1、23公司的成長演變模式公司的成長演變模式跨國性公司多元化產品公司只重視 Core Business 的公司- Design 設計- Out sourcing: Development & MFG activities 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成長演變與採購組織職責的關聯公司的成長演變模式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 (Made in Plant 內製) - Marketing & Sales
2、行銷 - Service 售後服務4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採購組織及職責FAO PurchasingCOST TABLESExerciseProblem:Purchasing has been asked to buy sweets for a Board Meeting. The dessert will be used in celebration of Fords superior market performa
3、nce. We have been told that a key Board Member is constantly on the lookout for inefficient spending and our dessert purchase price could be challenged for its competitiveness. Therefore, our challenge is to buy the most dessert for the money and be prepared to prove it to the Board of Directors.Ins
4、tructionsThe facing page details dessert/icing quotation summaries from five qualified sweets manufacturers. Our job is to find the best dessert buy for Ford. The best buy is defined by obtaining the most dessert for the least amount of money.A. Calculate the “price per pound” for each dessert. Inpu
5、t answers in Section “A” of the facing page.B. Plot the “price per pound” for ach of the five desserts on the graph marked “B”.Questions1.Which dessert Supplier has the lowest price per pound as indicated by the graph?2.What is the “cost gap” dollar amount between the lowest and highest priced desse
6、rt?3.If the high price dessert was adjusted to the most competitive “price per pound”, what percent savings would you request?4.What cost drivers would you ask the high cost dessert Supplier take a look at to improve his/her pricing?-Extra Credit ChallengeWhat would be the lowest cost three (3) poun
7、d dessert your could create based on the best in class cost structure?FAO PurchasingCOST TABLESExerciseSOURCING QUOTE SUMMARYSpecification:DESSERT WITH ICINGSupplier 1Cake by JoeSupplier 2Bettys BrowniesSupplier 3Simply SweetSupplier 4Mmm GoodSupplier 5 GenericBrandX2 Eggs$0.40$0.40$0.30$0.50$0.40$0
8、.40Mix$5.00$4.50$4.00$5.10$5.00$4.72Icing$2.00$2.00$3.00$2.00$2.00$2.20Mix$0.50$0.40$0.40$0.50$0.50$0.46Bake$0.50$0.70$0.40$0.50$0.60$0.54Ice$1.00$0.90$1.10$0.90$1.00$0.98$9.40$8.90$9.20$9.50$9.50$9.3012%/$1.1312%/$1.0715%/$1.3817%/$1.6119%/$1.8015%/$1.40$10.53$9.97$10.58$11.11$11.30$10.70NOTE:Desse
9、rt Weight (Pounds)3.02.83.23.03.16RawMaterialsProcessingTotal PriceSub TotalMark-up (%/$)COST TABLEWhat is the price per pound to bake the dessert?A.Supplier 1Supplier 2Supplier 3Supplier 4Supplier 5XPrice per lb. ofdessertPlot the price per pound of dessert:$3.20$3.25$3.30$3.35$3.40$3.45$3.50$3.55$
10、3.60$3.65$3.70Supplier 1Supplier 2Supplier 3Supplier 4Supplier 58如何培育採購人員來達成不同層次的採購職責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 Leadership Behaviors(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9BuyerBuyers Leadership Behaviors Leader
11、ship Behavior生意生意( (業務業務) )敏銳度敏銳度10Global Purchasing Overview全球採購概況v#4 on the Fortune 500在財星500大排名第4v#4 on the Global 500全球500大企業排名第4v12% of Global Market Share 2nd Largest Manufacturer in World擁有全球12%市場佔有率 全球排名第二的汽車製造商vOver 375,000 employees worldwide全球共有超過37.5萬員工v110 assembly and manufacturing sit
12、es worldwide in 40 countries在40個國家擁有110個裝配和製造據點FORD FACTS 福特概況福特概況（福特）（馬自達）（富豪）（水星）（林肯）（路華）（積架）（阿斯頓 馬丁）（總計）2001 Production2001年生產情況(number of units) (輛)5,627,000841,000411,000364,000186,000164,000128,0001,0007,722,0007.7 Million Vehicles770萬輛汽車vUS$90 Billion Annual Turnover900億美元的年營業額v2000 Productio
13、n Supplier Parent Companies2000家製造供應商母公司v5000 Production Supplier Manufacturing Sites5000個供應商生產基地v9000 Non-Production Suppliers9000家非生產供又商v130,000 Production Parts13萬種生產零配件v110 Ford Assembly and Manufacturing Sites110個福特裝配和生產基地vSuppliers in 44 Countries供應商分佈於44個國家14Buying（採購）ProductionMaterial生產性物料N
14、on-ProductionMaterial非生產性物料Supplier Technical Assistance供應商技術支援North AmericaPurchasing北美採購CBG(1) Leader業務小組負責人South AmericaPurchasing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Tony Brown, Global Purchasing Vice President全球採購副總裁CSO(2) * Estab
15、lish China Sourcing Office建立中國採購小組* Identify and develop highly capable suppliers尋找和開發能力強的供應商Global Sourcing Development Team（全球資源發展組)）(1)CBG Leader = Customer Business Group Leader（業務小组負責人) (2)CSO = China Sourcing Office（中國採購小組）1516171819202122Third-Party Certification of QS-9000 and ISO 14001Accep
16、table Onsite Assessment by STA Engineer6 months of production shipping history with no problemsEndorsements from Your Ford Customers (Ford manufacturing plants, Materials Planning and Logistics, Supplier Quality, etc.)You have achieved Q1!2324Buying（採購）ProductionMaterial生產性材料Non-ProductionMaterial非生
17、產性材料Supplier Technical Assistance供應商技術支援North AmericaPurchasing北美採購CBG(1) Leader業務小组負责人South AmericaPurchasing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Tony Brown, Global Purchasing Vice President全球採購副總裁CSO(2) * Establish China Sourcing Off
18、ice建立中國採購小组* Identify and develop highly capable suppliers發現和發展高能力的供應商Global Sourcing Development Team（全球資源發展組）(1)CBG Leader = Customer Business Group Leader（業務小組負責人) (2)CSO = China Sourcing Office（中國採購小組）25vWorld Class QualityvCost Advantage, Delivered to AssemblyvAll PartsvStrong Export Track Reco
19、rdvCommitment to Corporate Responsibility26vIncreased exports增加出口額vImproved scale增加生產規模vExposure to multiple potential customers in Fords global automotive businesses通過福特全球汽車業務而增加與潛在客戶的接觸和瞭解vImproved supply chain capabilities 提高供應鍊生產能力vAccess to longer term technological advancements獲得長期的技術改進vPotent
20、ial to participate in future localization opportunities with Ford China今後與福特在中國進行更多地方性合作的機會vImproved global competitiveness提高全球競爭能力2719971998199920002001$1.4 BILLION（14億美元）$0Quality better than previous sources !比原有供應商具有更好質量!Country Offices在國內的業務機構Dedicated Sourcing Development Team專注的採購發展團隊Company
21、Wide Support in Ford福特公司全體的支持 Highly Capable Suppliers 能力強的供應商Keys to Success（成功的關鍵）： In China（在中國）？28SHORT TERM（短期）:Wheels（輪胎）Driveshafts（轉動軸）Stabilizer Bars（平衡桿）Coil Springs （螺旋彈簧）Side Glass （側窗玻璃）Speakers （揚聲器）Die Castings （壓鑄）Batteries （電池）Leaf Springs（鋼板彈簧）LONGER TERM（中長期）:Radios/Audio System（收
22、音機/音響系統）Wiring Harness（線束）Rear Axles（後軸）Half shafts（半軸）Lighting（車燈）Cylinder Heads/Blocks（氣缸頭/體）Exhaust Manifolds（排氣岐管）Camshafts/Crankshafts（凸轉軸/曲軸）Intake Manifolds（進氣岐管）Balance Shafts（平衡軸）29CAFNanchangJMC南昌江鈴汽車 Ford Motor China Ltd. (Holding Company)福特汽車中國有限公司（控股公司） FMCC Representatives Office (Beij
23、ing)福特信貸代表處（北京）TaiwanFord Lio Ho(70/30 JV)台湾福特六和汽車（70/30合資企業）ChongqingChangan-Ford重慶長安-福特Beijing北京Tianjin FMITT福特汽車天津國際貿易有限公司3031323334353637 25 Dealers (3 in 1) Sales, Service, Parts25個經銷商（三合一）- 銷售，服務，零部件供應 Consistent Brand Retail Standard統一的品牌與零售標準 Sell BU and Locally Produced Ford同時銷售進口以及當地生產的福特汽
24、車Shanghai上海Guangzhou廣州Chongqing重慶Beijing北京3839404142SuppliersWarehouse(MP&L)CMMS3IQCPPM ReportSupplier Improvement Metrics (SIM)M6 Form(DF & DA)QuantityGSDBSTA4344QC ManagerPlant ManagerDelivery ChampionResponsible STA Engineer45Q1 InformationDefect PartsPPM Record46Delivery PerformanceField Action
25、& Stop Shipments4748Eliminate WasteUse Continuous Flow Manufacturing摘錄自亨利福特的著作今日與明日今日與明日From Today and Tomorrow by Henry Ford49問題解決問題解決5S / 目視化工廠目視化工廠看板看板(Kanban)標準作業標準作業50降低成本515253545556 原物料原物料/外購部品外購部品勞務及間接費用勞務及間接費用索賠索賠運輸運輸其他其他 5%5%5%5758ABCD100/100 = 185/87 = .9887/90 = .9790/100 = .9合格率是多少合格率是多
26、少?1 .9 .97 .98= 85%廢品59ABCD10695100-10(返工返工+廢品廢品)/100= .90 一次通過合格率一次通過合格率87-7 (返工返工+廢品廢品)/87 = .91一次通過合格率一次通過合格率90-12(返工返工+廢品廢品)/90 = .86一次通過合格率一次通過合格率100-16(返工返工+廢品廢品)/100= .84一次通過合格率一次通過合格率廢品返返工工6061生產製造過程生產製造過程6263 64656667050100123456 生產總數生產總數 良品數良品數 不良品數不良品數68:儲存儲存進料倉庫進料倉庫沖壓沖壓點焊點焊裝配裝配生產控制生產控制協力
27、廠商協力廠商顧客顧客交運清單預測量訂單排程 & 生產跟催出貨倉庫出貨倉庫預測量訂單排程 & 生產跟催排程 & 生產跟催儲存儲存儲存儲存儲存儲存69檢查重點檢查重點 Plant Tour Checklist7071減少浪費重點減少浪費重點Focused elimination of WASTE727374 757677MonopolyOligopolyDifferentiatedCompetition PerfectCompetition5%70%25% Imperfect Competition70% of the transactions fall under markets charact
28、erized by imperfect competition.787980ElementStatusAdvantageBuyerBalancedStrengthAdvantageSupplierStatusmarket competitionHighLowno. of suitable suppliersManyFewmarket growth rateLowHighsupplier growth rateHighLowalternative productsExistsNoneknowledge of supplier cost breakdownHighLowattractiveness
29、 to supplierHighLowOVERALL ASSESSMENT81allows82 Risk or ExposureHighLowHighLowRelative Value8384Supplier PreferenceRelative ValueLevel of Attraction HighLowLowHigh8586SupplyPositioningSupplierPreferenceNuisanceExploitableDevelopmentCorecontractShort termShort termShort termLong termTransactPurchase
30、cardPurchase card/ E comInventoryStocklessStocklessStocklessStocklessBid ProcessCompetitiveCompetitiveCompetitiveNegotiateRisk LevelModerateModerateLowLowActionChange supplierChange supplierIncrease volumeDevelop suppliercontractShort termShort termMedium termLong termTransactE-commerceE-commerceE-c
31、ommerceE-commerceInventoryStocklessStocklessStocklessStocklessBid ProcessCompetitiveCompetitiveCompetitiveNegotiateRisk LevelModerateModerateLowLowActionChange supplierChange supplierIncrease volumeDevelop suppliercontractMedium termShort termMedium termLong termTransactE-commerceE-commerceE-commerc
32、eE-commerceInventoryStocklessStocklessStocklessStocklessBid ProcessCompetitiveCompetitiveCompetitiveNegotiateRisk LevelModerateModerateLowLowActionChange supplierChange supplierIncrease volumeDevelop suppliercontractMedium termShort termMedium termMedium termTransactE-commerceE-commerceE-commerceE-c
33、ommerceInventoryManagedManagedManagedManagedBid ProcessCompetitiveCompetitiveNegotiateNegotiateRisk LevelHighExtremely HighModerateModerateActionAlternative source Alternative source Develop SupplierDrive mutual profitTacticalAcquisitionTacticalProfitStrategicSecurityStrategicCriticalHighSTRATEGIC S
34、ECURITYSTRATEGIC CRITICALTACTICAL ACQUISITIONTACTICAL PROFITLowLowHighRELATIVE VALUERISK OR EXPOSUREEXERCISEYour company decides to use Supply Positioning tools to manage the Purchasing spending. Calculate the valueand plot the figures onto the grid below.SPEND $000SUPPLIERSQUALITYVALUE %1.Labor Hir
35、e$8,482ManyStandard2.Couriers$1,546ManyStandard3.Telecommunications$4,635FewStandard4.Advertising$11,535FewHigh5.Air Travel$6,374FewStandard6.Stationery$2,375ManyStandard7.Training Courses$3,578FewHigh8.Computers$5,783FewHigh9.Printing$2,799ManyStandard10. Raw Materials$15,337FewHigh11. Furniture$1,
36、894ManyHigh12. First Aid Suppliers$602FewStandard13. Paper$1,788ManyStandard14. Recruitment$1,875ManyStandard15. Market Research$1,418FewHigh16. Legal$819FewHigh17. Electricity$766FewStandard18. Computer Supplies$640ManyStandard19. Consultants$1,392FewHigh20. Flowers$278ManyStandardTotal$73,916$73,9
37、16CATEGORYEXERCISEYour company decides to use Supply Positioning tools to manage the Purchasing spending. Calculate the valueand plot the figures onto the grid below.SPEND $000SUPPLIERSQUALITYVALUE %1.Labor Hire$8,482ManyStandard11.472.Couriers$1,546ManyStandard2.093.Telecommunications$4,635FewStand
38、ard6.274.Advertising$11,535FewHigh15.65.Air Travel$6,374FewStandard8.626.Stationery$2,375ManyStandard3.217.Training Courses$3,578FewHigh4.848.Computers$5,783FewHigh7.829.Printing$2,799ManyStandard3.7810. Raw Materials$15,337FewHigh20.711. Furniture$1,894ManyHigh2.5612. First Aid Suppliers$602FewStan
39、dard0.8113. Paper$1,788ManyStandard2.4114. Recruitment$1,875ManyStandard2.5315. Market Research$1,418FewHigh1.9116. Legal$819FewHigh1.117. Electricity$766FewStandard1.0318. Computer Supplies$640ManyStandard0.8619. Consultants$1,392FewHigh1.8820. Flowers$278ManyStandard0.37Total$73,916$73,916CATEGORY
40、HighSTRATEGIC SECURITYSTRATEGIC CRITICALTACTICAL ACQUISITIONTACTICAL PROFITLowLowHighRELATIVE VALUERISK OR EXPOSURE1613154101312141122056879171819899091 Form Commodity Strategy Team Determine Short Term & Long Term Requirements Evaluate Suppliers (Current & Proposed) Commercial Quality Delivery Tech
41、nology Identify Preferred Suppliers Source,Re-source Consistent with Commodity Strategy Review & Revise Annually Buyer Leader Leader STA Engineer Design Engineer Plant Representative Other922002 ANNUAL COMMODITY SOURCING STRATEGY SUMMARYCOMMODITY:BUYER / PM : /STRATEGY :2001 PART COUNT ANNUALPERFORMANCE RATINGSUPPLIER QUALITYSUPPLIER NAMEPROD.NON-PROD.BUY(US$ MILS)TQDCLTCISO9000QS9000Q1REMARKSCOMPETITOR SUPPLIER INFORMATION: SUPPLIER INFORMATION: STRENGTHWEAKNESS CONSENSED WITH:APPROVED BY:APP MANAGERCHIEF-ENGINEERSTA MANAGERMP&L MANAGERPURCHASING DIRECTOR9394959697
