必须将采购环节纳入供应管理

1、外文翻译原文Purchasing Must Become Supply ManagementMaterial Source:Harvard Business SchoolAuthor:Peter KraljicWhenever a manufacturer must procure a volume of critical items competitively under complex conditions,supply management is relevant.The greater the uncertainty of supplier relationships,technolo

2、gical developments,and/or physical availability of those items,the more important supply management becomes.A companys need for a supply strategy depends on two factors:(1)the strategic importance of purchasing in terms of the value added by product line,the percentage of raw materials in total cost

3、s and their impact on profitability,and soon;And(2)the complexity of the supply market gauged by supply scarcity,pace of technology and/or materials substitution,entry barriers,logistics cost or complexity,and monopoly or oligopoly conditions(see Exhibit I).By assessing the companys situation in ter

4、ms of thes two variables,top management and senior purchasing executives can determine the type of supply strategy the company needs both to exploit its purchasing power vis-a -vis important suppliers and to reduce its risks to an acceptable minimum.Attractive new options,or serious vulnerabilities,

5、or both,may come to light as the assessment explores questions like these:1.Is the company making good use of opportunities for concerted action among different divisions and/or subsidiaries?Combining the supply requirements of different divisions can increase the corporations total buying clout.One

6、 international transportation company was buying three kinds of fuel separately:bunker oil for shipping,jet fuel for airfreight, and gasoline for trucks.Only after consolidating and combining these volumes at the corporate level could the company bring its true bargaining weight to bear.Canthe compa

7、ny avoid anticipated supply bottlenecks andinterruptions?When an automotive parts maker analyzed its sintered metal components supply market,from which it had been sourcing for years,it discovered that poli tical instability was jeopardizing its supply.The companys top management promptly ordered a

8、change in purchasing policy to build up alternative domestic sources.How much risk is acceptable?Vendor mix,extent of contractual coverage,regional spread of supply sources,and availability of scarce materials all contribute to the companys supply risk profile.A company can often take action to less

9、en unacceptable risk.For example,a company that meets annual materials requirements exclusively through long-term contracts may achieve substantial savings through the use of“evergreen”contracts(annual agreements)that include a rollover option.Conversely,a manufacturer that relies solely on spot pur

10、chases may do well to mix spot purchases and supply contracts.What make or buy policies will give the best balance between cost and flexibility?If the company covers a large percentage of its supplies from sources it owns,it will be in a much better negotiating position to cover the remainder of its

11、 outside requirements than its less integrated competitors.Dow Chemical,BASF,and DuPont have all reduced their supply vulnerability through backward integration in response to long-term considerations.On the other hand,the company may find it more profitable to source outside if key suppliers have c

12、hronic overcapacity.To what extent might cooperation with suppliers or even competitors strengthen long-term supply relationships or capitalize on shared resources?Italys Alfa Romeo and Japans Nissan share the production o f certain critical car components that they could not produce cost-effectivel

13、y on their own.General Motors is increasingly involving suppliers early in the design process in order to ensure better quality,lower cost,and“just in time”production.Shaping the Supply Strategy.To minimize their supply vulnerabilities and make the most of their potential buying power,a number of Eu

14、ropean companies have successfully used a four-stage approach to devise strategies.The approach has given them a simple but effective framework for collecting marketing and corporate data,forecasting future supply scenarios,and identifying available purchasing options as well as for developing indiv

15、idual supply strategies for critical items and materials.Following this approach,the company first classifies all its purchased materials or components in terms of profit impact and supply risk.Next it analyzes the supply market for these materials.Then it determines its overall strategic supply pos

16、ition.Finally,it develops materials strategies and action plans.Practical ApplicationsThe usefulness of the purchasing portfolio approach in a variety of industrialsituations can be seen in the diverse experience of four large companies.Not long ago a welding materials producer with plants and sales

17、 operations all over Europe found its profits squeezed by increased competition and slackening market growth.Searching for ways to improve the picture,the company found that supplies were critical to the production of its welding wires and electrodes.Together,just five out of the 470 different items

18、 it purchased accounted for more than 60% of the companys total purchasing volume of$135 million.Taking into account demand growth,quality standards,and logistics,the company then analyzed the European market for these five items in light of its own plant-by-plant requirements.A third step determine

19、d the companys position against a wide range of individual suppliers and assessed the risk of increasing the share sourced from each one.Finally,the company developed several strategic supply scenarios,each involving a different mix of suppliers and different assumptions about price,volume,and risk.

20、The scenarios ranged from very low risk(total dependence on well-established sources)to very high(most purchases form lesser-known,geographically dispersed suppliers).Cost-benefit analyses of each enabled management to pinpoint several opportunities for substantial improvement.On one key item alone,

21、electrode wire,the companys potential annual savings ranged from$1.5 million to$6.3 million,or 3%to 12%of the total cost.Supply strategies the company worked out for other key items resulted in an overall saving of 10%on purchased materials,adding some 3%to 4%to the companys pretax profits.Action pl

22、ans and decision and monitoring rules developed for each item enabled buyers to implement the new sourcing strategy and permitted management to monitor purchasing activities regularly,in some cases on a day-to-day or bid-by-bid basis.A large U.S.-based maker of electrical equipment categorized casti

23、ngs as a keystrategic purchased item and systematically analyzed its own demand in terms of the annual volume and relative complexity of each type of casting.It assessed,foundry by foundry,the capabilities of each potential supplier and decided,by comparing alternative supply scenarios,which was the

24、 best fit.The resulting new mix of outside suppliers reduced the companys outlays for castings by 5%to 15% and significantly improved its competitive cost position.Anxious to reduce the risks associated with current sources of feedstock supply,a multinational chemical company revamped its entire pur

25、chasing strategy and organization.Out of more than 5,000 purchased items,the company defined 75 as strategic or bottleneck feedstocks.Detailed analysis of both demand and supply confirmed that,thanks to the sheer volume of its purchases,the company enjoyed a strong position in most feedstock supply

26、markets.Its risk profile,however, gave real cause for concern.Accordingly,the company spread its hydrocarbons procurement among petroleum-and coal-based feedstocks;balanced its geographic base among Middle Eastern,African,North Sea,North American,and Latin American sources;changed its contracts-to-s

27、pot-purchases ratio;optimized its make-or-buy mix by integrating backward;and began to rely on wholly owned subsidiaries for a bigger share of its feedstock requirements.In addition,a corporate-level review revealed attractive trade-off and substitution opportunities,which the corporation soon set a

28、bout exploiting,once it had changed and upgraded its purchasing organization and systems in order to do so.Faced with sharp rises in the labor and overhead costs of producing highprecision parts in-house,a Europe-based heavy-equipment maker decided to review its make-or-buy strategy.Examining the su

29、pply market,it identified a group of obscure,small manufacturers of precision parts that had begun to use dedicated,numerically controlled equipment.Thanks to low overhead and economies of scale achieved through specialized production,they could supply high-quality parts at prices 10%to 20%below the

30、 cost of inhouse production.In consequence,the company shifted from making the parts to buying them.译文必须将采购环节纳入供应管理资料来源:哈佛商学院作者:Peter Kraljic制造商在激烈的竞争环境下获得一个订单，并完成它，供应链管理起着很 大的影响。其中影响的因素包括企业与供应商的关系是否稳定、技术的进步以 及货物的可达性，更重要的是产品运输能够适应整个供应链。公司供应策略的 制定基于两方面因素的考虑：（1）关于如何通过采购来提升产品的价值，以及降 低原材料的总成本，增加利润；（2 ）供

31、应市场的复杂性可能导致供给短缺，企业 的技术和材料替代、进入壁垒、物流成本以及垄断、寡头垄断的市场条件都是 应该考虑的范围。在评估公司目前的现状并做出决策时，需要高层管理人员和 高级采购管理人员共同来确定公司供应策略，公司既需要利用其购买能力选择 相匹配的供应商来减少风险，在符合要求的情况下，以最低的价格重新评估选 择供应商,并作出及时作出删选，据此，通过一些问题可以进行评估：（1）公司做出决策进行生产并统一调集原材料、零部件时，供应商是不是 常常难以统一调配？结合供货要求情况不一样，可以增加公司的谈判价格，影 响价格的主要是燃料的价格，一个国际运输公司主要有三种燃料:燃料油运费， 喷气燃料为

32、空运、汽油为卡车运输，运输方式不一在公司价格谈判方面难以放 在同一水平上谈论。（2）公司避免中途放弃供应商。当一个汽车零部件制造商分析其烧结金属 部件，供应市场采购了很长一段时间，由于政策因素，它发现该零部件供给可能 满足不了汽车企业，为了避免保证产品的稳定产出，公司的高层管理人员立即 下命令改变采购政策建立替代国内的来源，放弃原有的供应商。（3）能接受多大的风险？供应商规模大小的不同，在供货能力也不一样、 本地化和非本地化优势不一，对公司的供应体系有多大影响，必须将这些考虑 在内，公司通常可以采取一些措施来减少无法接受的风险。例如，一个公司年 度材料需求通过独家供应商满足长期合同，可到了实实

33、在在的无法供应的时候， 通过使用年度协议,包括会选择一些品质未必达到企业标准的供应商购买。（4）怎样将能让企业尽可能获取最大额度利润？如果企业拥有大量后备供 应商，并拥有该方面生产资料，就能在和供应商谈判时处于一个主动的地位，而 处于较低地位的是陶氏化学、巴斯夫，杜邦公司一些供应商，较多供应商可以降 低公司的供应危险，并帮助本公司他们顺利、及时生产。但从长远的利益考虑， 公司建立与供应商长期的合作更加有利可图，关键是要求供应商生产过剩。（5）在多数情况下，企业都是与供应商保持着既合作又竞争的关系，长期 供应需要加强企业与供应商之间的共享资源的利用。意大利的阿尔发罗密欧与 日本日产分享并共同生产

34、某些关键汽车零部件，通用汽车也开始涉及一些供应 商早期在设计过程中并投入本不需要的资金，以确保更好的质量、成本低、高 效地生产，塑造供应策略。尽可能减少供应漏洞，充分地利用他们的潜在的购买力，一些欧盟成员国 的公司已经成功地使用四个阶段的方法来制定策略。此方法就是给采购部门一 个简单而有效的框架，用于收集市场推广、企业数据、预测未来的供应方案，并 识别可用的购买选择，以及开展个性化的供给战略为关键项目和材料来增加素 材证明。该方法公司首先将要购买的材料或零部件都在各自市场的利润高低和 供给风险方面做了分析，了解了这些材料的供应市场的情况，据此来决定了该 材料或零部件的整体的战略供应情况和它的发展材料策略和行动计划。采购的实际应用同种采购方法在不同的四家公司的实