1、采购与外包采购与外包 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
2、a live 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 1998 It was expecting to receive commissions and fees of nearly $6 million for ar
3、ranging procurement of $200 million worth of industrial components and partsFreeMarkets在线FreeMarkets是一个电子自由市场在线公司，其将产业购买者与潜在供应商通过电子竞价系统联系起来；这种与供应商互动的结果是为购买者节省了15%的采购成本公司成立于1995年，1998年1月接近盈亏平衡 98年预计安排价格2亿美元工业零部件采购的任务，将获得600万美元的代理服务费。The Move to B2B Commerce向B2B商业转移2003$1.3 Trillion2002$843B2001$499B2
4、000$251B1998$43BBusiness-to-BusinessSource: Forrester Research, Inc.1999$109BBusiness-to-ConsumerB2B is Huge.2003年年1.3 万亿美元万亿美元2002年年8430亿美元亿美元2001年年4990亿美元亿美元2000年年2510亿美亿美元元1998年年430亿美亿美元元B2BSource: Forrester Research, Inc.1999年年1090亿亿美元美元B2CB2B 市场巨大Highly FragmentedMost product categories are hig
5、hly fragmented, with numerous suppliers each offering different level of quality, service and pricing optionsBuyers incur significant cost in the actual purchase process A buyer must invest internal resources to manage the process of collecting, analyzing and acting upon all the information in the m
6、arket In addition to purchase price companies spend over 10% in additional procurement costsOn the suppliers side, there are significant costs in using the manufacturing reps These commissions range from 4% to 7% of purchase price制造商认同电子投标市场具有价值的原因？大部分产品种类都是高度分散的，有无数的供应商，提供不同水平的产品、服务和价格选择购买者在实际购买过程中
7、会产生巨额成本 购买者必须投入内部资源以管理收集、分析和利用所有市场信息 除了支付采购价格外，公司还要支付额外的10%的采购成本从供应商的角度看，雇用制造商销售代表的成本高昂 这些佣金花费是采购成本的4%至7%制造商认同电子投标市场具有价值的原因？由于这种明显的分散性和差异性，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合适标准。购买者只能依赖供应商销售代表的话，但销售代表关心的只是市场而不是产品究竟如何！引入标准平台电子竞价市场。How Does FreeMarkets Online Create Value for its Customers?Consult
8、ing/Purchase outsourcing Putting together specs, drawings, lot sizes, documentation and RFQs询价 Identifying potential savings opportunities Identifying and qualifying suppliers Educating and training buyers Conducting the Competitive Bidding Event (CBE) Providing post bid analysis and supportFreeMark
9、ets在线如何为它的客户创造价值咨询 / 采购外包 将规格、图纸、批量、文件和报价请求放在一起 识别潜在的节约机会 识别并确认供应商资格 培训购买者 引导竞价活动 (CBE) 提供投标后的分析与支持How Does FreeMarkets Online Create Value for its Customers?Consulting/Purchase outsourcingDistribution IntermediaryFreeMarkets在线如何为它的客户创造价值渠道中间商Industrial BuyerManuf. Rep.Manuf. Rep.Manuf. Rep.Supplier
10、 1Supplier 2Supplier 3Traditional B2B Trading ExchangesIndustrial BuyerManuf. Rep.Manuf. Rep.Manuf. Rep.Supplier 1Supplier 2Supplier 3传统B2B 商业交易企业购买者 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以网络为基础的B2B商业交易 企业购买者Fr
11、eeMarkets 在线 供应商1 供应商2 供应商3How Does FreeMarkets Online Create Value for its Customers?Consulting/Purchase outsourcingDistribution IntermediaryNetwork Enabler/Software ProviderFreeMarkets在线如何为它的客户创造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 th
12、e suppliers and their representativesElimination of manufacturing reps could result in loss of convenience购买者的障碍是什么？消除和供应商及其销售代表之间已经建立的关系消除制造商（ buyers ）的销售代表可能带来不便What is the value to the suppliers?Less value for the suppliers Commission costs fell from 7% to 2.5% Table 7.5 implies reduction in comm
13、ission by $174M(4.5%)=$8M Table 7.5 also shows $35M drop 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说明了佣金的减少为174M(4.5%)=800万美元 表7.5还显示供应
14、商的收入减少了3500万美元供应商可以从降低销售、营销、配送成本以及更好地利用生产能力中获利Which suppliers benefit from this model?Low cost, quality suppliers will benefit as they drive competition out of the market The FreeMarkets model would be beneficial for large more efficient suppliersIt will also provide opportunities for a host of smal
15、l suppliers, especially if they are located overseas 哪些供应商从这种模式中获利？低成本、低质量的供应商将获利，因为他们推动了市场竞争 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机会，尤其是国外的企业扩展市场The Revenue ModelA hybrid of service fees and sales commissions FreeMarkets charged monthly fee from the buyer based on the size of the market making
16、 team dedicated to the event Winning supplier paid sales commissions; this was paid in installments as suppliers shipped products收入模式收取服务费和销售佣金 FreeMarkets公司向购买者按为其服务的市场创造团队的规模每月收取服务费 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 proj
17、ect Consulting revenue is independent of the value created Does not lead to another intensive purchasing study for the customer Gross margin on consulting is about 22% Doesnt scale wellSupplier side: FreeMarkets does not represent the supplier FreeMarkets success depends on their ability to identify
18、 many potential suppliers Suppliers pay commissions to the company that reduced their margins收入模式的问题购买方：拒绝在采购价值之外在支付其它费用，甚至拒绝支付任何费用，包括采购服务费 FreeMarkets公司在一个项目上进行了重大投资 咨询收入和创造的价值不匹配 也没有进行另一次对客户采购的认真研究 咨询的毛利率约为22% Doesnt scale well难以有递增的效应供给方：拒绝支付费用 FreeMarkets不代表供给方 FreeMarkets的成功依赖于它们有能力识别出了许多潜在供应商竞
19、价 供应商向公司支付佣金给FreeMarkets ，减少了自己的利润Vertical vs Horizontal Focus?Vertical: Advantage: FreeMarkets can capitalize on its deep knowledge of supplier industries Disadvantage: Hard to scale-upHorizontal: Advantage: Ability to generate multiple contracts from one buyers Disadvantage: FreeMarkets does not b
20、ring much expertise to the transaction FreeMarkets应当纵深发展还是横向发展？垂直： 优势：FreeMarkets能利用其深厚的供应产业的知识 劣势：难以扩大规模水平： 优势：可以与同一个买方产生多个合同 劣势： FreeMarkets没有形成交易的专门知识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 reven
21、ue going to come from?How can these problems be addressed?技术许可 购买者能够独立使用这种技术吗？使用需要专门的技能如果不能，这会带来什么损害？如果能，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正在进行水平市场扩张2000年，公司开始许可使用其软件The co
22、mpany 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 FreeMarkets today?For the three months ended in 3/31/01 Revenue totaled $33M Net loss totaled $43.7MFor the three months ended in 12/31/01 Revenue totaled $44.8M Net loss totaled $2.8M今天的FreeMarkets2001年第一季度 总收入
23、3300万美元 净亏损4370万美元2001年第4季度 总收入4480万美元 净亏损280万美元E-Marketplaces: The Initial (95-99) business modelThe e-marketplace concept started as a new way to procure products, particularly non-production items. E-marketplaces Expand everyones market reach Generate lower price for the buyers Cut operational co
24、sts for buyers and suppliersAutomating the procurement process will reduce processing cost per order from as high as $150 to as low as $5 per order Focus on liquidity Transaction fee paid by the suppliers Serve as a virtual distributorE-Marketplaces：最初的（1995年至1999年）的商业模式E-marketplaces的概念是采购产品的一种新方法。
25、 E-marketplaces能够： 扩展每个公司的市场区域 为购买者产生更低的价格 为购买者和供应商削减运营成本采购过程自动化能够使每订单的处理成本由150美元降低到5美元 专注于产品在更大范围的流通性 交易费用由供应商支付 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 nee
26、ds to be flexible Sometimes the wrong party is chargedLow barriers to entry created a fragmented industry flooded with participants Just in the chemical industry there were about 30 e-markets 商业模式存在的问题 销售者拒绝向那些主要目的是降低采购价格的公司支付费用购买者拒绝支付费用收入模式需要灵活一些 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-mar
27、kets Continuous evolution of the business modelTransaction fees (typically paid by the sellers) Sometimes the wrong party is charged Buyers and suppliers resist payingSubscription fees (typically paid by the buyer) Depends on a number of dimensionsLicensing the software 商业模式的进一步演化交易费用（通常由销售者支付） 有时向不
28、该收费的一方收费 购买者和供应商拒绝支付固定租赁费用（通常由购买者支付） 由订购量决定软件许可使用Evolving Market Types Value-added independent e-markets They are expanding 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 它们正在将其服务扩展到库存管
29、理和金融服务(Zoho)，以及供应链规划 (Covisint, e2open, Converge, TheSupply)Consider Instill Corp.I focuses on the food service industry and provides an infrastructure which links together operators, i.e., restaurants, distributors and manufacturers. This e-marketplace provides value to its customers by offering no
30、t only procurement services, but also forecasting, collaboration and replenishment tools.Instill公司案例I集中于食品服务产业，提供将饭集中于食品服务产业，提供将饭店、配送商和生产商联系在一起的服务。它店、配送商和生产商联系在一起的服务。它向客户提供采购服务以及预测、协作和补货向客户提供采购服务以及预测、协作和补货工具等服务工具等服务Consider eSIn the alcoholic beverage industry, eSkye has tailored an offering that pr
31、ovides the supply chain with real value. eSkye now links retail stores, distributors and suppliers providing visibility into a supply chain where little data existed. eSkye adds value by automating the ordering process for the retailer while providing product flow information to distributors and sup
32、pliers.eS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服务。现在，eSkye将零售店、分销商和供应商联系起来，在数据很少的供应链中提供了可视性。通过使零售商的订单处理过程自动化，同时向分销商和供应商提供产品流信息。Evolving Market TypesPrivate e-Markets Valuechain.D (Dell), eHub (Cisco) IBM, Sun Microsystems and Wal-MartThese companies use the marketplace to improve supply chain collaborati
33、on Providing suppliers with demand information and production data市场类型的进化专用的e-Markets Valuechain、D (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合作 向供应商提供需求信息和生产数据Evolving Market TypesConsortia-based e-markets. Covisint (automotive); Trade-Ranger (oil); Omnexus (chemicals); e2Open and Converge
34、(high-tech)Objective of the consortia is Aggregate activities and use the buying power of consortia members Provide suppliers with standard systems that support all buyers and allows suppliers to reduce cost市场类型的进化基于行业联盟的基于行业联盟的e-markets. Covisint (汽车)、Trade-Ranger (石油)、Omnexus (化工)、e2Open和Converge
35、(高技术)联盟的目标： 汇集各种活动以便利用联盟会员的购买力 向供应商提供标准系统以便支持所有购买者并使供应商降低成本的Evolving Market TypesContent based e-markets. Focus on Maintenance, Repair and Operations (MRO) goodsThese are components that are not part of the finished product or the manufacturing process but are essential for the businessExamples incl
36、ude lighting, office supply, fasteners,市场类型的进化基于内容的 e-markets. 集中于维护、修理和操作设备这些要素不是最终产品的一部分或生产过程的一部分，而是这种交易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)Independent VerticalExchanges (IVX)Independent HorizontalExchanges (IHX)Consortia TradingExchanges (CTX)Private vs. consortium
37、-based public marketsOwner Single vs Co-OpObjective Private: (i) Share proprietary data (ii) allow for SC Collaboration Consortia: (i) Buying/selling commodities (ii) Finding new suppliers Participants Private: Selected group of suppliers Consortia: Open MarketBuyer Cost Private: Building and mainta
38、ining the site Consortia: Subscription fee; licensing fee专用与以行业联盟为基础的公开市场所有者 个人与合作组织目标 专用：(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：公开市场购买者成本 私人：建立并维持这种场所 联盟：订购费、许可费Private vs. consortium-based public marketsSupplier Cost Private: No fee Consortia: Subscription fee; Tran
39、saction feeChallenges Private: Initial investment Consortia: (i) Many have recently collapsed; (ii) preferred suppliers may object because of price focus; (iii) Sharing proprietary data (iv) developing standards专用与以行业联盟为基础的公开市场供应商成本 私人：无费用 公会：订购费、交易费用挑战 私人：初始投资 公会：(i) 最近很多都瓦解了；(ii) 首选的供应商可能由于价格而拒绝；(
40、iii) 分享私人数据；(iv)需 制定标准，规范数据Private vs. consortium-based public marketsAutomotive Industry Covisint was established in early 2000 by the Detroits big three automakers It now also includes Renault, Nissan, Mitsubishi and PegeotVolkswagen established its own private e-market Volkswagen e-market provide
41、s not only similar capabilities to that of Covisint but also real-time information on production plans so that suppliers can better utilize resources专用与以行业联盟为基础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 现在还包括雷诺、日产、三菱和标致大众公司成立了自己的私人e-market 大众的e-market不仅提供类似于Covisint的服务，而且还提供生产计划的实时信息，以使供应商能更好地利用这些资源Con
42、sider 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, IBMs vice president of e-marketplaces. As host of the exchange, the company helped defray the co
43、st 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 established 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交易场所泄露出的敏感价格信息和库存信息，自1993年以来
44、，IBM已经节约了17亿美元。由于有许多交易者，公司协助支付了连接供应商的成本。回报：向客户的准时递送由50%提高到90%。“这说明这种成本是值得的。”Paulk说。E2open：成立于1999年的以公会为基础的e-marketplaceA Framework for eProcurementType of Component Strategic ComponentsPart of the finished product Not industry specific; company specificExamples: PC motherboard and chassis Commodity
45、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 specific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格由市场力量决定例如：计算机的存储器 间接材料MROA Framework for eProcurementLevel of Ris
46、k Uncertain Demand (Inventory risk) Volatile market price (Price Risk) Component availability (Shortage Risk)电子采购的框架风险水平 不确定的需求（库存风险） 不稳定的市场价格（价格风险） 部件的可获得性（短缺风险）Risk: Commodity ProductsCan be purchased either in the open market through on-line auction, or through the use of long term contractsLong
47、term contracts guarantee certain level of supply but may be risky for the buyer Inventory risk, shortage risk or price risk风险：通用产品可以通过以下渠道采购： 通过在线拍卖的公开市场 通过长期合约长期合约保证了一定的供应水平，但可能对购买者存在风险 库存风险、短缺风险或价格风险A Framework for eProcurementIndirect Material Typically low risk and hence the focus is on content
48、based hubs. The objective is to use an MRO-hub that specializes in unifying catalogs from many suppliers Examples: MRO.com, Grainger on-line catalogs电子采购的框架间接材料 通常风险较低，因此集中于以满意度为基础的活动 目标是利用MRO活动形成统一目录 例如：MRO.com、Grainger在线目录GraingerW. W. Grainger has been selling industrial supplies for 72 yearsIn 1
49、995 Grainger established G, 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 of 3-4% a year. From 1996 to 1999 Grainger internet sales grew 32% a yea
50、r 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G，包括由12000家供应商提供的220000种产品的目录1999年, Grainger通过互联网实现了1.02亿美元的收入增长MRO供应产业的年增长率为3%至4%。从1996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 ePro
