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1、1外文翻譯原文PurchasingMustBecomeSupplyManagementMaterialSource:HarvardBusinessSchoolAuth:PeterKraljicWheneveramanufacturermustprocureavolumeofcriticalitemscompetitivelyundercomplexconditionssupplymanagementisrelevant.Thegreat
2、ertheuncertaintyofsupplierrelationshipstechnologicaldevelopmentsphysicalavailabilityofthoseitemsthemeimptantsupplymanagementbecomes.Acompany’sneedfasupplystrategydependsontwofacts:(1)thestrategicimptanceofpurchasinginter
3、msofthevalueaddedbyproductlinethepercentageofrawmaterialsintotalcoststheirimpactonprofitabilitysoon(2)thecomplexityofthesupplymarketgaugedbysupplyscarcitypaceoftechnologymaterialssubstitutionentrybarrierslogisticscostcom
4、plexitymonopolyoligopolyconditions(seeExhibitI).Byassessingthecompany’ssituationintermsofthestwovariablestopmanagementsenipurchasingexecutivescandeterminethetypeofsupplystrategythecompanyneedsbothtoexploititspurchasingpo
5、wervisvisimptantsupplierstoreduceitsriskstoanacceptableminimum.Attractivenewoptionsseriousvulnerabilitiesbothmaycometolightastheassessmentexplesquestionslikethese:1.Isthecompanymakinggooduseofopptunitiesfconcertedactiona
6、mongdifferentdivisionssubsidiariesCombiningthesupplyrequirementsofdifferentdivisionscanincreasethecpation’stotalbuyingclout.Oneinternationaltransptationcompanywasbuyingthreekindsoffuelseparately:bunkeroilfshippingjetfuel
7、fairfreightgasolineftrucks.Onlyafterconsolidatingcombiningthesevolumesatthecpatelevelcouldthecompanybringitstruebargainingweighttobear.2.CanthecompanyavoidanticipatedsupplybottlenecksinterruptionsWhenanautomotivepartsmak
8、eranalyzeditssinteredmetalcomponentssupplymarketfromwhichithadbeensourcingfyearsitdiscoveredthatpoliticalinstabilitywasjeopardizingitssupply.Thecompany’stopmanagementpromptlyderedachangeinpurchasingpolicytobuildupalterna
9、tivedomesticsources.3.HowmuchriskisacceptableVendmixextentofcontractual3slackeningmarketgrowth.Searchingfwaystoimprovethepicturethecompanyfoundthatsupplieswerecriticaltotheproductionofitsweldingwireselectrodes.Togetherju
10、stfiveoutofthe470differentitemsitpurchasedaccountedfmethan60%ofthecompany’stotalpurchasingvolumeof$135million.TakingintoaccountdemgrowthqualitystardslogisticsthecompanythenanalyzedtheEuropeanmarketfthesefiveitemsinlighto
11、fitsownplantbyplantrequirements.Athirdstepdeterminedthecompany’spositionagainstawiderangeofindividualsuppliersassessedtheriskofincreasingthesharesourcedfromeachone.Finallythecompanydevelopedseveralstrategicsupplyscenario
12、seachinvolvingadifferentmixofsuppliersdifferentassumptionsaboutpricevolumerisk.Thescenariosrangedfromverylowrisk(totaldependenceonwellestablishedsources)toveryhigh(mostpurchasesfmlesserknowngeographicallydispersedsupplie
13、rs).Costbenefitanalysesofeachenabledmanagementtopinpointseveralopptunitiesfsubstantialimprovement.Ononekeyitemaloneelectrodewirethecompany’spotentialannualsavingsrangedfrom$1.5millionto$6.3million3%to12%ofthetotalcost.Su
14、pplystrategiesthecompanywkedoutfotherkeyitemsresultedinanoverallsavingof10%onpurchasedmaterialsaddingsome3%to4%tothecompany’spretaxprofits.Actionplansdecisionmonitingrulesdevelopedfeachitemenabledbuyerstoimplementthenews
15、ourcingstrategypermittedmanagementtomonitpurchasingactivitiesregularlyinsomecasesonadaytodaybidbybidbasis.AlargeU.S.basedmakerofelectricalequipmentcategizedcastingsasakeystrategicpurchaseditemsystematicallyanalyzeditsown
16、demintermsoftheannualvolumerelativecomplexityofeachtypeofcasting.Itassessedfoundrybyfoundrythecapabilitiesofeachpotentialsupplierdecidedbycomparingalternativesupplyscenarioswhichwasthebestfit.Theresultingnewmixofoutsides
17、uppliersreducedthecompany’soutlaysfcastingsby5%to15%significantlyimproveditscompetitivecostposition.Anxioustoreducetherisksassociatedwithcurrentsourcesoffeedstocksupplyamultinationalchemicalcompanyrevampeditsentirepurcha
18、singstrategyganization.Outofmethan5000purchaseditemsthecompanydefined75asstrategicbottleneckfeedstocks.Detailedanalysisofbothdemsupplyconfirmedthatthankstothesheervolumeofitspurchasesthecompanyenjoyedastrongpositioninmos
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