第7章采购及外包战略ppt课件

1、采购与外包 Procurement and OutsourcingLecture Outline1) FreeMarkets Online2) B2B Strategies3) B2B Pitfalls4) Outsourcing讲义大纲1) FreeMarkets在线2) B2B战略3) B2B的缺陷4) 外包FreeMarkets OnlineFreeMarkets is an online market making firm that enabled industrial buyers to link up with their potential suppliers in a liv

2、e electronic biddingThe end result of such interaction among a network of suppliers was procurement cost savings of about 15% for the buyers The company was founded in 1995 and was on the verge of breaking even in 1998It was expecting to receive commissions and fees of nearly $6 million for arrangin

3、g procurement of $200 million worth of industrial components and partsFreeMarkets在线FreeMarkets是一个电子自在市场在线公司，其将产业购买者与潜在供应商经过电子竞价系统联络起来；这种与供应商互动的结果是为购买者节省了15%的采购本钱公司成立于1995年，1998年1月接近盈亏平衡98年估计安排价钱2亿美圆工业零部件采购的义务，将获得600万美圆的代理效力费。The Move to B2B Commerce向B2B商业转移2003$1.3 Trillion2002$843B2001$499B2000$251

4、B1998$43BBusiness-to-BusinessSource: Forrester Research, Inc.1999$109BBusiness-to-ConsumerB2B is Huge.2003年1.3 万亿美圆2002年8430亿美圆2001年4990亿美圆2000年2510亿美圆1998年430亿美圆B2BSource: Forrester Research, Inc.1999年1090亿美圆B2CB2B 市场宏大Highly FragmentedMost product categories are highly fragmented, with numerous su

5、ppliers each offering different level of quality, service and pricing optionsBuyers incur significant cost in the actual purchase processA buyer must invest internal resources to manage the process of collecting, analyzing and acting upon all the information in the marketIn addition to purchase pric

6、e companies spend over 10% in additional procurement costsOn the suppliers side, there are significant costs in using the manufacturing repsThese commissions range from 4% to 7% of purchase price制造商认同电子招标市场具有价值的缘由？大部分产品种类都是高度分散的，有无数的供应商，提供不同程度的产品、效力和价钱选择购买者在实践购买过程中会产生巨额本钱购买者必需投入内部资源以管理搜集、分析和利用一切市场信息

7、除了支付采购价钱外，公司还要支付额外的10%的采购本钱从供应商的角度看，雇用制造商销售代表的本钱高昂这些佣金破费是采购本钱的4%至7%制造商认同电子招标市场具有价值的缘由？由于这种明显的分散性和差别性，采购者会面临信息选择问题：选择的范围太大而且没有一个能将它们鉴别并区分开来的适宜规范。购买者只能依赖供应商销售代表的话，但销售代表关怀的只是市场而不是产品终究如何！引入规范平台电子竞价市场。How Does FreeMarkets Online Create Value for its Customers?Consulting/Purchase outsourcingPutting togeth

8、er specs, drawings, lot sizes, documentation and RFQs询价 Identifying potential savings opportunitiesIdentifying and qualifying suppliersEducating and training buyersConducting the Competitive Bidding Event (CBE)Providing post bid analysis and supportFreeMarkets在线如何为它的客户发明价值咨询 / 采购外包将规格、图纸、批量、文件和报价恳求放

9、在一同识别潜在的节约时机识别并确认供应商资历培训购买者引导竞价活动 (CBE)提供招标后的分析与支持How Does FreeMarkets Online Create Value for its Customers?Consulting/Purchase outsourcingDistribution IntermediaryFreeMarkets在线如何为它的客户发明价值渠道中间商Industrial BuyerManuf. Rep.Manuf. Rep.Manuf. Rep.Supplier 1Supplier 2Supplier 3Traditional B2B Trading Exc

10、hangesIndustrial BuyerManuf. Rep.Manuf. Rep.Manuf. Rep.Supplier 1Supplier 2Supplier 3传统B2B 商业买卖企业购买者 厂商代表 厂商代表 厂商代表供应商1 供应商2 供应商3Internet Based B2B Trading ExchangesIndustrial BuyerFreeMarkets OnlineSupplier 1Supplier 2Supplier 3以网络为根底的B2B商业买卖 企业购买者FreeMarkets 在线 供应商1 供应商2 供应商3How Does FreeMarkets O

11、nline Create Value for its Customers?Consulting/Purchase outsourcingDistribution IntermediaryNetwork Enabler/Software ProviderFreeMarkets在线如何为它的客户发明价值网络采购的驱动者 / 软件提供者What are the Barriers for the buyers?Elimination of established relationships with the suppliers and their representativesElimination

12、of manufacturing reps could result in loss of convenience购买者的妨碍是什么？消除和供应商及其销售代表之间曾经建立的关系消除制造商 buyers 的销售代表能够带来不便What is the value to the suppliers?Less value for the suppliersCommission costs fell from 7% to 2.5%Table 7.5 implies reduction in commission by $174M(4.5%)=$8MTable 7.5 also shows $35M dr

13、op in revenue for the suppliers Suppliers could benefit from lower sales, marketing and distribution costs and better utilization of capacity对供应商的价值是什么？对供应商的价值相对较低佣金以前支付给制造商代表的佣金从7%降低到2.5%支付给在线电子市场提供者表7.5阐明了佣金的减少为174M(4.5%)=800万美圆表7.5还显示供应商的收入减少了3500万美圆供应商可以从降低销售、营销、配送本钱以及更好地利用消费才干中获利Which suppliers

14、 benefit from this model?Low cost, quality suppliers will benefit as they drive competition out of the marketThe FreeMarkets model would be beneficial for large more efficient suppliersIt will also provide opportunities for a host of small suppliers, especially if they are located overseas 哪些供应商从这种方

15、式中获利？低本钱、低质量的供应商将获利，由于他们推进了市场竞争FreeMarkets模型将对大量更有效率的供应商有利它还会为一大群小规模供应商提供时机，尤其是国外的企业扩展市场The Revenue ModelA hybrid of service fees and sales commissionsFreeMarkets charged monthly fee from the buyer based on the size of the market making team dedicated to the eventWinning supplier paid sales commissi

16、ons; this was paid in installments as suppliers shipped products收入方式收取效力费和销售佣金FreeMarkets公司向购买者按为其效力的市场发明团队的规模每月收取效力费胜出的供应商支付销售佣金，这一费用在供应商发运产品时分期支付Problems with the revenue modelBuyer side:FreeMarkets invests substantially in a projectConsulting revenue is independent of the value createdDoes not le

17、ad to another intensive purchasing study for the customerGross margin on consulting is about 22% Doesnt scale wellSupplier side:FreeMarkets does not represent the supplierFreeMarkets success depends on their ability to identify many potential suppliersSuppliers pay commissions to the company that re

18、duced their margins收入方式的问题购买方：回绝在采购价值之外在支付其它费用，甚至回绝支付任何费用，包括采购效力费FreeMarkets公司在一个工程上进展了艰苦投资咨询收入和发明的价值不匹配也没有进展另一次对客户采购的仔细研讨咨询的毛利率约为22% Doesnt scale well难以有递增的效应供应方：回绝支付费用FreeMarkets不代表供应方FreeMarkets的胜利依赖于它们有才干识别出了许多潜在供应商竞价供应商向公司支付佣金给FreeMarkets ，减少了本人的利润Vertical vs Horizontal Focus?Vertical:Advantage

19、: FreeMarkets can capitalize on its deep knowledge of supplier industriesDisadvantage: Hard to scale-upHorizontal:Advantage: Ability to generate multiple contracts from one buyersDisadvantage: FreeMarkets does not bring much expertise to the transaction FreeMarkets该当纵深开展还是横向开展？垂直：优势：FreeMarkets能利用其深

20、沉的供应产业的知识优势：难以扩展规模程度：优势：可以与同一个买方产生多个合同优势： FreeMarkets没有构成买卖的专门知识How about licensing the technology? Are buyers capable of using the technology by themselves?If not, how will this hurt?If they are, where is revenue going to come from?How can these problems be addressed?技术答应 购买者可以独立运用这种技术吗？运用需求专门的技艺假设

21、不能，这会带来什么损害？假设能，收益从何而来？如何应对这些问题？By the end of 1998 FreeMarkets was pursuing the horizontal market expansionIn 2000, the company started licensing its software 在1998年底 FreeMarkets正在进展程度市场扩张2000年，公司开场答应运用其软件The company went public in 12/99. Freemarkets Stock Price公司于1999年12月上市 Freemarket公司的股价Where is

22、FreeMarkets today?For the three months ended in 3/31/01Revenue totaled $33MNet loss totaled $43.7MFor the three months ended in 12/31/01Revenue totaled $44.8MNet loss totaled $2.8M今天的FreeMarkets2001年第一季度总收入3300万美圆净亏损4370万美圆2001年第4季度总收入4480万美圆净亏损280万美圆E-Marketplaces: The Initial (95-99) business mode

23、lThe e-marketplace concept started as a new way to procure products, particularly non-production items. E-marketplaces Expand everyones market reachGenerate lower price for the buyersCut operational costs for buyers and suppliersAutomating the procurement process will reduce processing cost per orde

24、r from as high as $150 to as low as $5 per orderFocus on liquidityTransaction fee paid by the suppliersServe as a virtual distributorE-Marketplaces：最初的1995年至1999年的商业方式E-marketplaces的概念是采购产品的一种新方法。 E-marketplaces可以： 扩展每个公司的市场区域为购买者产生更低的价钱为购买者和供应商削减运营本钱采购过程自动化可以使每订单的处置本钱由150美圆降低到5美圆专注于产品在更大范围的流通性买卖费用由

25、供应商支付扮演虚拟分销商的角色Problems with this Business Model Sellers resist paying a fee to the company whose main objective is to reduce the purchase priceBuyers resist paying a feeThe revenue model needs to be flexibleSometimes the wrong party is chargedLow barriers to entry created a fragmented industry floo

26、ded with participantsJust in the chemical industry there were about 30 e-markets 商业方式存在的问题 销售者回绝向那些主要目的是降低采购价钱的公司支付费用购买者回绝支付费用收入方式需求灵敏一些有时向不该收费的一方收费低进入壁垒使得参与者大量涌入，市场被分散仅仅在化学品市场就有约30个e-markets Continuous evolution of the business modelTransaction fees (typically paid by the sellers)Sometimes the wron

27、g party is chargedBuyers and suppliers resist payingSubscription fees (typically paid by the buyer)Depends on a number of dimensionsLicensing the software 商业方式的进一步演化买卖费用通常由销售者支付有时向不该收费的一方收费购买者和供应商回绝支付固定租赁费用通常由购买者支付由订购量决议软件答应运用Evolving Market Types Value-added independent e-marketsThey are expanding

28、their offering to include inventory management and financial services (Zoho); supply chain planning (Covisint, e2open, Converge, TheSupply)市场类型的进化 增值的独立e-markets它们正在将其效力扩展到库存管理和金融效力(Zoho)，以及供应链规划 (Covisint, e2open, Converge, TheSupply)Consider Instill Corp.Instill focuses on the food service industr

29、y and provides an infrastructure which links together operators, i.e., restaurants, distributors and manufacturers. This e-marketplace provides value to its customers by offering not only procurement services, but also forecasting, collaboration and replenishment tools.Instill公司案例Instill集中于食品效力产业，提供

30、将饭店、配送商和消费商联络在一同的效力。它向客户提供采购效力以及预测、协作和补货工具等效力Consider eSkyeIn the alcoholic beverage industry, eSkye has tailored an offering that provides the supply chain with real value. eSkye now links retail stores, distributors and suppliers providing visibility into a supply chain where little data existed.

31、eSkye adds value by automating the ordering process for the retailer while providing product flow information to distributors and suppliers.eSkye公司案例在酿酒行业，eSkye公司为提供供应链的真正价值而调整了其效力。如今，eSkye将零售店、分销商和供应商联络起来，在数据很少的供应链中提供了可视性。经过使零售商的订单处置过程自动化，同时向分销商和供应商提供产品流信息。Evolving Market TypesPrivate e-MarketsValu

32、echain.Dell (Dell), eHub (Cisco)IBM, Sun Microsystems and Wal-MartThese companies use the marketplace to improve supply chain collaboration Providing suppliers with demand information and production data市场类型的进化公用的e-MarketsValuechain、Dell (Dell)、eHub (Cisco)IBM、Sun 微系统公司和沃尔玛这些公司利用市场改善供应链的协作向供应商提供需求信息

33、和消费数据Evolving Market TypesConsortia-based e-markets. Covisint (automotive); Trade-Ranger (oil); Omnexus (chemicals); e2Open and Converge (high-tech)Objective of the consortia isAggregate activities and use the buying power of consortia membersProvide suppliers with standard systems that support all

34、buyers and allows suppliers to reduce cost市场类型的进化基于行业联盟的e-markets. Covisint (汽车)、Trade-Ranger (石油)、Omnexus (化工)、e2Open和Converge (高技术)联盟的目的：聚集各种活动以便利用联盟会员的购买力向供应商提供规范系统以便支持一切购买者并使供应商降低本钱的Evolving Market TypesContent based e-markets. Focus on Maintenance, Repair and Operations (MRO) goodsThese are com

35、ponents that are not part of the finished product or the manufacturing process but are essential for the businessExamples include lighting, office supply, fasteners,市场类型的进化基于内容的 e-markets. 集中于维护、修缮和操作设备这些要素不是最终产品的一部分或消费过程的一部分，而是这种买卖的必要部分例子包括照明设备、办公用品和紧固件等E-marketplace实例Private TradingExchanges (PTX)

36、Independent VerticalExchanges (IVX)Independent HorizontalExchanges (IHX)Consortia TradingExchanges (CTX)Private vs. consortium-based public marketsOwnerSingle vs Co-OpObjectivePrivate: (i) Share proprietary data (ii) allow for SC CollaborationConsortia: (i) Buying/selling commodities (ii) Finding ne

37、w suppliers ParticipantsPrivate: Selected group of suppliersConsortia: Open MarketBuyer CostPrivate: Building and maintaining the siteConsortia: Subscription fee; licensing fee公用与以行业联盟为根底的公开市场一切者个人与协作组织目的公用：(i) 分享私人数据；(ii) 供应链协同联盟：(i) 购买 / 销售商品 ；(ii) 发现新的供应商参与者私人：选定的一组供应商联盟：公开市场购买者本钱私人：建立并维持这种场所联盟：订

38、购费、答应费Private vs. consortium-based public marketsSupplier CostPrivate: No feeConsortia: Subscription fee; Transaction feeChallengesPrivate: Initial investmentConsortia: (i) Many have recently collapsed; (ii) preferred suppliers may object because of price focus; (iii) Sharing proprietary data (iv) d

39、eveloping standards公用与以行业联盟为根底的公开市场供应商本钱私人：无费用公会：订购费、买卖费用挑战私人：初始投资公会：(i) 最近很多都瓦解了；(ii) 首选的供应商能够由于价钱而回绝；(iii) 分享私人数据；(iv)需 制定规范，规范数据Private vs. consortium-based public marketsAutomotive IndustryCovisint was established in early 2000 by the Detroits big three automakersIt now also includes Renault, Ni

40、ssan, Mitsubishi and PegeotVolkswagen established its own private e-marketVolkswagen e-market provides not only similar capabilities to that of Covisint but also real-time information on production plans so that suppliers can better utilize resources公用与以行业联盟为根底的公开市场汽车产业2000年初，三在汽车制造商在底特律建立了Covisint如

41、今还包括雷诺、日产、三菱和标致群众公司成立了本人的私人e-market群众的e-market不仅提供类似于Covisint的效力，而且还提供消费方案的实时信息，以使供应商能更好地利用这些资源Consider IBM IBM has saved about $1.7 billion since 1993 by being able to divulge sensitive price and inventory information over a private exchange built for 25,000 suppliers and customers, says Bill Paulk

42、, IBMs vice president of e-marketplaces. As host of the exchange, the company helped defray the cost of connecting suppliers. The payoff: On-time delivery to customers soared from about 50% to close to 90%, which helped justify the cost, Paulk says. E2open: A consortia based e-marketplace establishe

43、d in 1999IBM公司案例 IBM的e-marketplaces经理Bill Paulk声称，利用由25000家供应商和客户组成的私人买卖场所泄显露的敏感价钱信息和库存信息，自1993年以来，IBM曾经节约了17亿美圆。由于有许多买卖者，公司协助支付了衔接供应商的本钱。报答：向客户的准时递送由50%提高到90%。“这阐明这种本钱是值得的。Paulk说。E2open：成立于1999年的以公会为根底的e-marketplaceA Framework for eProcurementType of ComponentStrategic ComponentsPart of the finishe

44、d product Not industry specific; company specificExamples: PC motherboard and chassisCommodity ProductsCan be purchased from a large number of suppliersPrice is determined by market forcesExamples: Memory unit in a PC Indirect MaterialMRO电子采购的框架组成类型战略部件最终产品的一部分 Not industry specific; company specifi

45、c例如：计算机主板和机箱通用商品可以向大量供应商购买价钱由市场力量决议例如：计算机的存储器间接资料MROA Framework for eProcurementLevel of RiskUncertain Demand (Inventory risk)Volatile market price (Price Risk)Component availability (Shortage Risk)电子采购的框架风险程度不确定的需求库存风险不稳定的市场价钱价钱风险部件的可获得性短缺风险Risk: Commodity ProductsCan be purchased either in the ope

46、n market through on-line auction, or through the use of long term contractsLong term contracts guarantee certain level of supply but may be risky for the buyerInventory risk, shortage risk or price risk风险：通用产品可以经过以下渠道采购： 经过在线拍卖的公开市场 经过长期合约长期合约保证了一定的供应程度，但能够对购买者存在风险库存风险、短缺风险或价钱风险A Framework for eProc

47、urementIndirect MaterialTypically low risk and hence the focus is on content based hubs. The objective is to use an MRO-hub that specializes in unifying catalogs from many suppliersExamples: MRO, Grainger on-line catalogs电子采购的框架间接资料通常风险较低，因此集中于以称心度为根底的活动目的是利用MRO活动构成一致目录例如：MRO、Grainger在线目录GraingerW.

48、W. Grainger has been selling industrial supplies for 72 yearsIn 1995 Grainger established Grainger, an on-line catalogue for more than 220,000 products from 12,000 suppliersIn 1999, Grainger experienced revenue growth of $102M through its internet channelThe MRO supply industry is growing at a rate

49、of 3-4% a year. From 1996 to 1999 Grainger internet sales grew 32% a year and 20% in offline due to customers that were lured to Grainger from the web siteGrainger案例W. W. Grainger从事工业品销售72年1995年，Grainger建立了Grainger，包括由12000家供应商提供的220000种产品的目录1999年, Grainger经过互联网实现了1.02亿美圆的收入增长MRO供应产业的年增长率为3%至4%。从199

50、6年至 1999年，Grainger的因特网销售每年增长32%，其中20%是由于线下客户被吸引到Grainger的网站A Framework for eProcurementStrategic ComponentsTypically high risk components that can be purchased from a small number of suppliersThe objective is to use private or consortia-based e-marketplace. The focus is on an e-marketplace that allo

51、w collaboration with the suppliers电子采购的框架战略部件通常具有高风险的部分可以经过数量较小的供应商购买目的是利用私人或以公会为根底的e-marketplace. 关注于可以与供应商协同的e-marketplaceConsortia or Private?Transaction volumeNumber of suppliersCost of building and maintaining the siteThe importance of protecting proprietary business practicesTechnology and pro

52、duct life cycles联盟还是公用？买卖量供应商数量建立并维护买卖场所的本钱维护私人一切者实际的重要性技术和产品生命周期A Framework for eProcurementCommodity ProductsProducts go directly into finished goodsHigh riskMany potential options to choose fromLong Term ContractsBuyer and supplier commit to certain volume (called the commitment level)Supplier gu

53、arantees a level of supply for a committed priceFlexible, or Option ContractsBuyer pre-pay a relatively small fraction of the product price up-front, in return for a commitment from the supplier to satisfy demand up to a certain level (called the option level)The buyer can purchase any amount up to

54、the option level by paying additional price for each unit purchased Spot Purchasing电子采购的框架产品直接到最终产品高风险有许多潜在的选择长期合约购买者和供应商承诺到达一定程度称为承诺程度供应商在承诺价钱下保证一定程度的供应灵敏性或期权合约购买者提早支付一小部分产品费用，供应商刚保证满足一定的需求程度称为option level 购买者可以经过向每一购买的单位支付额外价钱而购买直到option level的任何数量买进现货A Framework for eProcurement: A Portfolio Appr

55、oach Inventory Risk(Supplier)Inventory Risk(Buyer)Price, Shortage Risks(Buyer)N/ACommitment LevelOption LevelL HHL 电子采购的框架：组合方式 库存风险(供应商)库存风险(购买者)价钱风险、短缺风险(购买者)N/A承诺程度Option LevelL HHL B2B Software VendorsOracle (Indirect and Direct)i2 Technologies and Manugistics (Direct)Ariba (Indirect and Direct)

56、Commerce One (Indirect and Direct)Agile (Direct)VerticalNet (Indirect)B2B 软件销售商Oracle (间接与直接)i2 Technologies and Manugistics (直接)Ariba (间接与直接)Commerce One (间接与直接)Agile (直接)VerticalNet (间接)E-Procurement: The realityCompanies conducting greater than 20% of procurement transactions online have reduced

57、their transaction processing cost by nearly a third (Hackett Benchmarking)Product savings and process cost improvements effect operating cost by 10% (Credit Suisse First Boston Technology Group)电子采购：现实在线采购买卖超越20%的公司买卖处置本钱降低了1/3(以惠普为规范)消费节约和处置本钱的改善对运营本钱的影响为10% (Credit Suisse First Boston Technology G

58、roup)E-Procurement: The realityTo capture this benefits purchasing organization needs to invest heavily in:Changing internal procurement processesIntegrating e-marketplaces in internal systemsPurchasing B2B applications, andPaying e-marketplace transaction fee/subscription feeSource: Forrester Resea

59、rch电子采购：现实为获得这一利益，采购企业需求在以下方面进展大量投资：改动内部采购程序将e-marketplaces整合进内部系统购买B2B运用软件支付e-marketplace的买卖费用和订购费用Source: Forrester ResearchPositive Aspects of Trading Exchanges (Companies who use exchanges):Reduce costs or labor (31%)Better access to products/vendors (24%)Increase speed or efficiency (29%)Access

60、 to more customers (21%) Source: AMR Research贸易买卖的正面要素(采用买卖的公司)减少本钱或劳务 (31%)更好地接近产品 / 销售商 (24%)提高速度或效率 (29%)接近更多的客户 (21%) Source: AMR ResearchPositive Aspects of Trading Exchanges (Companies who plan to use exchanges):Reduce costs or labor (43%)Better access to products/vendors (26%)Increase speed o