能,则自制会是适当的策略 2)如果公司两者均无,则该公司也许进到不该进的产业了
供应商和买家的目标常是不同且互相冲突的 Flexibility vs. long-term, stable commitments, etc. 例如,买家把各种零件委外出去的主要目的,就是要增加弹性,买 家可以透过生产力的调整,让供需之间能够更为吻合.不幸地,这 个目的和供应商希望买家可以承诺长期,稳定的订单相冲突 在产品设计的议题上,买家与供应商之间也有目标冲突: 买家希望有弹性,希望可以尽快解决问题 供应商的焦点在让成本降低,而这暗示对设计改变的回应力较慢
HR Outsourcing人力资源外包-外文文献
HR OutsourcingOutsourcing is the practice of contracting with vendors to perform. HR services and activities. There are three types of HR outsourcing are: discrete, multi-process, and total process HR outsourcing.Firstly, discrete outsourcing means organization only outsourcing a particular function. (e.g. Recruitment). Discrete HRO can reduce company hiring requirement for highly specialized HR professionals or HRIS expertise associated with such infrequent function, in addition, it can reduce HR administration costs associated with frequent, high volume transactions (such as payroll). Although HRO has existed for many years, it remains a popular HR administration approach for achieving strategic goal.Further, HR managers may also pursue multi-process HR outsourcing. This approach involves outsourcing all of one or more related HR functions (e.g., recruitment and selection; learning& development) to niche third-party providers. It also known as comprehensive or blended services outsourcing, this approach has become more popular with the increase in the number of specialized vendors providing such services and the spread of enabling Internet portal capabilities. Such an HR administration approach can provide significant cost-reduction, while maintaining or enhancing service levels.Finally, Total HR outsourcing is the third type of outsourcing approach and involves having all, or nearly all, HR functions handled by one or more external vendors. All of the traditional HR administrative and functional activities (e.g., recruitment, selection, compensation and benefits, training) would be managed through third-party vendors.Advantages of HR OutsourcingThe advantages of HR administration outsourcing can be both financial and strategic. For example, organizations seeking to increase financial profitability and enhance shareowner value might reduce ongoing expenses (e.g., employees, software) and forestall capital expenditures (e.g., new buildings, equipment) through HR outsourcing. This would entail a careful “make-buy” assessment of the total costs and benefits of continuing internal operations versus contracting for them in the external market. Benefits of such an approach might include redesigned processes, improved quality, centralized or consolidated operations, access to technology, and enhanced employee satisfaction.Strategic advantages to HR outsourcing might include the ability to better focus on a firm’s core business through HR transformation, moving from an historical administrative activities focus to a strategic business partner perspective.Organizations recognize that, more than ever, effective talent management may be the source of sustainable strategic advantage in a knowledge-based, global economy. However, many HR professionals are mired in day-to-day administrative tasks that preclude the value-added consulting, planning, and visioning activities required from them to achieve strategic goals. HR outsourcing could free HR professionals to focus on strategic issues (e.g., talent management, merger and acquisition due-diligence) while providing the firm with skilled professionals services in HR functional (e.g., recruitment, compensation) and administrative (e.g., government compliance and regulations) areas, powered by up-to-date technology (e.g., hardware, software). Disadvantages of HR Outsourcing.Although there are a number of financial and strategic reasons for considering HR administration outsourcing, there are also serious potential problems for firms who use the approach without fully understanding how to manage it to achieve desired goals. For example, firms who used HRO to achieve HR transformation and cost savings rated their success an average of 3 on a 5-point (1 = benefits not at all achieved and 5 = benefits fully achieved) scale. Thus, one big disadvantage of HRO is the likelihood that the organization will not achieve its strategic goals. Such a failure could have significant, negative impact on the organization’s ability to survive. Steps to minimize such a failure include realistic cost-benefit analyses, successful project planning and implementation, unambiguous goals and measures of HR outsourcing success, rigorous vendor assessment and selection processes, and skilled vendor contract negotiation, management, and auditing. Indeed, one of the primary responsibilities of HR administration managers in an outsourcing environment is to ensure that the contract terms and fulfilled on a daily basis and that corrective actions are immediately taken when failures occur.Another disadvantage of HR outsourcing includes the loss of institutional expertise in the outsourced functions, making an HR outsourcing decision reversal difficult or impossible. Frequently, when outsourcing is undertaken, subject matter experts (e.g., selection) are reassigned or released. This can be a serious strategic error if the vendor is unable to fulfill its contractual obligations. As noted above, an organization would be unwise to outsource core or strategic HR planning functions because of the possibility that competitors may learn its plans from vendors. In addition, loss of internal strategic HR expertise may be devastating to an organization over time. Moreover, HR organizations may lack the contract management expertise to oversee the vendor and hold it accountable for contract terms, compounding its problems. Other potential problems include security risks in multi-vendor outsourcing, internal employee and manager resistance, compliance failures (e.g., Sarbanes-Oxley), and cultural clashes between the organization and its vendors.In summary, HR outsourcing is another approach to HR administration that offers potential for cost reduction, process improvement, and employee satisfaction. However, managers of HR administrative functions must be highly skilled at usingHRO strategically to achieve organizational goals.出师表两汉：诸葛亮先帝创业未半而中道崩殂，今天下三分，益州疲弊，此诚危急存亡之秋也。
案例翻译-爱立信外包outsourcing at Erricsson
Outsourcing at Ericsson爱立信的外包Revised: August 31, 2001LM Ericsson, a leading marketer and distributor of telecommunications equipment, surprised the business world in January 2001 by announcing that it would no longer manufacture cell phones. Instead, Ericsson would outsource to Flextronics, a leading designer, manufacturer, and supplier of equipment.爱立信在2001年1月宣布不再生产手机，外包给Flextronics（伟创力）---著名的设备设计、生产及供应商。
（请百度Flextronics公司的背景及爱立信的手机业务背景）While other cell phone companies (including Nokia and Motorola) had already outsourced portions of their manufacturing, Ericsson’s maneuver was the most ambitiousto date. “*We+ will take responsibility for more than just manufacturing,” said MichaelMarks, Flextronics' chairman and chief executive. “We are being asked to manage*Ericsson’s+ operations, including new product introduction, supply-chain management and logistics.”尽管其他的手机公司（包括诺基亚和摩托罗拉）已经将他们的生产部分外包，但到目前为止爱立信的这次外包行动是最雄心勃勃的。
ppt8. outsourcing and risk management
1. Outsourcing as a business concept
Outsourcing as a business concept
Previously:
mainly trend
outsourcing of activities
Currently:
complete
business functions are outsourced Viable business strategy
TABLE 8.1 Forms of outsourcing services
Labor outsourcing Some employees Mixed outsourcing Some or all of the following: Contractor provides… Employees Materials Process and Systems Complete outsourcing Employees Materials Process and Systems Technology and Equipment Facilities Management/Supervision
Turnkey oห้องสมุดไป่ตู้tsourcing:
applies when the responsibility for the execution of the entire function (or activities) lies with the external provider. Also the coordination of the entire function (or activities) lies with the external supplier.
外包的起源_发展及研究现状综述
一、引言管理大师德鲁克（Ｄｒｕｃｋｅｒ）在其《大变革时代的管理》一书中曾说过这样一段话：“再过１０或１５年，组织也许会将所有‘支持性’而不‘产生收入’的工作以及所有不提供升入高级管理层职业机会的活动都委托给出外单位去做。
［１］”在过去的２０年里，外包的迅速发展证实了大师的预言，外包已成为当前企业界与理论界关心的一个热点。
本文对外包的定义和内涵给出了一般意义上的解释，总结了外包的起源和发展趋势，分别从管理学、经济学等不同角度介绍了外包的主要研究方向。
１．外包的基本概念由于外包在制造业和服务业中的广泛应用，使其概念和含义有许多不同。
目前在国内学术界，对外包的定义大多是从战略管理的角度进行阐述的，引用较多的定义为“外包是在企业内部资源有限的情况下，为取得更大的竞争优势，仅保留其最具竞争优势的核心资源，而把其他资源借助于外部最优秀的专业化资源予以整合，达到降低成本、提高绩效、提升企业核心竞争力和增强企业对环境应变能力的一种管理模式”［２］［３］。
本文试图从更普遍的意义上去探讨外包研究的机理，因此，希望能给出一个更具一般性的定义。
美国ＯｕｔｓｏｕｒｃｉｎｇＩｎｓｔｉｔｕｔｅ指出：“外包是一种通过有选择地将一些功能（及其日常管理）转交给第三方供应商来围绕核心能力进行的企业重新设计。
［４］”ＧｒｅａｖｅｒⅡ认为：“外包是一个组织将内部重复发生的活动及决策权通过合同的方式转移给外部供应商的行为。
［５］”Ｈｅｙｗｏｏｄ引用了一个比较完整的定义为：“（外包是）将企业内部的一项或多项业务职能，连同其相关的资产，转移给一个外部供应商或服务商，由这个供应商或服务商在一段时期内按照一个规定的但受到限制的价格提供特定的服务。
［６］”从上述各个定义中可以看出外包有如下基本特征：（１）外包的内容是可以整合在企业内部的；（２）外包不仅涉及相关的资源转移，而且涉及相关的管理职能的重新定位；（３）外包活动的内容是重复性的，外包活动双方的合作不是一次性的购买关系；（４）外包的形式介于完全自制（或完全一体化）及完全外购之间，而外包形式的选择或企业与供应商之间关系的密切程度取决于外包的内容对企业的重要性及在企业发展过程中的地位和贡献。
32个新兴经济词汇
1、企业再造（Re-engineering）也称为组织重建、流程改革。
所谓企业再造，出发点在解决组织流程的欠缺效率、不顺畅，目的在改变组织传统的金字塔型结构，改为专业分工、权力下放的小组操作，化简为繁，提高企业的效率与简化企业的层级架构，以达顾客满意。
2、价值管理（Value Management）在企业中广泛地被引入管理行为，定义为，依据组织的远景，公司设定符合远景与企业文化的若干价值信念，并具体落实到员工的日常工作上，一般的工作性质或问题，只要与公司的价值信念一致，员工即不必层层请示，直接执行工作或解决问题。
3、学习型组织（Learning Organization）学习型组织（Learning Organization），美国学者彼得．圣吉（Peter M. Senge）在「第五项修炼」（The Fifth Discipline）一书中提出此管理观念，企业应建立学习型组织，其涵义为面临变遭剧烈的外在环境，组织应力求精简、扁平化、弹性因应、终生学习、不断自我组织再造，以维持竞争力。
4、知识管理（KM, Knowledge Management）知识管理（KM, Knowledge Management）是网路新经济时代的新兴管理思潮与方法，管理学者彼得?杜拉克早在一九六五年即预言：「知识将取代土地、劳动、资本与机器设备，成为最重要的生产因素。
」受到一九九○年代的资讯化蓬勃发展，知识管理的观念结合网际网路建构入口网站、资料库以及应用电脑软体系统等工具，成为企业累积知识财富，创造更多竞争力的新世利器。
5、远景（Vision）远景（Vision），或译做愿景、远见，在90年代盛行一时。
所谓远景，由组织內部的成员所制订，藉由团队讨论，获得组织一致的共识，形成大家愿意全力以赴的未來方向。
所谓远景管理，就是结合个人价值观与组织目的，透过开发远景、瞄准远景、落实远景的三部曲，建立团队，迈向组织成功，促使组织力量极大化发挥。
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Different industries outsource different aspects of their businesses
some common operational functions that get outsourced : Human Resources Information Technology Accounting and Payroll Processing Facility Management Manufacturing Order Fulfillment Customer Call Centers Marketing Research Legal
Focus on Core Business
Outsourcing allows organization to focus on their expertise and core business. When organizations go outside their expertise, they get into business functions and processes that they may not be as knowledgeable about and could potentially take away from their main focus.
Outsourcing
What is Outsourcing?
Outsourcing is a business strategy that moves some of an organization’s functions, processes, activities and decision responsibility from within an organization to outside providers. This is done through negotiating contract agreements with a vendor who takes on the responsibility for the production process, people management, quality, customer service and key asset management of the function. The process can greatly reduce fixed overhead costs of an organization.
Advantages of Outsourcing
Cost Savings
There can be significant cost savings when a business function is outsourced. Employee compensation costs, office space expenses and other costs associated with providing a work space or manufacturing setup are eliminated and free up resources for other purposes.
Why do organizations outsource?
Outsourcing allows organizations to focus on their core business and can create a competitive advantage by reducing operational costs. The beauty of outsourcing is you can outsource an entire function or only a part of it. As an example, you can outsource the network management oversight of an IT system but keep the end-user support in-house. This can provide an organization with a good balance of on-site support for employees.
Advantages of Outsourcing
Customer Satisfaction The advantage of having a vendor contract is they are bound to certain levels of service and quality. An example of this is if your IT function is outsourced and the technician calls in sick, it is the vendor’s responsibility to find someone to replace them and meet your support needs. Operational Efficiency Outsourcing gives an organization exposure to vendor specialized systems. Specialization provides more efficiency that allows for a quicker turnaround time and higher levels of quality.
An example of this is when a grocery store decides to add a florist to their operation. If too much focus is put on that part of the business they lose focus of the core business which is grocery.
Organizations use outsourcing as a strategic initiative to improve customer service, quality and reduce costs.
Outsourcing can be a permanent or temporary arrangement to bridge the gap in staffing, to learn better quality techniques or improvement of faulty product design.
Improved Quality
ห้องสมุดไป่ตู้
Improved quality can be achieved by using vendors with more expertise and more specialized processes. An example of this would be contracting out a cleaning service. An outside service would have the resources for hiring, proper training and facility inspections that may not be available if the function were kept in-house.