CHAPER TWOPROCUREMENT.docx

CHAPER TWOPROCUREMENT.docx

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CHAPERTWOPROCUREMENT

商学院双语课程

《供应链与物流管理》

Logistics&SupplyChainManagement

授课教案

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授课教师：

姜阵剑

Contents

CHAPTERONETheINTRODUCTIONofLogistics2

ChapertwoPROCUREMENT12

CHAPTERTHREEMARKETING21

CHAPTERFOURlogisticsINFORMATIONmanagement32

chapterfivetransportation44

chaptersixWAREHOUSEMANAGEMENT60

CHAPTERSEVENSTOCKCONTROL69

CHAPTEREIGHTLOGISTICDECISION-MAKING76

CHAPTERNINELogistics/Supply-ChainManagement86

CHAPTERTENMARKETECONOMYSOLUTIONS102

CHAPTERELEVENNETWORKECONOMYSOLUTIONSOFSCM109

CHAPTERTWELVESELECTINGSUPPLYCHAINSOLUTION121

CHAPTERTHIRTEENinternationaltrade131

CHAPTERFOURTEENLogisticsBestPractices138

CHAPTERFIFTEENBestPracticesCompaniesinSCMAction148

ChapterTwo

Procurement

BasicRequirements:

通过学习，使学生掌握采购的定义以及影响采购成本的各种因素，了解采购系统的应用和采购合同的签署过程。

MajorPoints:

影响采购成本的各种因素。

DifficultPoints:

采购系统的应用。

2.1Definition

Procurementistheprocessofobtainingallthegoodsandservicesrequiredbyanorganizationfromexternalsources.Theaimistoobtainthebought-ingoodsandserviceatthelowestpossibletotalacquisitioncost.Thisdoesnotmeansimplythelowestpossiblepurchaseprice,thoughthatisthestartingpoint.

Infact,thetotalacquisitioncostinvolvesacomplexmixoffactorssuchasthefollowing：

1）Bestpurchasepricecommerciallyavailable；

2）Hiddencostsofstockholdingandinternaladministration；

3）Costofpoorqualityandlatedelivery；

4）Lossofinterestonearlypayments；

5）Operationalandmaintenancecost；

6）Costsarisingfromanegligentorfailedsupplier；

7）Costsofdisposaland/orrecycling.

Atamorestrategiclevel,itincludesthefollowingactivities：

1）Analysisofconditionsandopportunitiesinthesupplymarket；

2）Evaluationofpotentialsuppliers；

3）Calculationoftotalcostofacquisition；

4）Jointresponsibilitywithusersforagreeingspecifications；

5）Developmentofsourcingstrategies.

Atableabouttheconditionoftheenterprisefinanceaffairwouldillustratethefunctionofthelevertheory.Supposeouraimistodoubletheprofit.Theenterprise’stotalsaleisahundredmilliondollars,whiletheprofitisfivemilliondollars.60%ofthesaleisforthebought-ingoodsandservice,therestcostincludeslaborservices,salaryandthegeneralmanagementcost.Theproblemis:

howmuchshouldweincreaseorreduceonthesaleamount,productsprices,laborservices,salaryandthegeneralmanagementcost,ortheprocurementamountsoastoimprovetheprofitfromthepresentfivemilliondollarstotenmilliondollars?

Table2.1liststhechangingrangesofeachitemfortheimprovementofprofit.Wecanseefromitthatexceptforprice,alltherestitemsshouldexperiencealargerangeofchangesinordertodoubletheprofit.Evenforthesingleitemofprice,theseveremarketcompetitionwouldmaketheriseimpossible.Whenitcomestothecost,thoughit’simpossibleforustocontrolthemajorpartofthecostoftheprocurement,it’susuallypossibletoreducethecostsignificantlythroughsomesimpledevices.Forinstance,wecanasktwosupplierstobidforthesameproducts,cooperatecloselywiththesupplierstocontrolthecost,takeadvantageofthequantitydiscountbythesuppliers,orchoosecarefullythesourcesofproducts,transportingrouts,transportingmethods,etc..Aninsignificantpercentageofthereducinginthoseaspectswouldrealizeasignificantdropintheabsolutecostandincreaseintheprofit.

Sale

Price

LaborServicesandSalary

GeneralManagementCost

Procurement

PresentValue

+17%

+5%

-50%

-20%

-8%

Sale

100

117

105

100

100

100

Bought-inGoodsandService

60

70

60

60

60

55

LaborServicesandSalary

10

12

10

5

10

10

GeneralManagementCost

25

25

25

25

20

25

Profit

5

10

L0

10

10

10

Table2.1:

Anexampleofimprovementinprofitbymeansoflevertheory

Theimportanceofprocurementnotonlyliesinitsfunctionintheimprovementofprofit,butalsotheloweringinthebaseofanenterprise’scapitalbyalowerpurchasingprice,andthusallowingtheimprovementinanenterprise’scapitalreturnpercentagetooverweighttheloweringintheprice.Forinstance,supposethetotalsaleintheaboveexampleis100milliondollars,total

costis95milliondollars,whilecapitaloftheenterpriseis50milliondollars,20millionofwhichisinventory.Thecostofbought-inmaterialoccupies50%ofthesale.AccordingtothefollowingModalofStandardCapitalReturnRateofTable2.1（Unit:

10,000dollars）:

Figure2.1：

AModelofProcurementCapitalReturnRate

Howmuchwouldbetheriseincapitalreturnrateifpurchasingpricecoulddropby5%?

Duetothefunctionoflevertheory,suchasmallrangeofchangesinpricewouldincreasetheprofitby50%.Ontheotherhand,thedropinpricewouldmaketheinventoryvaluedropto95%oftheoriginal;whenpurchasingpricedropby5%,totalcapitalwoulddrop5000×5%=2.5milliondollars,profitwouldriseto7.5milliondollars,totalcapitalwouldthuschangeto92.5milliondollars,grossprofitrate7.5%,inventory19million,totalcapital49million,capitalbaseoftheenterprisewouldbelowered,andtheturnoverspeedwouldthenrisefromtheoriginal2.00to2.04,capitalreturnratefrom10%to15.2%withariseof53%.

2.2ApplicationofProcurementSystems

Procurementsystemscanenabletheintegrationofprocurementactionswiththoseofthewiderlogisticsfunctions.Computerizedprocurementsystemshavebeendevelopedandimplementedusingpurchasingsoftware,MRPandMRPIIsoftware,electronicdatainterchange（EDI）,enterpriseresourceplanning（ERP）softwareandsupplychainmanagement（JIT）software.

Enterpriseresourceplanning（ERP）automatesthetasksinvolvedinperformingabusinessprocessandgivesthemtransparencyacrossthewholeorganization.Forexampleorderfulfillmentinvolvestakinganorderfromacustomer,deliveringitandinvoicingforit.ModuleswithintheERPsystemcanincludecustomer-relationshipmanagement,supply-chainmanagement;demandplanning,componentmanagement,productdatamanagement,andtransportationmanagement

Automaticplanningandscheduling（APS）isgenerallyamoduleofanERPorMRPsystem,whichgathersandanalysesdataonsales,purchases,productionandinventorytoensurethattherightmaterialsrequiredfortheproductionprocessarealwaysavailableattherighttime.

Justintime（JIT）isaphilosophywhichminimizesstockholdingbymatchingdeliveriestothepointintimewhentheyarerequiredforconsumption.Itismostapplicabletomanufacturingwherespecificquantitiesandqualityofpartsarerequiredforproductionlines.JITreliesontheco-ordinationofproductionandpurchasingtoensuresynchronizationofsuppliesandmanufacture.Controlrightthroughthesupplychainiskeybecausethesuppliesmustbeoftherightqualityandquantity,aswellasbeingdeliveredatpreciselytherighttime.Electronicdatainterchange（EDI）enablesdirectelectroniclinkswithsuppliersbutthisisnowbeingsupersededbyWeb-basede-procurementsystems.

Becausetherearemanybuyersandmanysuppliers,allindifferentsupplychainsandrelationships,therearevariousoptionsastolocationfore-procurementsystems.Inthesellsidemodel,thesuppliermountssoftwarethatenableseachbuyertobrowseandpurchase.Thiscouldbeasinglesupplierorconsortia.Inthebuysidemodel,thesuppliershavetobringtheirofferingstothebuyer.Marketplacesarewherethirdpartiessetupanelectronicportaltoconnectbuyersandsellers.

Thisiscalledthemarketplacemodeorportalmodel–or,whenitservesaverticalmarket,thevortalmodel.Allthesee-procurementoptionsrelyonthecreatingandmaintenanceofelectroniccataloguesandaninterfaceorintegrationwithinternalcomputersystems.Theonlineauctionallowssupplierstotenderinatransparentprocessmanagedbythebuyeroritsagent,andbuyerscanusestandardizedcriteriaformakingpurchasingdecisionsinautomatedauctions.Themovetotradingnetworksandmultiplesupplychains,alongwiththetransparencycreatedbytheinstantexchangeofinformation,willfundamentallyalterbuyer-sellerrelationships.

2.3ProcurementPlanningandSpecifications

Procurementplanningshouldgeneratethenecessaryinformationtoformulateprocurementplans.Aprocurementplanmayincludethefollowing:

1）Scheduleofrequiredgoodsandserviceswithestimatedquantitiesandrequireddeliverydates（linkedtosupplyleadtimes）;

2）Contractsrequiringrenewalwithexpirydatesandleadtimeforrenegotiation.

Acontractplanforaspecificcontractmustallowadequatetimeforpre-contractorupstreamcontractactivities,suchas:

riskassessment,strategydevelopment,identifyingandevaluating

potentialsuppliers,issuingandreceivingtenders,evaluatingtendersanddraftingthecontract.

Informulatingtheseplans,procurementmustbemindfuloftherequirementsplacedonsuppliers,suchastimeallowedforreturnoftenders.Onceacontracthasbeenplaced,procurementmustensurethatagreedcontractualrequirementsareincorporatedintotheoverallplan.Supplierperformancecanthenbemeasuredagainstthis.

Specificationisadescriptionofwhatacustomerwantsfromasupplier.Thepurposeofaspecificationistocommunicatetoasupplierwhatisrequired,sothattheproductorservicesuppliedmeetstheneedsoftheorganization.Specificationscanbe:

simple,forexampleiftheyrelatetoproductsineverydayuse;complex,forexampleforserviceswithperformancestandardsandperformancemonitoringrequirements;framedinsuchawayastoallowthesuppliertoprovideinnovatives