【管理类】采购管理实务2

,新采购管理实务,新采购管理实务,PRICES,Its unwise to pay too much. But its worse to pay too little.,When you pay too much, you lose a little money, that is all.,When you pay too little, you sometimes lose everything, because the thing,you bought was incapable of doing thing it was bought to do.,The common law of business balance prohibits paying a little and getting a,lot. It cant be done.,If you deal with the lowest bidder, it is well to add something for the risk,you run.,And if you do that, you will have enough to pay for something better.,There is hardly anything in the world that someone cant make a little,worse and sell a little cheaper - and people who consider price alone,are this mans lawful prey.,英國思想家,John Ruskin (1819-1900),利潤,Profit,供應商的報價中必須要有足夠的利潤，方能促使其樂於配合供應,供應商對風險,(Risk),承擔，及生產效率,(Productivity),的基本報酬,利潤通常以總成本固定百分比的計算方式並不恰當,生產效率好的供應商應享有較高的利潤率,採購談判能力,買方的優勢,採購數量大,標準化,無差異化產品,低的轉換成品,低的利潤,可能向上整合,充分掌握商機,採購談判力量,賣方的優勢,獨家或寡頭壟斷,對客戶而言是重要的原料,零組件,高的轉換成本,可能向下整合,複雜,差異性高的產品,替代性差,優質的談判,優於替代方案（,BATNA,）,滿足利益需求,沒有浪費；優質選擇,符合法、理、情,睿智的承諾,過程效率高；良好的溝通互動,過程促進關係的改善,六、貨商搜尋與評選,供應商由誰負責評選？,Buyer alone (,採購人員,),Cross-Function Teams (,跨功能小組,),Sourcing team,Supplier performance evaluation team,Supplier certification team,New product development team,Commodity Teams (,商品,小組,),供應商評選的項目,執行合約能力,Ability to perform,財務狀況,Financial status,成本系統,Cost system,品質系統,Quality assurance, quality control, and related systems,組織與管理,Organization and management,勞工狀況,Labor status,執行合約能力,Ability to perform,對買方訂單金額及採購數量是否有興趣,Frequency and/or volume of orders,供應商處理訂單的時間,Length of time to process orders,交貨能力,(,產能是否足夠或不足,) Delivery,符合品質要求的能力,Quality,採購項目是否為其核心能力,Product/service expertise,訂單積壓狀況,Order backlog,自製與外包的狀況,Contractors make or buy program,循環,/,前置時間,Cycle/lead time,生產力,Productivity,彈性，配合度如何,(,對暴增訂單的回應能力,) Flexibility,業界口碑,References,電子化能力,Electronic capabilities,產品線廣度,Breadth of product line,可利用的產能,Available capacity,財務狀況,Financial Status,資產負債表,Balance sheets,企業體質,損益表,Income statements,經營能力,各種財務比率,Financial Ratio,成本控制紀錄,Cost control history,信用評等,Credit ratings,公司,年度報告,Certified annual reports,鄧白氏報告,Dun & Bradstreet reports,觀察供應商是否有倒閉危機的,Z,積分,(Z Score),財務比率,Financial Ratio,平均應收帳款週轉率,銷貨淨額應收帳款平均數,平均應收帳款收現天數,365,天應收帳款週轉率,存貨週轉率,銷貨成本平均存貨,平均銷貨日數,360/,存貨週轉率,+360/,應收帳款週轉率,固定資產週轉率,銷貨淨額固定資產淨額,總資產週轉率,銷貨淨額資產總額,Z,積 分,( Z Score ),Z =,（,1.2 X1,）,+,（,1.4 X2,）,+,（,3.3 X3,）,+,（,0.6 X4,）,+,（,0.999 X5,）,X1=Working Capital / Total Assets,淨流動資產,總資產,X2=Retained Earnings / Total Assets,保留盈餘,總資產,X3=Earning Before Interest & Tax,（,EBIT,）,/ Total Assets,利息支付前及稅前盈餘,總資產,X4= Market Value of Equity / Book Value of Debt,資本總額,總負債,X5=Sales $ / Total Assets,銷售金額,總資產,如果供應商的,Z,積分為,3.0,或更高，則可以判定此供應商體質健全，其財務狀況為相對穩定。如果供應商的,Z,積分為,2.99,或更低，則顯示出公司可能有倒閉的危機，。,成本系統,Cost System,是否有能力依照產生成本的特定作業活動為基準，來分攤間接成本,Capability of segregating costs by task,對成本項目的處理是否一致,Consistent treatment of cost,是否符合成本會計原則,Compliance with cost accounting standards,是否有任何成本降低的計劃,What steps has the supplier taken, if any, to reduce costs,品質系統,QC, QA, & Related Systems,接受與退貨的紀錄,Acceptance/rejection history,測試的能力,Testing capability,-,作業員,Workers /,機器設備,Machines,製程控制,Process control,-,統計製程管制,SPC/,統計品質管制,SQC,-,六個標準差,Six Sigma/,製程能力,CpK Process Bands,品管,(,保,),組織,Organization and management of quality systems,品管,(,保,),文件與程序,Documented systems/procedures,品質系統認證,/,驗證,System certification/validation,製程認證,Process certification (ISO),全面,品質管理,TQM,品質是每一個人的責任,(Everybodys responsibility),組織內的每一個人都要實行並積極的參與所有品質相關的活動,(Commitment and Active participation),達到品質的持續改善,(Continuous Improvement),滿足客戶的需求,(Customer Satisfaction),INSPECT,Process,B,Process,A,INPUT,Rework,Scrap,OUTPUT,Process,B,Process,A,INPUT,SPC,OUTPUT,SPC,品保系統,Quality Assurance,Defect Detection System (,不良品偵測的系統,),會有,一些重複性的檢驗(,inspection),產生,。,檢驗樣品的數量一般都很大,。,不良品只能在檢驗後被發現,。,Defect Prevention System (,不良品預防的系統),利用,統計製程管制,SPC,製程可透過反饋方式進行自我校正,製程能力指數,Cp, Cpk,Cp -,衡量製程能力的品質，就是將規格上下界限的差異,(,規格上限,USL -,規格下限,LSL),與製程變異,(6),作比較，這個指標只有考慮到製程變異的範圍是否有落在規格公差之內。一般要求為,1.0,以上，計算方式為,Cp = (USL-LSL)/6,。,Cpk -,製程能力的品質量測指數，除了考量了製程變異之外還考慮到製程中心是否有偏移。一般要求為,1.33,以上，計算方式為,Cpk,就是取,Cpu,與,Cpl,的最小值，亦即,Cpk = min(Cpu,，,Cpl),，其中,Cpu,為將規格上限,(USL),減掉製程平均,(mean),之後除以,3,；,Cpl,為將製程平均,(mean),減掉規格下限,(LSL),之後除以,3,。,製程能力分析,Process Capability Analysis,Cp = Cpk,Variation - Good,Centering - Good,Cp, Cpk 1.33,Cp Cpk,Variation - Good,Centering - Poor,Cp 1.33,Cpk = 0,Cp = Cpk,Variation - Poor,Centering - Good,Cp, Cpk Cpk,Variation - Poor,Centering - Poor,Cp, Cpk 1,LSL,USL,LSL,USL,SIX SIGMA,六標準差,SIX SIGMA - A program that permits only three (3) defects per million parts and reflects an outstanding commitment to quality.,六標準差,-,在每百萬件中只允許三個不良品，是對品質最高的承諾。,#207: Develop measurements for quality improvement and target setting (e.g., best in class benchmarks).; C.P.M. Module: 2,#111: Conduct supplier visits/evaluations to determine suitability.; C.P.M. Module: 1,z,Defect per Million,2308,537,366,807,46,210,5233,63.4,3,6,6,Measurement,20,000,Times,Improvement,SIX SIGMA PERFORMANCE,20,000 lost articles of mail per hour,Unsafe drinking water for almost 15 minutes each day,5,000 incorrect surgical operations per week,Two short or long landings at most major airports each day,200,000 wrong drug prescriptions each year,Seven articles lost per hour,One unsafe minute every seven months,1.7 incorrect operations per week,One short or long landing every five years,68 wrong prescriptions per year,99% Good (3.8,Sigma,),99.99966% Good (6 Sigma),SIX SIGMA CONCEPT,No Defects!,Target,3,2,1,Customers,Specification,6,3,1,Target,Customers,Specification,6.6%,Defects!,After,6,!,Before,3,Reducing,Variability,組織與管理,Organization and management,高級主管的承諾與參予,Top management commitment and involvement,公司組織的穩定性,Stability,員工的訓練,Training and certification of personnel,員工年資與技術能力,Technical competence/service support,機器設備的新舊及保養情況,Equipment capabilities,此供應商在同業之間的評價與口碑,General reputation/ethics,業界的地位,Industry status,對客戶滿意度的認知,Customer commitment,對其衛星工廠的管理,Subcontractor management,勞工狀況,Labor status,員工的平均年齡及技術層次,Employee skills,工,會組織情況,Unionization,工,會合約到期日,Labor contract expiration date,員工的流動率,Employee turnover,對,員工的訓練計劃,Training programs and initiatives,工業相關政策的遵守,Industrial relations policy,供應商的拜訪,傳統的供應商拜訪,供應商主動邀請,新上任的採購人員,例行性的年度拜訪,需要對供應商進行認可,針對特定問題需要解決,了解供應商的各方面能力,審查供應商所建議的替代性材料或服務,高附加價值的的供應商拜訪,與高層會面洽談彼此共同的目標與合作計畫,對供應商組織內的不同部門有更進一步的了解,參與增進供應商,/,客戶關係的活動,一起參與流程的再造工程,討論新產品或服務的機會,分享新技術並討論運用在目前產品的可能性,參觀工廠及生產線,廠區的整潔,Housekeeping,生產線的物流動線規劃,Process/material flow,對不良品的標示,Nonconforming material,生產工藝及效率,機器的狀況及稼,(,開,),動率,作業員及幹部對製程及品質政策的了解,是否有標準作業程序,(SOP),對工業安全的重視,Industrial Safety,其他生意往來的客戶,Major customers,使用的主要原料來源,選擇供應商的準則,基 本 之 要 件：,Quality,Cost,Delivery,Service,Responsiveness,Commitment,長 期 之 要 件：,長期穩定的供應,產能之相對擴展,健全之企業體質,正確且相近之經營理念,產品未來方向符合需要,長期合作意願,供應商的策略選擇,-,產品與製程的搭配,I,II,III,IV,連續生產,組裝線生產,批量生產,小批量生產,製 程 結 構,-,彈 性,數量少,標準化程度低,數量少,產品多樣化,數量多,少許主要產品,數量多,標準化程度高,產 品 結 構,-,可 靠 度 與 成 本,Your Suppliers are,Ineffective,if you and your supplier,are not,Strategically,Aligned.,策略性的供應商選擇,關 鍵 性 材 料,降低風險策略,取代,/,更新,減少供應風險,策 略 性 材 料, 供應商,聯盟策略,長期關係,策略聯盟,一 般 性 材 料,聯合操作策略,改善運籌成本,改善管理成本,槓 桿 性 材 料,價格槓桿策略,善用競爭比價,與供應商簽長期合約,高,低,採購的金額,採購的風險,高,貨商蒐尋與訪查,理念,經營理念、永續經營、中長期計劃,經營,經營手法、經營實績、經營管理、往來廠商、 財務體質、企劃品質,意願,合作意願、服務態度,規模,產能、設備,成本,成本結構、競爭優勢,技術,設計、開發、採購、製造,交期,交期管理、管理體制,品質,品質經營管理、品質保證,選擇供應商之準則,基本之要件,Quality,Delivery,Cost,Service Package,Responsiveness,Commitment,長期之要件,長期穩定供應,產能之相對擴展,健全之企業體質,正確且相近之經營理念,產品未來方向符合需要,長期合作意願,貨商評選,執行合約能力,Ability to perform,財務狀況,Financial status,成本系統,Cost system,品質系統,Quality assurance, quality control, and related systems,組織與管理,Organization and management,勞工狀況,Labor status,策略性伙伴,（,Strategic Partner,）,條件,Partner,產能在業界佔相當比重（或市場佔有率）,居業界技術領先地位（技術創新）,列入策略客戶,House Account,能提供材料成本之競爭優勢（,VA,能力）,高階主管重視程度高，且提供,Policy Support,產品之規格及品質有競爭條件,未來能提供,Global Support,經營管理與本公司相輔相成，或可提供未來合作機會,產品線的廣度與深度足夠,七、有效的品質管理及績效評估,供應廠商評等的用途,衡量供應商的能力,Supplier capabilities,衡量供應商的國際化與當地交貨能力,International and local capabilities,定價方法,Pricing methods,衡量供應商財務健全與否,Financial strength,倉儲的位置,Inventory locations and methods,交貨績效,Delivery performance,品質紀錄,Quality history,服務紀錄,Service history,利潤率與存貨週轉率,Margin performance and inventory turnover,創新的紀錄與績效,Innovation history and performance,供應商管理的要件,uality,ost,elivery,ervice,Defect,Prevention,Open Book Management,Cycle Time & Lead Time,Responsiveness,供應商績效評估,Key Performance Indicator,成本,準時交貨率,電子轉帳的能力,透過電子商務(,e-commerce),採購的能力,對於新技術的投資,對於顧客電話回應的時效,折扣率,產品不良率,文件與發票的錯誤率,供應廠商評等法,Performance Rating Methods,項目列舉法,Categorical method,加權指數法,Weighted-Factor method,成本比率法,Cost-Ratio methods,項目列舉法範例,項目列舉法是一個屬於定性,(qualitative),的供應商評等方法，通常的作法是由採購、收料、品管、工程、會計等相關部門，針對其所關切的項目，如下表所示，綜合每一個供應商過去以及現在的表現，評估其為滿意、尚可、或是不滿意。,雖然這個方法非常簡單容易使用，卻也可能流於主觀判斷，而無法真實反映供應商的整體績效。另外，也無法針對某項較差的部份，作出改善的要求。,項目列舉法範例,加權指數法,Weighted-Factor method,加權指數法（,Weighted-Point method,）是一個屬於定量的供應商評等方法，每一個評等的項目（一般為品質、價格、與交貨情況）根據其重要性給予加權（,Weight,），來計算整體的分數，加權指數的總合必須是一百。,加權指數法範例,舉例說，採購對於一項產品的價格給予,50%,的加權指數，品質的加權指數為,30%,，而交貨的加權指數則為,20%,。三個供應商的報價分別為甲供應商,$59,元，乙供應商,$63,元，丙供應商,$70,元。在採購交易的一年當中，各供應商在各項的表現如下表所示。,Price,總交貨次數,遲交次數,退貨次數,Supplier A$5965136,Supplier B$633520,Supplier C$704572,加權指數法範例,.,Weighted Factor Analysis - Price,Weighted,BidDirect PriceAverageRating,PriceComparison* Factor,Supplier A$5959/59=100.0%x 0.50= 50.0,Supplier B$6359/63=93.7%x 0.50= 46.8,Supplier C$7059/70=84.3%x 0.50= 42.1,* Lowest price offered/Actual price paid (,以最低報價為分子),Weighted Factor Analysis - Quality,TotalTotalWeighted,ShipmentsShipmentsPercentAverageRating,ReceivedRejectedAcceptedFactor,Supplier A65690.8%x 0.30= 27.2,Supplier B350100.0%x 0.30= 30.0,Supplier C45295.6%x 0.30= 28.7,加權指數法範例,.,Weighted Factor Analysis - Delivery,TotalTotalWeighted,ShipmentsShipmentsPercentAverageRating,ReceivedLateOn TimeFactor,Supplier A651380.0%x 0.20= 16.0,Supplier B35294.3%x 0.20= 18.9,Supplier C45784.4%x 0.20= 16.9,Final Step: Weighted Factor Analysis - Total Rating,PriceQualityDelivery,Rating +Rating +Rating= Overall Rating,Supplier A50.0 +27.2 +16.0= 93.2 【2】,Supplier B46.8 +30.0 +18.9= 95.7 【1】,Supplier C42.1 +28.7 +16.9= 87.7 【3】,成本比率法,Cost-Ratio methods,成本比率法（,Cost-Ratio methods,）是將所有跟採購，收料有關的成本，與實際的採購金額作一比較，品質與交貨的比率計算，則是以採購實際支付的成本除以採購金額。,成本比率法範例,舉例說，甲供應商的報價單價為,$5,元，乙供應商的報價單價為,$4,元，過去一年向甲供應商的採購總金額為,$250,000,元，而向乙供應商的採購總金額為,$280,000,元。另外，從其他部門如收料、檢驗、生產、成本會計處得到相關的成本資料，可計算出如下的各項成本比率。,The Delivery Cost Ratio:,Supplier ASupplier B,1.,採購的交貨運送成本,$10,500$12,000,2.,採購總金額,$250,000$280,000,3.,交貨成本比率,(,line 1/line 2)4.2%4.3%,The Quality Cost Ratio:,Supplier ASupplier B,1.,採購的品質成本,$15,100$15,000,2.,採購總金額,$250,000$280,000,3.,品質成本比率,(,line 1/line 2)6.0%5.4%,The Service Cost Ratio:,WeightSupplier ASupplier B,1.,現場服務的表現,304030,2.,研發能力,253025,3.,供應商地理位置,253020,4.,倉儲容量,201515,比率總計：,100%115%90%,對價格的影響：,(-15)(+10),The Overall Cost Ratio:,Supplier ASupplier B,1.,交貨成本比率,+4.2+4.3,2.,品質成本比率,+6.0+5.4,3.,服務成本比率,-15.0+10.0,對報價的影響：,-4.8+19.7,Applying the Formula:,（,1, 總成本比率）,報價 調整後的報價,Supplier A:( 1 + -.048 )x 5.00= $4.76,Supplier B:( 1 + .197 )x 4.00= $4.79,成本比率法範例,(,續,),供應商績效評分方式,分級評等,加權計分,成本基礎,容易實施,需要最少的資料,多數人可參予,適合資源有限的公司,低成本的制度,有彈性的制度,可以當作供應商評等,實施成本適中,結合計數與計量的制度,提供總成本的作法,鑑別績效差的特定地方,可以做較客觀的評等,長期改善機會最大,最不可靠,評估次數最少,最主觀的評等,通常為人工作業,傾向重視單價,需要電腦幫忙,成本會計制度的配合,最複雜、實施成本最高,需要電腦資源,小公司,開始發展評估制度,多數公司適用,大公司,有很多供應商的,公司,Categorical,Weighted,Point,Cost-Based,制 度,優 點,缺 點,適用者,評等結果被扭曲的可能原因,Factors that can distort ratings,資料不正確,Inaccurate data,加權指數不恰當,Improper weighting of factors,主觀因素,Subjectivity,供應廠商評等結果發佈,Issues in the dissemination of ratings,機密性,Confidentiality,供應商對評等結果的反應處理,Supplier reaction to ratings,減少供應商的班底數量,(Reduce Supplier Base),合理的供應商數量有助於降低成本，以及有效的管理供應商,建立互信的交易基礎,(Mutual Trust),公平，公正，合理,尊敬，廉潔，言行一致,營造無障礙的溝通環境,(Efficient Communication),誠懇的雙向溝通,(sharing information),了解彼此文化差異,從基層員工到高階主管,從願景到技術,/,產品的發展,主動積極的做法，一起解決問題，,No Surprise!,Win-Win,建立雙贏的供應商夥伴關係,(,二,),Win-Win,建立雙贏的供應商夥伴關係,(,二,),供應商先期參與,(Early Supplier Involvement, ESI),在規格開發過程的初期，邀請具有夥伴關係的供應商，參與買方的產品設計小組,(work collaboratively),運用供應商的專業知識以及經驗來共同設計開發,降低成本，加速產品上市時間,(Time to Market),準時付貨款,(On Time Payment),採購最基本應遵循的,(,以金錢與供應商交換貨物與服務,),從供應商的角度，這是對合約履行的承諾,有助於獲得供應商最佳的配合,Win-Win,建立雙贏的供應商夥伴關係,(,三,),對供應商進行教育訓練,(Supplier Education and Training),視供應商為在外工廠的延伸,與供應商擁有共通的語言,視為一種投資,聯合進行持續性的改善,(Joint Continuous Improvement),對目標的共識,(common goals),衡量績效的最佳方法,供應商認證程序的重要環節,與供應商的關係,Relationship,隔臂關係,合作關係,販售商,傳統,供應商,鑑定合格,的供應商,伙伴型,的供應商,策略聯盟,較低的加值,（,Value Added,）,關係 較高的加值,（,Value Added,）,關係,Arms length relationships,Collaborative Relationships,八、資訊科技與電子商務的影響,電腦化的材料管理系統,Computer,Using,department,MRP,schedule,Hand-written,requisition,Review by,materials planner,Review by,buyer,Buyer,changes,Revised,requisition,Purchase,order copies,Purchase Order and,acknowledgment form,Computer,Printed purchase,requisition,Requisition,entry,第三者網路服務公司,電子資料交換,EDI,買方的,電腦,買方的,mailbox,供應廠商的,mailbox,供應廠商的,電腦,供應廠商的,mailbox,買方的,mailbox,直接傳送,Direct Transmission,間接傳送,Indirect Transmission,採購文件的電子傳送,e-Procurement,電子化採購,Log-in Intranet,Internal Procurement Website,User ID: XXXXX,Password: XXXXX,Electronic RFA Form,Check budget,Aggregate other similar requisitions,Online Approval,Online catalog,Contracted supplier,Electronic Funds Transfer (EFT) account,Goods delivered,PO,PO electronically populated,線上目錄,電子,RFA,表格,線上核准,查核預算,相關請購加總,線上核准,電子資金轉移帳戶,合約供應商,線上核准,上公司內部採購網站,e-Procurement,採購,100%,自動化,Non-Production Requests,Approval Workflow,Receive,ASN,AP,MRP/DRP Generated Requirements,Create Requisitions,AutoRelease,Procurement Workflow,Approved Supplier Lists,Standard POs,Supplier Schedules,Payment,Approved,Suppliers,EDI / Fax,Web,Search,Catalog,(Local or TPN Register),Content Loads/Updates,Pay on,Receipt,Employing Electronic Commerce to Maximize Benefits:Phases of Electronic Commerce Value,Extend Market Reach,Extend Product or Service Offerings,Create New Information-Based Products,New Distribution,Channel, Product,or Service,Business Model,Change,Pipeline Velocity (Productivity),Value Engineering Analysis,Quality,Cash Flow,Reduction of Inventory,Reduction of Manufacturing and Delivery Cycle Time,Reduction of Labor,Lower Open A/R Days,Operational,Efficiency,Number of Trading Partners,Number of Transactions,Reduction of Paper Overhead,Accuracy,Paper,Replacement,Value,of EC,2 Years,5 Years,COMPLEXITY,New Distribution,Channel, Product,Or Service,Extend Market Reach,Extend Product or Service Offerings,Create New Information-Based Products,九、結語與討論,新競爭趨勢下採購面臨的挑戰,1.Routing,的工作消失,2.,維持,SCM,及,ERP,必要的材料品質及,Lead Time,3.Single sourcing,趨勢,Vendor relationship,4.Total Cycle Time,短縮,Early Supplier Involvement,5. Changing,管理,6.,角色改變從執行面轉到管理面,7.,資訊科技的運用,8.,全球化採購管理,9.,快速回應管理,Quick Response,10.,不斷且快速的,Cost Down,壓力,11.,不斷出現的新技術與個性化需求,1.,建構公司內、外人脈,a.,對外建立個人與企業之採購網路,b.,對內展開跨機能活動小組,2.,提昇管理技能成為企業顧問師,a.,業務管理技巧,(Cost,、,Quality,、,Delivery),b.,協力廠商管理技巧,c.,培養業務改善能力,3.,發展策略採購能力,4.,提昇資訊科技的應用能力,5.,成為公司內部的對外天線,6.,提昇個人的貢獻度,7.Benchmarking,，終身學習,8.,改變思維模式,e,時代的採購重點方向,PPaperless thinkinge-,世代的思維,RReliable performance,追求有效成果,OOpen-minded,虛心、坦懷,CChanging management,變的管理,UUsefulness,有效性的管理,RResponse quickly,快速反應能力,Ee-Tool,善用資訊科技,MMoney machine,創造資源利潤,EEndless resources,資源的無限化,NNetwork building,建立網路人脈,TThreat avoidance,排除生存風險,採購,/,供應管理應對之道,十、附錄,中央與地方分工模式,Decentralized,Sourcing,Centralized,Sourcing,Centralized,Sourcing,Decentralized,Fulfillment,Centralized,Fulfillment,Decentralized,Fulfillment,PRODUCT PORTFOLIO,LEVERAGE PRODUCTS,STRATEGIC PRODUCTS,ROUTINE PRODUCTS,BOTTLENECK PRODUCTS,Alternative sources,of supply available,Substitution possible,Critical for products,cost price,Dependence on supplier,Large product variety,High logistics complexity,Labor intensive,Monopolistic market,Large entry barriers,Competitive bidding,Performance based,partnership,Systems contracting+,e-Commerce solutions,Secure supply + search,For alternatives,High,High,Low,Low,SUPPLY RISK,IMPACT ON,FINANCIAL RESULTS,SUPPLIER PORTFOLIO,LEVERAGE SUPPLIERS,STRATEGIC SUPPLIERS,ROUTINE SUPPLIERS,BOTTLENECK SUPPLIERS,Many competitors,Commodity products,Market leaders,Specific know-how,Large supply,Many suppliers with,dependent position,Technology leaders,Few, if any, alternative,suppliers,Buyer dominated,segment,Balance of power may,differ among buyer-supplier,Reduce number of,suppliers,Supplier dominated,segment,High,High,Low,Low,SUPPLY RISK,SUPPLIER IMPACT ON,FINANCIAL RESULTS,商務價值鏈與相關術語的定義,價值鏈管理,（,Value chain management,）,需求鏈管理,供應鏈管理,商業勤務,（,Business logistics,）,勤務管理,（,Logistics management,）,物料管理,實物輸配,顧客,行銷,製造與,勤 務,採購,第一階,供應商,第二階,供應商,製造規劃與管制系統,Source: ven Wheele 2000,Production,Planning,Master Production,Scheduling,Material Rqmts,Planning,Timed-phased,Rqmts Records,Material and,Capacity Plans,Purchasing,Vendor,Follow-Up Systems,Shop-Floor,Control,Resource,Planning,Rough-Cut,Capacity Planning,Routing,file,Bills Of,Material,Inventory,Status,Order,Release,Detailed,Capacity Planning,Demand,Management,供應市場與廠商之特性分析,KeyMtl Def,材料供不應求，造成,Allocation,對不同地區之,Support Policy,不同,Supplier,行銷,Channel,複雜，商社與工廠溝通不良,Lead Time,變化大,Supplier,產能利用率高，擴充彈性,Supplier,因其上游原料被控制，致,Commitment,無效,Supplier,材料,Version,變動頻繁,日商重視長期關係,部分美商重視短期利益，會因漲價造成供應中斷,Supplier,對,Order,之,Confirmation,週期縮短（如,DRAM,，,逐月,Confirm,）,市場由少數供應商把持,供應來源為海外，,Lead Time,控制較不易,因升值，,Local Supplier,之價格偏高,