第章采購(gòu)及外包戰(zhàn)略

1、采購(gòu)與外包采購(gòu)與外包 Procurement and OutsourcingLecture Outline1) FreeMarkets Online2) B2B Strategies3) B2B Pitfalls4) Outsourcing講義大綱1) FreeMarkets在線2) B2B戰(zhàn)略3) B2B的缺陷4) 外包FreeMarkets OnlineFreeMarkets is an online market making firm that enabled industrial buyers to link up with their potential suppliers in

2、a live electronic biddingThe end result of such interaction among a network of suppliers was procurement cost savings of about 15% for the buyers The company was founded in 1995 and was on the verge of breaking even in 1998 It was expecting to receive commissions and fees of nearly $6 million for ar

3、ranging procurement of $200 million worth of industrial components and partsFreeMarkets在線FreeMarkets是一個(gè)電子自由市場(chǎng)在線公司，其將產(chǎn)業(yè)購(gòu)買(mǎi)者與潛在供應(yīng)商通過(guò)電子競(jìng)價(jià)系統(tǒng)聯(lián)系起來(lái)；這種與供應(yīng)商互動(dòng)的結(jié)果是為購(gòu)買(mǎi)者節(jié)省了15%的采購(gòu)成本公司成立于1995年，1998年1月接近盈虧平衡 98年預(yù)計(jì)安排價(jià)格2億美元工業(yè)零部件采購(gòu)的任務(wù)，將獲得600萬(wàn)美元的代理服務(wù)費(fèi)。The Move to B2B Commerce向B2B商業(yè)轉(zhuǎn)移2003$1.3 Trillion2002$843B2001$499B2

4、000$251B1998$43BBusiness-to-BusinessSource: Forrester Research, Inc.1999$109BBusiness-to-ConsumerB2B is Huge.2003年年1.3 萬(wàn)億美元萬(wàn)億美元2002年年8430億美元億美元2001年年4990億美元億美元2000年年2510億美億美元元1998年年430億美億美元元B2BSource: Forrester Research, Inc.1999年年1090億億美元美元B2CB2B 市場(chǎng)巨大Highly FragmentedMost product categories are hig

5、hly fragmented, with numerous suppliers each offering different level of quality, service and pricing optionsBuyers incur significant cost in the actual purchase process A buyer must invest internal resources to manage the process of collecting, analyzing and acting upon all the information in the m

6、arket In addition to purchase price companies spend over 10% in additional procurement costsOn the suppliers side, there are significant costs in using the manufacturing reps These commissions range from 4% to 7% of purchase price制造商認(rèn)同電子投標(biāo)市場(chǎng)具有價(jià)值的原因？大部分產(chǎn)品種類都是高度分散的，有無(wú)數(shù)的供應(yīng)商，提供不同水平的產(chǎn)品、服務(wù)和價(jià)格選擇購(gòu)買(mǎi)者在實(shí)際購(gòu)買(mǎi)過(guò)程中

7、會(huì)產(chǎn)生巨額成本 購(gòu)買(mǎi)者必須投入內(nèi)部資源以管理收集、分析和利用所有市場(chǎng)信息 除了支付采購(gòu)價(jià)格外，公司還要支付額外的10%的采購(gòu)成本從供應(yīng)商的角度看，雇用制造商銷售代表的成本高昂 這些傭金花費(fèi)是采購(gòu)成本的4%至7%制造商認(rèn)同電子投標(biāo)市場(chǎng)具有價(jià)值的原因？由于這種明顯的分散性和差異性，采購(gòu)者會(huì)面臨信息選擇問(wèn)題：選擇的范圍太大而且沒(méi)有一個(gè)能將它們鑒別并區(qū)分開(kāi)來(lái)的合適標(biāo)準(zhǔn)。購(gòu)買(mǎi)者只能依賴供應(yīng)商銷售代表的話，但銷售代表關(guān)心的只是市場(chǎng)而不是產(chǎn)品究竟如何！引入標(biāo)準(zhǔn)平臺(tái)電子競(jìng)價(jià)市場(chǎng)。How Does FreeMarkets Online Create Value for its Customers?Consult

8、ing/Purchase outsourcing Putting together specs, drawings, lot sizes, documentation and RFQs詢價(jià) Identifying potential savings opportunities Identifying and qualifying suppliers Educating and training buyers Conducting the Competitive Bidding Event (CBE) Providing post bid analysis and supportFreeMark

9、ets在線如何為它的客戶創(chuàng)造價(jià)值咨詢 / 采購(gòu)?fù)獍?將規(guī)格、圖紙、批量、文件和報(bào)價(jià)請(qǐng)求放在一起 識(shí)別潛在的節(jié)約機(jī)會(huì) 識(shí)別并確認(rèn)供應(yīng)商資格 培訓(xùn)購(gòu)買(mǎi)者 引導(dǎo)競(jìng)價(jià)活動(dòng) (CBE) 提供投標(biāo)后的分析與支持How Does FreeMarkets Online Create Value for its Customers?Consulting/Purchase outsourcingDistribution IntermediaryFreeMarkets在線如何為它的客戶創(chuàng)造價(jià)值渠道中間商Industrial BuyerManuf. Rep.Manuf. Rep.Manuf. Rep.Supplier

10、 1Supplier 2Supplier 3Traditional B2B Trading ExchangesIndustrial BuyerManuf. Rep.Manuf. Rep.Manuf. Rep.Supplier 1Supplier 2Supplier 3傳統(tǒng)B2B 商業(yè)交易企業(yè)購(gòu)買(mǎi)者 廠商代表 廠商代表 廠商代表供應(yīng)商1 供應(yīng)商2 供應(yīng)商3Internet Based B2B Trading ExchangesIndustrial BuyerFreeMarkets OnlineSupplier 1Supplier 2Supplier 3以網(wǎng)絡(luò)為基礎(chǔ)的B2B商業(yè)交易 企業(yè)購(gòu)買(mǎi)者Fr

11、eeMarkets 在線 供應(yīng)商1 供應(yīng)商2 供應(yīng)商3How Does FreeMarkets Online Create Value for its Customers?Consulting/Purchase outsourcingDistribution IntermediaryNetwork Enabler/Software ProviderFreeMarkets在線如何為它的客戶創(chuàng)造價(jià)值網(wǎng)絡(luò)采購(gòu)的驅(qū)動(dòng)者 / 軟件提供者What are the Barriers for the buyers?Elimination of established relationships with th

12、e suppliers and their representativesElimination of manufacturing reps could result in loss of convenience購(gòu)買(mǎi)者的障礙是什么？消除和供應(yīng)商及其銷售代表之間已經(jīng)建立的關(guān)系消除制造商（ buyers ）的銷售代表可能帶來(lái)不便What is the value to the suppliers?Less value for the suppliers Commission costs fell from 7% to 2.5% Table 7.5 implies reduction in comm

13、ission by $174M(4.5%)=$8M Table 7.5 also shows $35M drop in revenue for the suppliers Suppliers could benefit from lower sales, marketing and distribution costs and better utilization of capacity對(duì)供應(yīng)商的價(jià)值是什么？對(duì)供應(yīng)商的價(jià)值相對(duì)較低 傭金（以前支付給制造商代表的傭金）從7%降低到2.5%（支付給在線電子市場(chǎng)提供者） 表7.5說(shuō)明了傭金的減少為174M(4.5%)=800萬(wàn)美元 表7.5還顯示供應(yīng)

14、商的收入減少了3500萬(wàn)美元供應(yīng)商可以從降低銷售、營(yíng)銷、配送成本以及更好地利用生產(chǎn)能力中獲利Which suppliers benefit from this model?Low cost, quality suppliers will benefit as they drive competition out of the market The FreeMarkets model would be beneficial for large more efficient suppliersIt will also provide opportunities for a host of smal

15、l suppliers, especially if they are located overseas 哪些供應(yīng)商從這種模式中獲利？低成本、低質(zhì)量的供應(yīng)商將獲利，因?yàn)樗麄兺苿?dòng)了市場(chǎng)競(jìng)爭(zhēng) FreeMarkets模型將對(duì)大量更有效率的供應(yīng)商有利它還會(huì)為一大群小規(guī)模供應(yīng)商提供機(jī)會(huì)，尤其是國(guó)外的企業(yè)擴(kuò)展市場(chǎng)The Revenue ModelA hybrid of service fees and sales commissions FreeMarkets charged monthly fee from the buyer based on the size of the market making

16、 team dedicated to the event Winning supplier paid sales commissions; this was paid in installments as suppliers shipped products收入模式收取服務(wù)費(fèi)和銷售傭金 FreeMarkets公司向購(gòu)買(mǎi)者按為其服務(wù)的市場(chǎng)創(chuàng)造團(tuán)隊(duì)的規(guī)模每月收取服務(wù)費(fèi) 勝出的供應(yīng)商支付銷售傭金，這一費(fèi)用在供應(yīng)商發(fā)運(yùn)產(chǎn)品時(shí)分期支付Problems with the revenue modelBuyer side: FreeMarkets invests substantially in a proj

17、ect Consulting revenue is independent of the value created Does not lead to another intensive purchasing study for the customer Gross margin on consulting is about 22% Doesnt scale wellSupplier side: FreeMarkets does not represent the supplier FreeMarkets success depends on their ability to identify

18、 many potential suppliers Suppliers pay commissions to the company that reduced their margins收入模式的問(wèn)題購(gòu)買(mǎi)方：拒絕在采購(gòu)價(jià)值之外在支付其它費(fèi)用，甚至拒絕支付任何費(fèi)用，包括采購(gòu)服務(wù)費(fèi) FreeMarkets公司在一個(gè)項(xiàng)目上進(jìn)行了重大投資 咨詢收入和創(chuàng)造的價(jià)值不匹配 也沒(méi)有進(jìn)行另一次對(duì)客戶采購(gòu)的認(rèn)真研究 咨詢的毛利率約為22% Doesnt scale well難以有遞增的效應(yīng)供給方：拒絕支付費(fèi)用 FreeMarkets不代表供給方 FreeMarkets的成功依賴于它們有能力識(shí)別出了許多潛在供應(yīng)商競(jìng)

19、價(jià) 供應(yīng)商向公司支付傭金給FreeMarkets ，減少了自己的利潤(rùn)Vertical vs Horizontal Focus?Vertical: Advantage: FreeMarkets can capitalize on its deep knowledge of supplier industries Disadvantage: Hard to scale-upHorizontal: Advantage: Ability to generate multiple contracts from one buyers Disadvantage: FreeMarkets does not b

20、ring much expertise to the transaction FreeMarkets應(yīng)當(dāng)縱深發(fā)展還是橫向發(fā)展？垂直： 優(yōu)勢(shì)：FreeMarkets能利用其深厚的供應(yīng)產(chǎn)業(yè)的知識(shí) 劣勢(shì)：難以擴(kuò)大規(guī)模水平： 優(yōu)勢(shì)：可以與同一個(gè)買(mǎi)方產(chǎn)生多個(gè)合同 劣勢(shì)： FreeMarkets沒(méi)有形成交易的專門(mén)知識(shí)How about licensing the technology? Are buyers capable of using the technology by themselves?If not, how will this hurt?If they are, where is reven

21、ue going to come from?How can these problems be addressed?技術(shù)許可 購(gòu)買(mǎi)者能夠獨(dú)立使用這種技術(shù)嗎？使用需要專門(mén)的技能如果不能，這會(huì)帶來(lái)什么損害？如果能，收益從何而來(lái)？如何應(yīng)對(duì)這些問(wèn)題？By the end of 1998 FreeMarkets was pursuing the horizontal market expansionIn 2000, the company started licensing its software 在1998年底 FreeMarkets正在進(jìn)行水平市場(chǎng)擴(kuò)張2000年，公司開(kāi)始許可使用其軟件The co

22、mpany went public in 12/99. Freemarkets Stock Price公司于1999年12月上市 Freemarket公司的股價(jià)Where is FreeMarkets today?For the three months ended in 3/31/01 Revenue totaled $33M Net loss totaled $43.7MFor the three months ended in 12/31/01 Revenue totaled $44.8M Net loss totaled $2.8M今天的FreeMarkets2001年第一季度 總收入

23、3300萬(wàn)美元 凈虧損4370萬(wàn)美元2001年第4季度 總收入4480萬(wàn)美元 凈虧損280萬(wàn)美元E-Marketplaces: The Initial (95-99) business modelThe e-marketplace concept started as a new way to procure products, particularly non-production items. E-marketplaces Expand everyones market reach Generate lower price for the buyers Cut operational co

24、sts for buyers and suppliersAutomating the procurement process will reduce processing cost per order from as high as $150 to as low as $5 per order Focus on liquidity Transaction fee paid by the suppliers Serve as a virtual distributorE-Marketplaces：最初的（1995年至1999年）的商業(yè)模式E-marketplaces的概念是采購(gòu)產(chǎn)品的一種新方法。

25、 E-marketplaces能夠： 擴(kuò)展每個(gè)公司的市場(chǎng)區(qū)域 為購(gòu)買(mǎi)者產(chǎn)生更低的價(jià)格 為購(gòu)買(mǎi)者和供應(yīng)商削減運(yùn)營(yíng)成本采購(gòu)過(guò)程自動(dòng)化能夠使每訂單的處理成本由150美元降低到5美元 專注于產(chǎn)品在更大范圍的流通性 交易費(fèi)用由供應(yīng)商支付 扮演虛擬分銷商的角色Problems with this Business Model Sellers resist paying a fee to the company whose main objective is to reduce the purchase priceBuyers resist paying a feeThe revenue model nee

26、ds to be flexible Sometimes the wrong party is chargedLow barriers to entry created a fragmented industry flooded with participants Just in the chemical industry there were about 30 e-markets 商業(yè)模式存在的問(wèn)題 銷售者拒絕向那些主要目的是降低采購(gòu)價(jià)格的公司支付費(fèi)用購(gòu)買(mǎi)者拒絕支付費(fèi)用收入模式需要靈活一些 有時(shí)向不該收費(fèi)的一方收費(fèi)低進(jìn)入壁壘使得參與者大量涌入，市場(chǎng)被分散 僅僅在化學(xué)品市場(chǎng)就有約30個(gè)e-mar

27、kets Continuous evolution of the business modelTransaction fees (typically paid by the sellers) Sometimes the wrong party is charged Buyers and suppliers resist payingSubscription fees (typically paid by the buyer) Depends on a number of dimensionsLicensing the software 商業(yè)模式的進(jìn)一步演化交易費(fèi)用（通常由銷售者支付） 有時(shí)向不

28、該收費(fèi)的一方收費(fèi) 購(gòu)買(mǎi)者和供應(yīng)商拒絕支付固定租賃費(fèi)用（通常由購(gòu)買(mǎi)者支付） 由訂購(gòu)量決定軟件許可使用Evolving Market Types Value-added independent e-markets They are expanding their offering to include inventory management and financial services (Zoho); supply chain planning (Covisint, e2open, Converge, TheSupply)市場(chǎng)類型的進(jìn)化 增值的獨(dú)立e-markets 它們正在將其服務(wù)擴(kuò)展到庫(kù)存管

29、理和金融服務(wù)(Zoho)，以及供應(yīng)鏈規(guī)劃 (Covisint, e2open, Converge, TheSupply)Consider Instill Corp.I 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 no

30、t only procurement services, but also forecasting, collaboration and replenishment tools.Instill公司案例I集中于食品服務(wù)產(chǎn)業(yè)，提供將飯集中于食品服務(wù)產(chǎn)業(yè)，提供將飯店、配送商和生產(chǎn)商聯(lián)系在一起的服務(wù)。它店、配送商和生產(chǎn)商聯(lián)系在一起的服務(wù)。它向客戶提供采購(gòu)服務(wù)以及預(yù)測(cè)、協(xié)作和補(bǔ)貨向客戶提供采購(gòu)服務(wù)以及預(yù)測(cè)、協(xié)作和補(bǔ)貨工具等服務(wù)工具等服務(wù)Consider eSIn the alcoholic beverage industry, eSkye has tailored an offering that pr

31、ovides the supply chain with real value. eSkye now links retail stores, distributors and suppliers providing visibility into a supply chain where little data existed. eSkye adds value by automating the ordering process for the retailer while providing product flow information to distributors and sup

32、pliers.eS公司案例在釀酒行業(yè)，eSkye公司為提供供應(yīng)鏈的真正價(jià)值而調(diào)整了其服務(wù)。現(xiàn)在，eSkye將零售店、分銷商和供應(yīng)商聯(lián)系起來(lái)，在數(shù)據(jù)很少的供應(yīng)鏈中提供了可視性。通過(guò)使零售商的訂單處理過(guò)程自動(dòng)化，同時(shí)向分銷商和供應(yīng)商提供產(chǎn)品流信息。Evolving Market TypesPrivate e-Markets Valuechain.D (Dell), eHub (Cisco) IBM, Sun Microsystems and Wal-MartThese companies use the marketplace to improve supply chain collaborati

33、on Providing suppliers with demand information and production data市場(chǎng)類型的進(jìn)化專用的e-Markets Valuechain、D (Dell)、eHub (Cisco) IBM、Sun 微系統(tǒng)公司和沃爾瑪這些公司利用市場(chǎng)改善供應(yīng)鏈的合作 向供應(yīng)商提供需求信息和生產(chǎn)數(shù)據(jù)Evolving Market TypesConsortia-based e-markets. Covisint (automotive); Trade-Ranger (oil); Omnexus (chemicals); e2Open and Converge

34、(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市場(chǎng)類型的進(jìn)化基于行業(yè)聯(lián)盟的基于行業(yè)聯(lián)盟的e-markets. Covisint (汽車(chē))、Trade-Ranger (石油)、Omnexus (化工)、e2Open和Converge

35、(高技術(shù))聯(lián)盟的目標(biāo)： 匯集各種活動(dòng)以便利用聯(lián)盟會(huì)員的購(gòu)買(mǎi)力 向供應(yīng)商提供標(biāo)準(zhǔn)系統(tǒng)以便支持所有購(gòu)買(mǎi)者并使供應(yīng)商降低成本的Evolving Market TypesContent based e-markets. Focus on Maintenance, Repair and Operations (MRO) goodsThese are components that are not part of the finished product or the manufacturing process but are essential for the businessExamples incl

36、ude lighting, office supply, fasteners,市場(chǎng)類型的進(jìn)化基于內(nèi)容的 e-markets. 集中于維護(hù)、修理和操作設(shè)備這些要素不是最終產(chǎn)品的一部分或生產(chǎn)過(guò)程的一部分，而是這種交易的必要部分例子包括照明設(shè)備、辦公用品和緊固件等E-marketplace實(shí)例Private TradingExchanges (PTX)Independent VerticalExchanges (IVX)Independent HorizontalExchanges (IHX)Consortia TradingExchanges (CTX)Private vs. consortium

37、-based public marketsOwner Single vs Co-OpObjective 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 MarketBuyer Cost Private: Building and mainta

38、ining the site Consortia: Subscription fee; licensing fee專用與以行業(yè)聯(lián)盟為基礎(chǔ)的公開(kāi)市場(chǎng)所有者 個(gè)人與合作組織目標(biāo) 專用：(i) 分享私人數(shù)據(jù)；(ii) 供應(yīng)鏈協(xié)同 聯(lián)盟：(i) 購(gòu)買(mǎi) / 銷售商品 ；(ii) 發(fā)現(xiàn)新的供應(yīng)商參與者 私人：選定的一組供應(yīng)商 聯(lián)盟：公開(kāi)市場(chǎng)購(gòu)買(mǎi)者成本 私人：建立并維持這種場(chǎng)所 聯(lián)盟：訂購(gòu)費(fèi)、許可費(fèi)Private vs. consortium-based public marketsSupplier Cost Private: No fee Consortia: Subscription fee; Tran

39、saction feeChallenges 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專用與以行業(yè)聯(lián)盟為基礎(chǔ)的公開(kāi)市場(chǎng)供應(yīng)商成本 私人：無(wú)費(fèi)用 公會(huì)：訂購(gòu)費(fèi)、交易費(fèi)用挑戰(zhàn) 私人：初始投資 公會(huì)：(i) 最近很多都瓦解了；(ii) 首選的供應(yīng)商可能由于價(jià)格而拒絕；(

40、iii) 分享私人數(shù)據(jù)；(iv)需 制定標(biāo)準(zhǔn)，規(guī)范數(shù)據(jù)Private vs. consortium-based public marketsAutomotive Industry Covisint was established in early 2000 by the Detroits big three automakers It now also includes Renault, Nissan, Mitsubishi and PegeotVolkswagen established its own private e-market Volkswagen e-market provide

41、s not only similar capabilities to that of Covisint but also real-time information on production plans so that suppliers can better utilize resources專用與以行業(yè)聯(lián)盟為基礎(chǔ)的公開(kāi)市場(chǎng)汽車(chē)產(chǎn)業(yè) 2000年初，三在汽車(chē)制造商在底特律建立了Covisint 現(xiàn)在還包括雷諾、日產(chǎn)、三菱和標(biāo)致大眾公司成立了自己的私人e-market 大眾的e-market不僅提供類似于Covisint的服務(wù)，而且還提供生產(chǎn)計(jì)劃的實(shí)時(shí)信息，以使供應(yīng)商能更好地利用這些資源Con

42、sider IBM IBM has saved about $1.7 billion since 1993 by being able to divulge sensitive price and inventory information over a private exchange built for 25,000 suppliers and customers, says Bill Paulk, IBMs vice president of e-marketplaces. As host of the exchange, the company helped defray the co

43、st of connecting suppliers. The payoff: On-time delivery to customers soared from about 50% to close to 90%, which helped justify the cost, Paulk says. E2open: A consortia based e-marketplace established in 1999IBM公司案例 IBM的e-marketplaces經(jīng)理Bill Paulk聲稱，利用由25000家供應(yīng)商和客戶組成的私人交易場(chǎng)所泄露出的敏感價(jià)格信息和庫(kù)存信息，自1993年以來(lái)

44、，IBM已經(jīng)節(jié)約了17億美元。由于有許多交易者，公司協(xié)助支付了連接供應(yīng)商的成本?；貓?bào)：向客戶的準(zhǔn)時(shí)遞送由50%提高到90%?！斑@說(shuō)明這種成本是值得的。”P(pán)aulk說(shuō)。E2open：成立于1999年的以公會(huì)為基礎(chǔ)的e-marketplaceA Framework for eProcurementType of Component Strategic ComponentsPart of the finished product Not industry specific; company specificExamples: PC motherboard and chassis Commodity

45、ProductsCan be purchased from a large number of suppliersPrice is determined by market forcesExamples: Memory unit in a PC Indirect MaterialMRO電子采購(gòu)的框架組成類型 戰(zhàn)略部件最終產(chǎn)品的一部分 Not industry specific; company specific例如：計(jì)算機(jī)主板和機(jī)箱 通用商品可以向大量供應(yīng)商購(gòu)買(mǎi)價(jià)格由市場(chǎng)力量決定例如：計(jì)算機(jī)的存儲(chǔ)器 間接材料MROA Framework for eProcurementLevel of Ris

46、k Uncertain Demand (Inventory risk) Volatile market price (Price Risk) Component availability (Shortage Risk)電子采購(gòu)的框架風(fēng)險(xiǎn)水平 不確定的需求（庫(kù)存風(fēng)險(xiǎn)） 不穩(wěn)定的市場(chǎng)價(jià)格（價(jià)格風(fēng)險(xiǎn)） 部件的可獲得性（短缺風(fēng)險(xiǎn)）Risk: Commodity ProductsCan be purchased either in the open market through on-line auction, or through the use of long term contractsLong

47、term contracts guarantee certain level of supply but may be risky for the buyer Inventory risk, shortage risk or price risk風(fēng)險(xiǎn)：通用產(chǎn)品可以通過(guò)以下渠道采購(gòu)： 通過(guò)在線拍賣(mài)的公開(kāi)市場(chǎng) 通過(guò)長(zhǎng)期合約長(zhǎng)期合約保證了一定的供應(yīng)水平，但可能對(duì)購(gòu)買(mǎi)者存在風(fēng)險(xiǎn) 庫(kù)存風(fēng)險(xiǎn)、短缺風(fēng)險(xiǎn)或價(jià)格風(fēng)險(xiǎn)A Framework for eProcurementIndirect Material Typically low risk and hence the focus is on content

48、based hubs. The objective is to use an MRO-hub that specializes in unifying catalogs from many suppliers Examples: MRO.com, Grainger on-line catalogs電子采購(gòu)的框架間接材料 通常風(fēng)險(xiǎn)較低，因此集中于以滿意度為基礎(chǔ)的活動(dòng) 目標(biāo)是利用MRO活動(dòng)形成統(tǒng)一目錄 例如：MRO.com、Grainger在線目錄GraingerW. W. Grainger has been selling industrial supplies for 72 yearsIn 1

49、995 Grainger established G, an on-line catalogue for more than 220,000 products from 12,000 suppliersIn 1999, Grainger experienced revenue growth of $102M through its internet channelThe MRO supply industry is growing at a rate of 3-4% a year. From 1996 to 1999 Grainger internet sales grew 32% a yea

50、r and 20% in offline due to customers that were lured to Grainger from the web siteGrainger案例W. W. Grainger從事工業(yè)品銷售72年1995年，Grainger建立了G，包括由12000家供應(yīng)商提供的220000種產(chǎn)品的目錄1999年, Grainger通過(guò)互聯(lián)網(wǎng)實(shí)現(xiàn)了1.02億美元的收入增長(zhǎng)MRO供應(yīng)產(chǎn)業(yè)的年增長(zhǎng)率為3%至4%。從1996年至 1999年，Grainger的因特網(wǎng)銷售每年增長(zhǎng)32%，其中20%是由于線下客戶被吸引到Grainger的網(wǎng)站A Framework for ePro

51、curementStrategic 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電子采購(gòu)的框架戰(zhàn)略部件 通常具有高風(fēng)險(xiǎn)的部分可以通過(guò)數(shù)量較小的供應(yīng)商購(gòu)買(mǎi) 目標(biāo)是利用私

52、人或以公會(huì)為基礎(chǔ)的e-marketplace. 關(guān)注于可以與供應(yīng)商協(xié)同的e-marketplaceConsortia or Private?Transaction volumeNumber of suppliersCost of building and maintaining the siteThe importance of protecting proprietary business practicesTechnology and product life cycles聯(lián)盟還是專用？交易量供應(yīng)商數(shù)量建立并維護(hù)交易場(chǎng)所的成本保護(hù)私人所有者實(shí)踐的重要性技術(shù)和產(chǎn)品生命周期A Framewor

53、k for eProcurementCommodity Products Products go directly into finished goodsHigh risk Many potential options to choose from Long Term ContractsBuyer and supplier commit to certain volume (called the commitment level)Supplier guarantees a level of supply for a committed price Flexible, or Option Con

54、tractsBuyer 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 Spo

55、t Purchasing電子采購(gòu)的框架產(chǎn)品 直接到最終產(chǎn)品高風(fēng)險(xiǎn) 有許多潛在的選擇 長(zhǎng)期合約購(gòu)買(mǎi)者和供應(yīng)商承諾達(dá)到一定水平（稱為承諾水平）供應(yīng)商在承諾價(jià)格下保證一定水平的供給 靈活性或期權(quán)合約購(gòu)買(mǎi)者提前支付一小部分產(chǎn)品費(fèi)用，供應(yīng)商剛保證滿足一定的需求水平（稱為option level ）購(gòu)買(mǎi)者可以通過(guò)向每一購(gòu)買(mǎi)的單位支付額外價(jià)格而購(gòu)買(mǎi)直到option level的任何數(shù)量 買(mǎi)進(jìn)現(xiàn)貨A Framework for eProcurement: A Portfolio Approach Inventory Risk(Supplier)Inventory Risk(Buyer)Price, Short

56、age Risks(Buyer)N/ACommitment LevelOption LevelL HHL 電子采購(gòu)的框架：組合方式 庫(kù)存風(fēng)險(xiǎn)(供應(yīng)商)庫(kù)存風(fēng)險(xiǎn)(購(gòu)買(mǎi)者)價(jià)格風(fēng)險(xiǎn)、短缺風(fēng)險(xiǎn)(購(gòu)買(mǎi)者)N/A承諾水平Option LevelL HHL B2B Software VendorsOracle (Indirect and Direct)i2 Technologies and Manugistics (Direct)Ariba (Indirect and Direct)Commerce One (Indirect and Direct)Agile (Direct)VerticalNet (I

57、ndirect)B2B 軟件銷售商O(píng)racle (間接與直接)i2 Technologies and Manugistics (直接)Ariba (間接與直接)Commerce One (間接與直接)Agile (直接)VerticalNet (間接)E-Procurement: The realityCompanies conducting greater than 20% of procurement transactions online have reduced their transaction processing cost by nearly a third (Hackett B

58、enchmarking)Product savings and process cost improvements effect operating cost by 10% (Credit Suisse First Boston Technology Group)電子采購(gòu)：現(xiàn)實(shí)在線采購(gòu)交易超過(guò)20%的公司交易處理成本降低了1/3(以惠普為標(biāo)準(zhǔn))生產(chǎn)節(jié)約和處理成本的改善對(duì)運(yùn)營(yíng)成本的影響為10% (Credit Suisse First Boston Technology Group)E-Procurement: The realityTo capture this benefits purcha

59、sing organization needs to invest heavily in: Changing internal procurement processes Integrating e-marketplaces in internal systems Purchasing B2B applications, and Paying e-marketplace transaction fee/subscription feeSource: Forrester Research電子采購(gòu)：現(xiàn)實(shí)為獲得這一利益，采購(gòu)企業(yè)需要在以下方面進(jìn)行大量投資： 改變內(nèi)部采購(gòu)程序 將e-marketpla

60、ces整合進(jìn)內(nèi)部系統(tǒng) 購(gòu)買(mǎi)B2B應(yīng)用軟件 支付e-marketplace的交易費(fèi)用和訂購(gòu)費(fèi)用Source: Forrester ResearchPositive Aspects of Trading Exchanges (Companies who use exchanges):Reduce costs or labor (31%)Better access to products/vendors (24%)Increase speed or efficiency (29%)Access to more customers (21%) Source: AMR Research貿(mào)易交易的正面因素