国际采购第九章

Low
Systems contracting + E-Procurement solutions
Low
Competitive bidding
High
Purchasing’s impact on Financial results
Four basic supplier strategies
Objective
Payment Potential;
on time;
Cultural
compatibility; Personal relationship; Convenience in business process; Prestige that can derive from being known as a supplier to a “blue chip” organization.
final product.
Differentiation aims at marketing products which are perceived by the
customer as being unique
Focus strategy aims at serving a particular, clearly defined group of
Takes into account
Annual expenditure Supply risk
100%
Pareto Principle
80%
Accumulated annnual expenditure
Pareto
20%
Puchasing quantity
100%
Supply positioning model
Leverage
20% Item=80% Value
Expenditure
Increasing expenditure？
• Integrating the purchasing items
Increase expenditure
How to reduce purchasing risks?
Re-design nonstandardized items into standardized items
Chapter 9
Purchasing and business strategy
Program

Cost leadership and differentiation
Lean manufacturing Purchasing portfolio analysis


Cost leadership and differentiation
Porter (1980) defines three strategies leading to a distinguishing market position:
1. 2. 3. Cost leadership main focus: continually reducing the cost price of the
Impact / supply opportunity / risk
Low
Standard Many Low
Low
High
High
Item standardization
Often nonOften nonStandard standard, but standard, but could be either could be either Many High Few Low Few High
USD
Attractiveness of account
25 USD
Develop
Core
Marginal
Exploit
15 USD
Low
Business value
High
Purchasing product portfolio
Bottleneck products
High
monopolistic market large entry barriers
Womack et al. (1990)
Lean manufacturing
Important features of lean management:

Teamwork among line workers, who are trained in a variety of skills to conduct different jobs within their working group Simple but comprehensive information display systems that make it possible for everyone in the plant to respond quickly to problems and understand the plant’s overall situation. Total commitment to quality improvement on the shop floor.
Number of suppliers expenditure
The most important thing is …
H
Bottleneck
Reduce Risk
Critical
Reduce Risk
I O R
M
L
Increase Expenditure
N
Routine
80% Item=20% Value
2.
Supply risk
measured against criteria such as short-term and long-term availability, number of potential suppliers, structure of supply markets.
The Supply Positioning Model 供应定位模型
H
M Supply rneck
Routine
Critical
Leverage
N
80% of items = 20% of value 20% of items = 80% of value
Expenditure
Routine
What do these quadrants mean to a firm? Please give an example.

Critical/Strategic products
critical for product’s cost price dependence on supplier

Supply risk

Secure supply + search for alternatives
Performance based partnership
Lean manufacturing
Fundamental to lean management is that:
It transfers the maximum number of tasks and responsibilities to those workers actually adding value to the car on the line, and it has in place a system for detecting defects that quickly traces every problem, once discovered, to its ultimate cause.
Routine products
large product variety high logistics complexity labor intensive
Leverage products
alternative sources of supply available substitution possible



Purchasing portfolio analysis
Kraljic’s (1983) product portfolio based on two variables: 1. Purchasing’s impact on the bottom line
the profit impact of a given supply item measured against criteria such as cost of materials, total cost, volume purchased


Lean manufacturing
The Japanese way to manage supply base:

Average supply base is much smaller than for Western manufacturers. Most Japanese OEMs have a ‘layered’ structure, which is often three or more tiers deep. Suppliers are usually involved in new product development at a very early stage. Suppliers are confronted with well-defined targets in terms of quality improvement, lead time reduction and cost reduction. They are informed as to whether they meet contractual obligations