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4.1.1Typesofsupplyrelations
Whilecompaniesareinterestedindecentralizing,downsizing,andforgingalliancestodevelopandproduceproductsordeliverservices,thedecisionofoutsourcingorestablishingvirtualintegrationwithsuppliersshouldbebasedonthenatureoftheproductacompanyproducesanditsproductionsystem.Whenaproductcanbedevelopedwithoutrelyingonsuppliers,verticalintegrationandautonomousdivisionsaregoodchoices.However,whenaproductcanbeproducedonlyinconjunctionwithrelatedsuppliersandcomplementarypartsandcomponents,alliancesandvirtualintegrationwillbeabetterchoice.
Asacompanymovestowardself-sustainedcentralizationandrelieslessonsuppliers,itsabilitytocoordinateactivitiesandsettleconflictsincreases,whileitsincentivetotakeriskdecreases.Furthermore,whenacompanychoosestooutsourcemostofitsoperations,itsabilitytomanagemarketcompetitionincreases.Table3.1presentssixpossiblesupplierrelationships.Verticalintegration,autonomousdivision,arm’slengthrelationship,jointventure,strategicalliances,andvirtualintegrationareallwaysthataproductcanbeproducedorservicebedelivered.
VerticalIntegration:
thedegreetowhichafirmhasdecidedtodirectlycontrolmultiplevalue-addstagesfromrawmaterialproductiontothesaleoftheproducttotheultimateconsumers.Themorestepsinthesequence,thegreatertheverticalintegration.Amanufacturerthatdecidestobeginproducingpartsandcomponentsthatitnormallypurchasesissaidtobebackwardintegrated.Likewise,amanufacturerthatdecidestotakeoverdistributionandperhapssalestotheultimateconsumerisconsideredforwardintegrated.PerdueFarmsthatwediscussedinChapter1isanexampleofverticalintegrationcompany.
AutonomousDivisions:
betweentheverticallyintegratedcorporationandthejointventureistheautonomousdivision.Productcanbemanufacturedindependentlyfrompartsandcomponentsproducedwithinthedivisionofalargecorporation.NipponSteelCorporation,theworld'
slargestintegratedsteelmaker,discussedinChapter2isanexampleofautonomousdivisions.
Arm’slength:
arm’slengthisatransactionrelationship.Thesellerusuallyoffersstandardizedproductstoawiderangeofcustomers.Negotiationfocusesonlowprice.Whenthetransactioniscomplete,therelationshipends.
JointVenture:
jointventureisanagreementbetweentwoormorefirmstosharerisksinequitycapitalinordertoachieveaspecificbusinessobjective1.Boeinghasjointventurerelationshipswithitslarge-accountcustomer’snativecountries.Forexample,Japanesecompanies,suchasMitsubishiHeavyIndustries(MHI),KawasakiHeavyIndustries(KHI)andFujiHeavyIndustries(FHI)havesuppliedBoeingformorethan30years.
StrategicAlliances:
strategicallianceisalong-term,goal-orientedpartnershipbetweentwocompanieswhosharebothrisksandbenefits.Forexample,insteadofpushingforapricecut,Toyotabuildsstrategicallianceswithsuppliersandfocusesonavalue-basedsupplyrelationship.Bydoingthis,Toyotahasbeenatopsellingautomakerinthemarketplace.
VirtualIntegration:
virtualcompaniescoordinatemuchoftheirbusinessthroughthemarketplace,wherefreeagentscometogethertobuyandselloneanother’sgoodsandservices.Thus,virtualcompaniescanharnessthepowerofmarketforcestodevelop,manufacture,market,distribute,andsupporttheirofferingsinwaysthatfullyintegratedcompaniescannotduplicate.DellInc.’sdirectmodelisanexampleofvirtualintegration.
Table4.1TypesofSupplyRelationships
SupplyRelations
OrganizationalStructure
Commitment
VerticalIntegration
Centralizedorganization
Directlyownsmultiplevalue-addstageswithinthecompany
AutonomousDivision
Moderatelycentralized
Betweenverticallyintegratedcorporationandjointventure
Arm’slength
Nojointcommitmentandoperationsbetweenthesellerandbuyer
Whenthetransactioncompletes,relationshipends
JointVenture
Certainlevelofcommitment
Agreementtosharerisksinequitycapital
StrategicPartnership
ModeratelyDecentralized
Long-termrelationships,sharingbothrisksandbenefits
VirtualIntegration
Decentralizedorganization
Coordinatemuchofthebusinessthroughthemarketplace
4.1.2Strategicsourcing
Strategicsourcinggoesbeyondjustpurchasingande-procurement.Strategicsourcingplaysaproactiveroleinimplementingafirm’soverallgoalsandbusinessobjectives.Thelong-termfocusistoestablishcooperativesupplierrelationshipstomatchafirm’scompetitivestance.Sourcingperformanceismeasuredintermsofcontributionstothefirm’soverallsuccess.
Strategicpartnersinvolvedinstrategicsourcingusuallyhaveahighdegreeofunderstandingbetweentradingpartnerswithrespecttoeachother’sgoalsandbusinesspractices.Thereisahighdegreeofconfidenceandwillingnessbetweenthetradingfirms,andanagreementregardingmattersofbenefitsandrisk.Strategicpartnershaveahighdegreeofcompatibilityofactivities,resources,andgoals.Thecommunicationprocessbetweenstrategicpartnerstendstobetimelyandcredible.Activitiesaresmoothlycoordinatedbetweenthepartners.
Strategicsourcingaffectseveryfunctionofanorganization.Firmsneedtothinkabouttheirrelationshipswiththeirsuppliersandreconsidertheirentiresupplychainfromsupplierstocustomers.Thecomplicatednatureofstrategicsourcingcausescompaniestorethinkwhatmaterialsandservicestopurchase,outsource,orproducein-house.Oncethesedecisionsaremade,computersystemsneededtoaccommodatesourcingactivitiescanbeselectedaccordingly.
Strategicsourcinghasalsobeenpopularizedintheserviceindustry.Forexample,AlabamaPowerhasmadeallianceswithsomeofitskeysuppliers,includingthosethatgivetheutilityprioritywhenitneedsmaterial.TheyestablishedacoalitiongroupcalledtheMutualEmergencyMaterialSolutions(MEMS).MembersofMEMScollaborateduringemergenciesandshareinformationonmaterialsources.
4.1.3Supplybasedevelopment
Thesupplybasereferstoalistofsuppliersafirmusestopurchasematerials,services,orinformation.Manyorganizationshavecometorealizetheimportanceofhavingasupplierbasethattheycanrelyontoprovidematerialsandservicesthatmeetthedesignspecifications,toconsistentlyoffercompetitiveprices,andtodeliverproductsontime.Thissupplierbasereliesonstrategicpartnerships.Thepartnersarenotonlywillingtogotheextramileforeachother,butalsoaretruthfulaboutquality,prices,promises,andduedates.Thisrelationshipforgesloyaltyamongthepartnersandcreatesfinancialsuccessinthesupplychain.
Manycompanieshavecometorealizethatiftheypurchasealargequantityfromasmallersupplierbase,itwillenablethemtoachievevolumediscounts,reduceadministrationcosts,andcooperateonproductdevelopment.Thereissomereportedevidenceoftheadvantagesofsupplybasereduction.Forexample,world-classmanufacturersintheautomotivesectorhavereducedtheirsupplierbasetypicallyby50%andhavemovedtosingle-sourcingandonesupplierperpartthroughoutthemid1990s.Inthe1980s,Xeroxreduceditssupplybaseby90%toconsolidatevolumeintooneorfewersuppliers.
Toyotaiswell-knownforitssupplierbasemanagement.Unlikesomelargemanufacturerswhoputpressureforcostcuttingdisproportionatelyontosuppliers'
shoulders,Toyotaconcentratesonavalue-basedsupplierbasemanagementtobuildandmaintainacollaborativesupplierstrategy.Bydoingthis,Toyotaismorecompetitiveinthemarketplace.
Aimedatcostandqualitycontrolattheprocesslevel,ToyotarecognizesthatfulfillingtheenterprisepotentialoftheToyotaProductionSystemrequiresasubstantialculturalshifttowardsuppliercollaborationandcontinuousimprovement.Forinstance,Toyota'
s$800millionfacilityinTexasassemblesthefull-sizedTundra.Supplierproximitywasaconcernthatwassolvedbyincorporatinganon-sitesupplierparkthataccommodates21suppliers.Toyotahasdemonstratedacommitmenttostrengtheningitssuppliers.WhenVisteonandDelphiwereseparatedfromFordandGM,Toyotacontinueditscommitmentofclosecollaborationwiththetwocompanies,includingincreasingitsequitypositioninthesuppliers.
Cultivatingasuccessfulsupplierbaserequiresafirmtohaveagoodunderstandingofitscorecompetenceandconductabaselineanalysisofitsbusiness.Afterthecorecompetencehasbeenidentified,afirmisabletodeterminewhatshouldbeoutsourcedandwhatshouldbeproducedin-house.Then,ananalysisofbusinessactivitiescanbeconductedtodeterminethebaselinecostandperformance.Forexample,StarwoodHotels&
ResortsWorldwideisaleaderinthehospitalityindustry.Itscompetitivesuccessisdependentuponitsabilitytoattractandretainguests.Afteranalyzingitscorecompetency,StarwoodHo