某汽车采购系统管理方案

PremierAutomotiveGroupNovember17th,2002Speaker:RichardChenVicePresidentofPurchasingFordLioHoMotorCompany1. OpeningRemarks -Exercise2. Ford’sGlobalPurchasingOverview

3. SupplyBaseManagement i.SupplierImprovementMetrics(SIM) ii.ProductDevelopment–AdvancedProductQualityPlanning iii.ProductionSystems–LeanManufacturing iv.MaterialandLogisticsManagement v.CostReduction (ii,iv,vwillnotbecoveredduetotimelimit)4. StrategicPurchasingToolsandProcesses -Exercise5. AnnualCommoditySourcingStrategyReviewPurchasingManagement&Applications2公司的成長演變模式跨國性公司多元化產品公司只重視CoreBusiness的公司 -Design設計 -Outsourcing:Development &MFGactivities外包開發及製造 -Marketing&Sales行銷 -Service售後服務

公司成長演變與採購組織職責的關聯公司的成長演變模式中小企業 單一產品公司 供應鏈完整的公司 -Design設計 -Development開發 -Mfg.製造(MadeinPlant內製) -Marketing&Sales行銷 -Service售後服務3單純採買行為原物料非生產物料生產性物料生產性零件生產性模組

多功能採購 -協力廠品質系統輔導

-物流 -國外市場採購 -期貨市場採購 -統合採購 -衛星式聯合工廠聯盟採購組織及職責4FAOPurchasingCOSTTABLESExerciseProblem: PurchasinghasbeenaskedtobuysweetsforaBoardMeeting.ThedessertwillbeusedincelebrationofFord’ssuperior market performance.WehavebeentoldthatakeyBoardMemberisconstantlyonthelookoutforinefficientspending…andourdessert purchasepricecouldbechallengedforitscompetitiveness.Therefore,ourchallengeistobuythemostdessertforthemoneyand bepreparedtoproveittotheBoardofDirectors.InstructionsThefacingpagedetailsdessert/icingquotationsummariesfromfivequalifiedsweetsmanufacturers.OurjobistofindthebestdessertbuyforFord.Thebestbuyisdefinedbyobtainingthemostdessertfortheleastamountofmoney.Calculatethe“priceperpound”foreachdessert.InputanswersinSection“A”ofthefacingpage.Plotthe“priceperpound”forachofthefivedessertsonthegraphmarked“B”.QuestionsWhichdessertSupplierhasthelowestpriceperpoundasindicatedbythegraph?Whatisthe“costgap”dollaramountbetweenthelowestandhighestpriceddessert?Ifthehighpricedessertwasadjustedtothemostcompetitive“priceperpound”,whatpercentsavingswouldyourequest?WhatcostdriverswouldyouaskthehighcostdessertSuppliertakealookattoimprovehis/herpricing?ExtraCreditChallengeWhatwouldbethelowestcostthree(3)pounddessertyourcouldcreatebasedonthebestinclasscoststructure?5FAOPurchasingCOSTTABLESExercise67如何培育採購人員來達成不同層次的採購職責(I)運用工業管理系,經濟系,國際貿易系,電機系,機械系,化工系,會計系,電子商務系等所學之專長(II)良師益友培訓方式(III)教學是學習最有效的方法(IV)採購人員的LeadershipBehaviors(V)希望國內大學大專院校有開此課程,目前福特六和都是自己訓練採購人員8Buyer’sLeadershipBehavior誠信實事求是正確行事力求多元化工作完美無瑕生意(業務)敏銳度創新能力與專業水平品質至上勇氣追求成效顧客滿意度關係培養人才與團隊精神與顧客溝通服務社區9GlobalPurchasingOverview全球採購概況10#4ontheFortune500在財星500大排名第4#4ontheGlobal500全球500大企業排名第412%ofGlobalMarketShare–2ndLargestManufacturerinWorld擁有全球球12%市場佔有有率–全球排名名第二的的汽車製製造商Over375,000employeesworldwide全球共有有超過37.5萬員工110assemblyandmanufacturingsitesworldwidein40countries在40個國家擁擁有110個裝配和和製造據據點FORDFACTS福特概況況Ford（福特）Mazda（馬自達）Volvo（富豪）Mercury（水星）Lincoln（林肯）LandRover（路華）Jaguar（積架）AstonMartin（阿斯頓•馬丁）Total（總計）2001Production2001年生產情情況(numberofunits)(輛)5,627,000841,000411,000364,000186,000164,000128,0001,0007,722,000…ANDHOWDOESPURCHASINGFITIN?……採購扮演演的角色色?7.7MillionVehicles770萬輛汽車車US$90BillionAnnualTurnover900億美元的的年營業業額2000ProductionSupplierParentCompanies2000家製造供供應商母母公司5000ProductionSupplierManufacturingSites5000個供應商商生產基基地9000Non-ProductionSuppliers9000家非生產產供又商商130,000ProductionParts13萬種生產產零配件件110FordAssemblyandManufacturingSites110個福特裝裝配和生生產基地地Suppliersin44Countries供應商分分佈於44個國家Buying（採購）Production Material

生產性物料

Non-Production Material

非生產性物料SupplierTechnicalAssistance供應商技術支援NorthAmericaPurchasing北美採購CBG(1)Leader業務小組負責人SouthAmericaPurchasing南美採購CBG(1)Leader業務小組負責人EuropePurchasing歐洲採購CBG(1)Leader業務小組負責人AsiaPurchasing亞洲採購CBG(1)Leader業務小組負責人TonyBrown,GlobalPurchasingVicePresident全球採購副總裁FORDGLOBALPURCHASINGORGANIZATION全球福特特採購組織織CSO(2)

**EstablishChinaSourcingOffice建立中國採購小組**Identifyanddevelophighlycapablesuppliers尋找和開發能力強的供應商GlobalSourcingDevelopmentTeam（全球資源發展組)）CBGLeader=CustomerBusinessGroupLeader（業務小组負責人)CSO=ChinaSourcingOffice（（中國採購購小組）14SUPPLIERRELATIONSHIPVALUES與供應商商關係係的重重要性性ActLikeaPartnertobeaPartner像真正正的合合伙人人一樣樣合作作TrustandbeTrustworthy信任對對方並並且自自身值值得信信任CommunicatewithConsistency持續性性的溝溝通BeFact-Based以事實實為基基礎ThinkValuenotJustPrice著重重價價值值而而不不僅僅僅僅是是價價格格…..tobetheCustomerofChoice……成為理理想的的客戶戶15QUALITYISOURTOPPRIORITY品質是是我們們的首首要目目標16WEWORKTOBUILDQUALITYVEHICLESFOROURCUSTOMERSAROUNDTHEWORLD……我們要要為全全球客客戶製製造高高品質質的汽汽車…andoursuppliersarethefoundationofsuccessinvehiclequality供應商商是我我們確確保汽汽車品品質的的基礎礎17WHATDOWEEXPECTFROMSUPPLIERS?我們對對供應應商的的期待待?EverysuppliertoFordisexpectedtoachieveandmaintainourQ1suppliercertification每個供供應商商都需需要獲獲得並並保持持我們們的Q1供應商商品質質認證證Thefirststepisachieving:獲得的的第一一步QS-9000ISO14001Q118OURSUPPLYQUALITYENGINEERSWORKWITHYOUONSITE我們的品質技技術工程師參參與並協助現現場實務ThenextstepistoassignaSupplierTechnicalAssistantEngineer(STA)whowillvisityourmanufacturingsiteto:下一步是指派派一位技術輔輔導工程師(STA)訪察供應商製製造現場:Checkforhighqualitystandardsonparts檢查零件部品品是否符合高高品質標準Ensurerobustmanufacturingcapability確保強勁的生生產能力Identifyandmakeplansforareasofimprovement對所需改進的的領域做改善善計劃SharelessonslearnedfromNorthAmerica與供應商共享享北美市場經經驗19STAENGINEERSLOOKFORMANUFACTURINGBASICSANDAPPROACHTOPLANNING…技術輔導工程程師致力於將將製造的基本本要點和步驟驟與供應商的的規劃相結合合QualityProcedures品質程序QS-9000QualityOperatingSystems(QOS)品質操作作體系FailureModeandEffectsAnalysis(FMEAs)失效模式式和效果果分析ControlPlans控制計劃劃Pre-ProductionPartApprovalProcesses(PPAPs)生產前零零件部批批准程序序（PPAPs）RunatRateReview“批量生產產”審核EmployeeReadiness/TrainingReview員工準備備情況/培訓審核核ManagetheChangeinManufacturingandDesign管理生產產與設計計所涉及及的變化化20…ANDALSOREQUIREONSITEDEMONSTRA-TIONSOFMANUFACTURINGCAPABILITY並且要求求在製造造現場的的實作驗驗證能力力Sub-supplierQualityManagement二階供應應商品質質管理ControlofIncomingQuality進料品質質的控管管ControlPlans/OperatorInstructions管控計劃劃/操作說明明ProcessVariabilityMonitoring製程變異異監督GageCalibrationandUse量具校正及運運用PartI.D.,NonconformingPartsHandling,Packaging,Shipping零件件標標示示,不良良品品處處理理,包裝裝和和運運輸輸Testing,EngineeringSpecifications測試,工程規格PreventiveMaintenance(PM)/Housekeeping*預防性維護護/內務管理ManufacturingFlowandLeanManufacturing Metrics*生產流程精精益生產衡衡量Problem-Solving,CorrectiveActions問題的解決決,更正措施21ACHIEVINGQ1REQUIRESPROVENRESULTSThird-PartyCertificationofQS-9000andISO14001AcceptableOnsiteAssessmentbySTAEngineer6monthsofproductionshippinghistorywithnoproblemsEndorsementsfromYourFordCustomers(Fordmanufacturingplants,MaterialsPlanningandLogistics,SupplierQuality,etc.)YouhaveachievedQ1!22WHATDOWEEXPECTFROMSUPPLIERSONANONGOINGBASIS?KeepyourQ1bymaintainingexcellencein:QualityEfficiency/WasteEliminationDeliveryHaveresourcesavailabletosupportlaunchesofFordvehiclesAdvancedproductqualityplanningLaunchreadinessreviewsonsiteCollaboratecloselywithFordtoresolveanyissuesthatmightariseonpartqualityordesignWeworkedtogetherwithsuppliers23Buying（採購）Production Material

生產性材料

Non-Production Material

非生產性材料SupplierTechnicalAssistance供應商技術支援NorthAmericaPurchasing北美採購CBG(1)Leader業務小组負责人SouthAmericaPurchasing南美採購CBG(1)Leader業務小组負责人EuropePurchasing欧洲採購CBG(1)Leader業務小组負责人AsiaPurchasing亚洲採購CBG(1)Leader業務小组負责人TonyBrown,GlobalPurchasingVicePresident全球採購副總裁FORDGLOBALPURCHASINGORGANIZATION全球福福特採購組組織CSO(2)

**EstablishChinaSourcingOffice建立中國採購小组**Identifyanddevelophighlycapablesuppliers發現和發展高能力的供應商GlobalSourcingDevelopmentTeam（全球資源發展組）CBGLeader=CustomerBusinessGroupLeader（（業務務小小組組負負責責人人)CSO=ChinaSourcingOffice（（中國國採採購購小小組組）24WHATISFORDLOOKINGFORINCHINA?WorldClassQualityCostAdvantage,DeliveredtoAssemblyAllPartsStrongExportTrackRecordCommitmenttoCorporateResponsibility25BENEFITSFORSUPPLIERSINCHINA對中國供應商的的益益處Increasedexports增加加出出口口額額Improvedscale增加加生生產產規規模模ExposuretomultiplepotentialcustomersinFord’’sglobalautomotivebusinesses通過過福福特特全全球球汽汽車車業業務務而而增增加加與與潛潛在在客客戶戶的的接接觸觸和和瞭瞭解解Improvedsupplychaincapabilities提高高供供應應鍊鍊生生產產能能力力Accesstolongertermtechnologicaladvancements獲得得長長期期的的技技術術改改進進PotentialtoparticipateinfuturelocalizationopportunitieswithFordChina今後與福特特在中國進進行更多地地方性合作作的機會Improvedglobalcompetitiveness提高高全全球球競競爭爭能能力力26AIMTOREPLICATESUCCESSINEASTERNEUROPE目標:複製製在在東東歐歐的的成成功功經經驗驗19971998199920002001$1.4BILLION（14億美元元））$0Qualitybetterthanprevioussources!!比原原有有供供應商具具有有更更好好質量!!CountryOffices在國內的業務機構DedicatedSourcingDevelopmentTeam專注的採購發展團隊CompanyWideSupportinFord 福特公司全體的支持

HighlyCapableSuppliers能力強的供應商

KeystoSuccess（成功的關鍵）：√√√

√InChina（在中國）？27EXAMPLESOFPOTENTIALCOMMODITIESSOURCEDTOSUPPLIERSINCHINA列舉舉可可能能向向中國供應商採購購的的零零組組件件SHORTTERM（短期期））:Wheels（輪胎胎）Driveshafts（轉動動軸軸）StabilizerBars（平衡衡桿桿）CoilSprings（螺旋旋彈彈簧簧）SideGlass（側窗窗玻玻璃璃）Speakers（揚聲聲器器）DieCastings（壓鑄鑄）Batteries（電池池）LeafSprings（鋼板板彈彈簧簧）LONGERTERM（中長長期期）:Radios/AudioSystem（收音音機機/音響響系系統統）WiringHarness（線束束）RearAxles（後軸軸）Halfshafts（半軸）Lighting（車燈燈）CylinderHeads/Blocks（氣缸缸頭頭/體）ExhaustManifolds（排氣岐管）Camshafts/Crankshafts（凸轉軸/曲軸）IntakeManifolds（進氣岐管）BalanceShafts（平衡軸）28OVERVIEW-FORDOPERATIONSINGREATERCHINA概述–福特在大中華華地區的業務務CAFNanchangJMC南昌江鈴汽車車FordMotorChinaLtd.(HoldingCompany)福特汽車中國國有限公司（控股公司）FMCCRepresentativesOffice(Beijing)福特信貸代表表處（北京）TaiwanFordLioHo(70/30JV)台湾福特六和和汽車（70/30合資企業）ChongqingChangan-Ford重慶長安-福特Beijing北京TianjinFMITT福特汽車天津津國際貿易有有限公司29FORDOPERATIONSINGREATERCHINA福特在大中華華地區的業務務HistoryofFordinGreaterChina福特在大中華華地區的歷史史1913FirstModel-T’sSoldInChina第一輛福特汽車Model-T在中國銷售1972EstablishedFordLioHoTaiwan(70/30JV)福特六和在台灣成立（70/30合資企業）1980LaunchedVisitingEngineeringProgram啟動工程技術人員訪問項目1995EstablishedFordMotor(China)Ltd.福特汽車中國有限公司成立1995EstablishedFiveComponentsJVs

建立了五家汽車零部件合資企業1995AcquiredEquityinJianglingMotors(JMC)收購江鈴汽車（JMC）的股權1996EstablishedFordCreditRepresentativesOffice福特信贷代表處成立2000LaunchedFordMotorConservation&EnvironmentalGrants

啟動節約與環境保護項目2000Spun-offComponentJVs(Visteon)零部件合資企業隨著傅世通獨立2001EstablishedChanganFordAutomobileCo.(50/50JV)長安福特汽車公司成立（50/50合資）2001EstablishedFordMotorInternationalTrading(Tianjin)福特汽車天津國際贸易有限公司成立30FORDOPERATIONSINGREATERCHINA福特在大中華華地區的業務務FordMotor(China)Ltd.HoldingCompany(100%)福特汽車（中國）有限公司（（100%））50/50Changan-FordJointVenture(PassengerCar)50/50股權比例的長安–福特特汽車股份有限公司司（轎車）30%FordEquityInvestmentinJMC(Transit)控制江鈴汽車30%的股份份（全順）Marketing,SalesandServiceOperations市場營銷、銷售以及服服務業務FordMotorInternationalTradingTianjin(FMITT)100%福特汽車車天津國國際貿易易有限公公司（FMITT）100%控股OtherKeyFunctions:GA,PA,HR,Legal,FinanceBusinessDevelopment&ProductPlanning其它重要要職能：政府事務務，公共事務務，人力資源源，法律，融資業務務發展以以及產品品計劃31FordLio-HoTaiwan台灣福特特六和汽汽車Establishedin1972於1972年成立立70/30JVOwnershipStructure70/30的合資資股權權結構構CKDOperationsCKD業務LocatedintheCityofChung-Li位於中中壢MajorProducts:Tierra,Mondeo,Escape,Ixion,Pronto,andEconovan主要產產品：Tierra,Mondeo,Escape,Ixion,Pronto,andEconovanFORDOPERATIONSINGREATERCHINA福特在在大中中華地地區的的業務務32FiveFormerComponentsJVs(VisteonSpin-off)五家先前前有合資資的汽車車零部件件企業（隨偉世通通獨立）ShanghaiFuHuaAutomotiveGlass(51/49JVWithYaoHua)上海福華華汽車玻玻璃（與耀華玻玻璃51/49的合資企企業）ShanghaiYanFengAutomotiveTrim(50/50JVWithSAIC)上海延鋒鋒汽車內內飾件（與上汽集集團50/50的合資企企業）ShanghaiFudianAutomotiveElectronics(70/30JVWithShanghaiAutomationInstrument)上海福電電汽車電電子（與上海自自動儀表表70/30的合資企企業）UnitedAluminumRadiatorCompany(50/50JVWithFAW)聯合鋁散散熱器（與一汽集集團50/50的合資企企業）JiangXiFuchangClimateSystemLtd.(81/19JVWithJMC)江西福昌昌汽車空空調系統統（與江鈴汽汽車81/19的合資企企業）FORDOPERATIONSINGREATERCHINA福特在大大中華地地區的業業務33FordFinancialBeijingRepresentativeOffice福特財務務北京代代表處EstablishedDecember1996於1996年12月成立立BusinessDevelopment業務拓展展FordFinancialChina福特中國國財務有有限公司司WorkingW/Gov’ttoEstablishaAutoFinancingOperation與政府共共同建立立一家汽汽