??? ??????? Procurement and Outsourcing Strategies

1
??? ???????Procurement and Outsourcing Strategies

• ? ? ? ? ?Supply Chain Management

2
??(1)

• ?1990??,????(Outsourcing)???????????
• An easy way to increase profits????????????????
  ???????????
• Nike, Cisco, Apple outsource most of their
  manufacturing
• Each could focus on research and marketing
• ???????????????????????????
• Nike ?????????????????,?????????????,??????????

3
??(2)

• ??,??????????????(???????)?????,???????????
• ????,???????????????????,?????????????????????????
  ????
• 2001 Nike reported unexpected profit shortfalls
  due to inventory problems
• 2000 Cisco had to write down billions in
  obsolete inventory
• 1999 Apple was unable to meet customer demand
  for new products

4
???????

• ????90??,????? ??????????????????
  ??????????????????

5
???????????(1)

• ????(Economies of Scale Reduce Manufacturing
  Costs)
• ?????????,??????????????,???????
• ????(Risk Pooling Demand Uncertainties are
  Transferred)
• ??????????????????CEM(Contract Equipment
  Manufacturers,???????)?
• ?CEM????,???????????,??????????????????
• ??????(Reduced Capital Investment)
• ?????????????CEM???,??????????,???????????CEM??

6
???????????(2)

• ?????????(Focus on Core Competencies)
• ?????????,????????????????
• ???????,????????????????????,?????????????????????
  ?,???????
• ????(Increased Flexibility)
• ??????????????
• ??????????????????????
• ???????????

7
?????????(1)

• ???????(Loss of Competitive Knowledge)
• ???????????,??????????
• ???,????,??????100???????????????,???????????
• ??,??????????????,??????????????????????,?????????
  ???????

8
?????????(2)

• ????(Conflicting Objectives)
• ???????????????????
• Flexibility vs. long-term, stable commitments,
  etc.
• ??,????????????????,???????,????????????,?????????
  ??????,???????????????????????????
• ?????????,??????????????
• ???????,??????????
• ????????????,???????????????

9
???????

• ??????(Dependency on Capacity)
• ?????,?????????????????????,????????????
• ??????(Dependency on Knowledge)
• ?????,??????????????????????????,??????????
• ????,??????????????????,??????????????????

10
????(1)

• ??????????????,??????????????
• ????????????,?????????(Integral)??????(Modular)??

11
?????

• Modular Products Independent Components
• ?????????????????????????
• ??????????????????
• ????????
• ?????????
• ?????????
• ????????
• ?????????????????????
• ?????????????

12
?????

• Integral Products Components are Tightly
  Related
• ?????????????????????????????
• Designed as a system
• Not off-the-shelf components
• Evaluated based on system performance
• ????????
• ??????????????????
• ????????????,??????????????????
• ???????????????,????????
• ???????,??????????

13
????(2)

• ??????,??????100??????????,??????????
• ?????????????(?????)????????????(???)
• ??????????????,??????????????????????,???

14
??/??????(1)
? ? ???????????? ?????????,???? ?????????????
????? ????? ??????? ????????????
????? ????????? ???,???? ?????????
15
??/??????(2)

• ?????????????????/?????,??????????????
• ????????,????????,??????????????
• ????????????,????????????????
• ?????????,???????,???????????????????????????,????
  ????????????
• ????????
• ????????????,??????????
• ????????,???????????????

16
?????(e-Procurement)

• 1990?????????
• ?????,????????????????????,????,??????????????????
  ??????
• ?1990???????,B2B?????????????,????????????
• 1998??2000??,??????????????????(e-markets),???????
  ????????????
• ????????,?????????????????????????????????????

17
??????????

• ???????????????????
• ?????????????
• ?????????
• ????????????????????
• ?????,????????????,????????
• ???????????

18
????????

• ?????(Transaction Fee)
• ???????,??????,????????
• ????????????,???????1?5??
• ???(Licensing Fee)
• ????????????????,???????????????
• ???(Subscription Fee)
• ???????????????????????????,????????????

19
???????(1)

• ?????(??)????(Value-Added Independent or Open
  e-Markets)
• They are expanding their offering to include
  inventory management and financial services
  (Zoho) supply chain planning (Covisint, e2open,
  Converge, TheSupply)
• ??????(Private e-Markets)
• Dell.com (Dell), eHub (Cisco), IBM, Sun
  Microsystems and Wal-Mart
• These companies use the marketplace to improve
  supply chain collaboration
• Providing suppliers with demand information and
  production data

20
???????(2)

• ???????(Consortia-Based e-Markets)
• Covisint (automotive), Trade-Ranger (oil),
  Omnexus (chemicals), e2Open and Converge
  (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
• ???????(Content-Based e-Markets)
• Focus on Maintenance, Repair and Operations (MRO)
  goods
• These are components that are not part of the
  finished product or the manufacturing process but
  are essential for the business
• Examples include lighting, office supply,
  fasteners,

21
Value-Added Independent or Open e-Markets Example

• Instill.com 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 not only procurement services, but also
  forecasting, collaboration and replenishment
  tools.

22
????????????????
???????? ??/???????
??? ???????? ????,?????????????????
?? ?????????? ?????????? ???????????? ??????? ??????????
??? ???????? ????,????
????? ?????????? ?????????????
?????? ?????? ?????????
????? ?????? ??????????? ?????????? ????????,???????? ??????? ??????????
23
Private vs Consortium-Based Public Markets (1)

• Owner
• Single vs Co-Op
• Objective
• 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 Market
• Buyer Cost
• Private Building and maintaining the site
• Consortia Subscription fee licensing fee

24
Private vs Consortium-Based Public Markets (2)

• Supplier Cost
• Private No fee
• Consortia Subscription fee Transaction fee
• Challenges
• 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

25
E-Procurement The Reality(1)

• Automotive Industry
• Covisint was established in early 2000 by the
  Detroits big three automakers
• It now also includes Renault, Nissan, Mitsubishi
  and Pegeot
• Volkswagen established its own private e-market
• Volkswagen e-market provides not only similar
  capabilities to that of Covisint but also
  real-time information on production plans so that
  suppliers can better utilize resources

26
E-Procurement The Reality(2)

• Companies conducting greater than 20 of
  procurement transactions online have reduced
  their transaction processing cost by nearly a
  third (Hackett Benchmarking)
• Product savings and process cost improvements
  effect operating cost by 10 (Credit Suisse First
  Boston Technology Group)

27
?????????

• ????????????????????,??????????????
• ??????(Strategic Components)
• Part of the finished product
• Not only industry specific but also company
  specific
• Examples PC motherboard and chassis
• ????(Commodity Products)
• Can be purchased from a large number of suppliers
• Price is determined by market forces
• Examples Memory unit in a PC
• ?????(Indirect Materials)
• MRO(Maintenance, Repair, and Operation)

28
????????

• ??????????????????????????????
• ????????????
• Uncertain Demand (Inventory Risk)??????,???????
• Volatile Market Price (Price Risk)????,???????
• Component Availability (Shortage
  Risk)??????,???????,?????????????????

29
Risk Commodity Products

• Can be purchased either
• in the open market through on-line auction, or
• through the use of long term contracts
• Long term contracts guarantee certain level of
  supply but may be risky for the buyer
• Inventory risk, shortage risk or price risk

30
???????(1)

• ?????(Indirect Material)
• Typically low risk and hence the focus is on
  content based hubs(?????)
• The objective is to use an MRO-hub that
  specializes in unifying catalogues from many
  suppliers
• Examples MRO.com, Grainger on-line catalogues

31
???????(2)

• ??????(Strategic Components)
• Typically high risk components that can be
  purchased from a small number of suppliers
• The objective is to use private or
  consortia-based e-marketplace(??????????)
• The focus is on an e-marketplace that allow
  collaboration with the suppliers
• Consortia or Private?
• Transaction volume
• Number of suppliers
• Cost of building and maintaining the site
• The importance of protecting proprietary business
  practices
• Technology and product life cycles

32
???????(3)

• ????(Commodity Products)
• Products go directly into finished goods
• High risk
• Many potential options to choose from
• Spot Purchasing
• ????
• ????(Long-Term Contracts)
• Buyer and supplier commit to certain volume
  (called the base commitment level)
• Supplier guarantees a level of supply for a
  committed price
• ???????????(Flexible or Option Contracts)
• Buyer pre-pay a relatively small fraction of the
  product price up-front, in return for a
  commitment from the supplier to satisfy demand up
  to a certain level (called the option level)
• The buyer can purchase any amount up to the
  option level by paying additional price for each
  unit purchased
• ????(Spot Purchasing)

33
????????????
???? (???) N/A
??????? (??) ???? (??)
??????,????????????????,???????