1. ……PRICESIt’s unwise to pay too much. But it’s 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 can’t make a little
worse and sell a little cheaper --- and people who consider price alone
are this man’s lawful prey.
英國思想家 John Ruskin (1819-1900)CAPM_2002
7. 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)CAPM_2002
8. 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 statusCAPM_2002
9. 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 Contractor's "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 capacityCAPM_2002
10. 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)」CAPM_2002
12. 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,。CAPM_2002
13. 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 costsCAPM_2002
14. 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)CAPM_2002
15. 全面品質管理 TQM品質是每一個人的責任 (Everybody’s 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)CAPM_2002
19. 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: 1CAPM_2002
20. zDefect per Million 2 308,537
3 66,807
4 6,210
5 233
6 3.4366 Measurement20,000
Times
ImprovementCAPM_2002
21. SIX SIGMA PERFORMANCE20,000 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 yearSeven 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 year99% Good (3.8 Sigma)99.99966% Good (6 Sigma)CAPM_2002
23. 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 managementCAPM_2002
24. 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 policyCAPM_2002
32. 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 statusCAPM_2002
33. 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
34. 七、有效的品質管理及績效評估CAPM_2002
35. 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 performanceCAPM_2002
36. 供應商管理的要件ualityosteliveryerviceDefect
PreventionOpen Book ManagementCycle Time & Lead TimeResponsivenessCAPM_2002
56. 電腦化的材料管理系統 ComputerUsing
departmentMRP
scheduleHand-written
requisitionReview by
materials plannerReview by
buyerBuyer
changesRevised
requisitionPurchase
order copiesPurchase Order and
acknowledgment formComputerPrinted purchase
requisitionRequisition
entryCAPM_2002
57. 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CAPM_2002
58. e-Procurement 電子化採購Log-in Intranet
Internal Procurement Website
User ID: XXXXX
Password: XXXXXElectronic RFA FormCheck budget
Aggregate other similar requisitionsOnline ApprovalOnline catalogContracted supplierElectronic Funds Transfer (EFT) accountGoods deliveredPOPO 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CAPM_2002
60. Employing Electronic Commerce to Maximize Benefits:Phases of Electronic Commerce ValueExtend Market Reach
Extend Product or Service Offerings
Create New Information-Based ProductsNew Distribution
Channel, Product
or Service
Business Model
Change
Pipeline Velocity (Productivity)
Value Engineering Analysis
Quality
Cash FlowReduction of Inventory
Reduction of Manufacturing and Delivery Cycle Time
Reduction of Labor
Lower Open A/R DaysOperational
Efficiency
Number of Trading Partners
Number of Transactions
Reduction of Paper Overhead
AccuracyPaper
ReplacementValue
of EC2 Years5 YearsCOMPLEXITYNew Distribution
Channel, Product
Or Service
Extend Market Reach
Extend Product or Service Offerings
Create New Information-Based Products
64. P Paperless thinking e-世代的思維
R Reliable performance 追求有效成果
O Open-minded 虛心、坦懷
C Changing management 「變」的管理
U Usefulness 有效性的管理
R Response quickly 快速反應能力
E e-Tool 善用資訊科技
M Money machine 創造資源利潤
E Endless resources 資源的無限化
N Network building 建立網路人脈T Threat avoidance 排除生存風險採購/供應管理應對之道CAPM_2002
67. PRODUCT PORTFOLIOLEVERAGE PRODUCTSSTRATEGIC PRODUCTSROUTINE PRODUCTSBOTTLENECK PRODUCTSAlternative sources
of supply available
Substitution possibleCritical for product’s
cost price
Dependence on supplierLarge product variety
High logistics complexity
Labor intensiveMonopolistic market
Large entry barriersCompetitive biddingPerformance based
partnershipSystems contracting+
e-Commerce solutionsSecure supply + search
For alternativesHighHighLowLowSUPPLY RISKIMPACT ON
FINANCIAL RESULTS
68. SUPPLIER PORTFOLIOLEVERAGE SUPPLIERSSTRATEGIC SUPPLIERSROUTINE SUPPLIERSBOTTLENECK SUPPLIERSMany competitors
Commodity productsMarket leaders
Specific know-howLarge supply
Many suppliers with
dependent positionTechnology leaders
Few, if any, alternative
suppliersBuyer dominated
segmentBalance of power may
differ among buyer-supplierReduce number of
suppliersSupplier dominated
segmentHighHighLowLowSUPPLY RISKSUPPLIER IMPACT ON
FINANCIAL RESULTS