有效的采购策略尚未开发的竞争力源泉外文翻译.doc

有效的采购策略：尚未开发的竞争力源泉外文翻译 外文翻译原文Effective purchasing strategy: the untapped source of competitiveness Material Source: Supply Chain Management: An International Journal Author:Matthew Thompson Abstract Details the results of a new study of European businesses by PIMS Associates and the Chartered Institute of Purchasing and Supply, which highlights the value of a good purchasing strategy, and reveals that very few businesses monitor and look towards developing their purchasing activity. Describes the use of comprehensive cross-industry benchmarking to assess the effectiveness of a companys procurement function. Lists the key findings of the survey, and suggests that businesses which invest in making improvements to their supply chain management can significantly increase productivity and profits and achieve leading-edge company status. The concept and importance of supply chain management SCM has been introduced and described at length in the literature. Several mostly conceptual definitions of SCM were found. To classify these multiple definitions and extend SCM to include a process orientation a conceptual model of SCM evolution was developed. This research proposes that SCM is an evolving concept with individual firms at different stages in their adoption of the concept. In its most advanced form SCM is not a subset of logistics but is a broad strategy which cuts across business processes both within the firm and through the channels required to reach the customer and involves the firms suppliers. Thus SCM as a concept is organization-wide; not logistics-specific. An exploratory study of purchasing professionals was performed and it was determined that their definitions of SCM focused on developing relations with suppliers including partnerships. SCM provided purchasers multiple benefits including improved supplier coordination. This improved coordination resulted in greater commitment to long-term supplier relations, with a focus on reducing cost to the buying organization. Keywords: Purchasing; Strategic planning; Supply-chain management Introduction The majority of the literature concerning SCM is of an introductory nature and deals primarily with definitions of the SCM concept. The literature contains little empirical study; many articles offer case studies as the primary means of explication of SCM. In the current literature, definitions of SCM can be grouped into three major categories. Purchasing and supply management has for many years been a subject of considerable academic research and management consultants have devoted a significant proportion of their resources examining a number of fundamental purchasing issues - downsizing, outsourcing, partnershipping, networking, etc. Yet it is only in recent years that the purchasing function in most medium and large-scale manufacturing businesses has attracted the attention it clearly deserves, and the gap between the purchasing performance of the leading-edge companies and the “stragglers” is widening. An exploratory study of purchasing professionals was performed and it was determined that their definitions of SCM focused on developing relations with suppliers including partnershipsA new study of leading European businesses by benchmarking specialist PIMS Associates and the Chartered Institute of Purchasing and Supply CIPS reveals that an effective purchasing strategy can add up to 4 per cent of sales value, or 30 per cent to profitability. More importantly, it also identifies that few businesses seriously assess their purchasing activity or invest in its development, so that usually this source of value remains untapped. These are strong claims, with the potential to transform business performance if something can be done to revolutionize how companies go about procurement. So is this anything new and, if not, why have managers done nothing about it before? Until now there has been no method for effective measurement of the impact of new purchasing strategies and the study points to a lack of experience of professional purchasing in the upper echelons of management. The new work has arisen from the shared interest of PIMS Associates and CIPS in evaluating the role that procurement has in driving profitability and shareholder value. PIMS has been dedicated to multi-company business measurement since its foundation some 25 years ago. The basis of the PIMS approach is a unique database of quantitative information and analysis derived from more than 3,000 companies. The computerized information shows how key financial, operational and competitive factors affect business performance. The PIMS database has developed from research begun in the early 1960s at General Electric Company in the USA. The original aim was to enable senior management to understand, in quantifiable terms, the reasons for differences in performance between businesses. Researchers recorded on the database the actual financial, operational and competitive experiences of the GE business units over a number of years and analysed this to see how different combinations of the factors might affect performance. From 1972 to 1974 the research became a project at the Harvard Business School where it was named PIMS - Profit Impact of Market Strategy. Here, the database was expanded to include input from a wide range of companies outside GE. The PIMS research continued in 1975 when the Strategic Planning Institute SPI was formed to focus specifically on the analysis of companies performance. Today, PIMS is the owner and user of the largest business performance database in the world. Measurement of purchasing strategy Purchasing strategy is a new field for empirical measurement beyond the basic monitoring of processes. This project was designed to benchmark the effectiveness of the procurement function, not just its efficiency. Previous research had already shown that the benefits from organizing supply chain resources, strategy, structure, responsibilities, approach and policies more effectively, are far greater than the possible savings from a simple departmental cost/efficiency focus. Evidence from CIPS surveys shows that improvements in supply chain management can quickly boost productivity and profits. However, it is a difficult area to track and manage beyond the obvious measures of cost and external savings. PIMS has built a cross-industry benchmarking group to make real comparisons with best practice in procurement. It embodies a comprehensive approach that delivers tangible results and provides a consistent framework for participants to collate their existing, if dispersed, knowledge.In particular it investigates:structural characteristics of both business unit and market;how the businesss money is spent and by whom;the split between input materials, direct business support goods and services, and goods and services for consumption by the business;which areas are outsourced, and how third parties are managed;the split between centralized, decentralized and third-party spend;how the supply chain fits into the organization;the role of procurement professionals - transactor/consultant/troubleshooter/ facilitator/processor;internal use of resources and the business unit/corporate relationship;supplier complexity and relationships;performance measures used to control the process;average cost/unit information on common purchases. The new study, conducted over the past 12 months, follows previous PIMS research which identified the disparity between good and poor purchasing across its database of 3,000 businesses, once all other parameters are allowed for. The original results demonstrated that companies spend money on items they do not need and pay too much for the things they do need. The new and full information on the purchasing activities of 28 businesses including ICI, British Gas Retail, Lucas, Scottish Courage and Texaco enables a clear analysis of how benefits can be realized across industries and markets. Key findings The principal messages are:Effective purchasing is not just about price short term but about total cost of acquisition long-term value.Professional procurement teams that base their expertise on negotiation and transaction skills alone are not sufficient to implement an effective procurement approach.Applying a strategic approach to a poorly purchased good or service generates a saving of between 20 per cent and 40 per cent in expenditure.There is a clear correlation between purchasing effectiveness and relative market prices paid. Transactional purchasing leads to 102 per cent of market price while advanced techniques achieve 98.5 per cent - a saving of 3.5 per cent at figure 1.Close relationships with suppliers restrict price rises to below market norms.An effective purchasing strategy improves the quality of the suppliers service in terms of product, delivery, response times and customer service as well as price at figure 2. These vary by sector and by business. The general level of value added is driven by the nature of the market and the businesss position within it. The potential for improvement around this base is dependent on each business applying the right processes to bought-in goods and services. There is also an imbalance in priority attached to sales in comparison with purchasing. Businesses spend considerably more time and money on marketing and sales than on deciding whom to buy from and how. The research shows that, in the UK, the average remuneration in purchasing is 22,000 versus 31,000 in marketing or sales, and for every purchaser there are five salesmen. Securing the benefits While the strategic changes needed inside businesses are not necessarily very complex they are hindered by an inherent lack of expertise and understanding of purchasing. Top managers rarely put purchasing at the top of the agenda - only a very few chief executives have actually come from the purchasing activity. Most companies use inappropriate, transactional measures - orders per buyer, cost of processing an order, costs as a percentage of sales, head count - which bear little relation to the value that purchasing can deliver. In preference, measurement should reflect the priorities of the organization. Principally, this involves adopting a customer focus in aspects of the business which might be considered to be internal issues:customer rating of bought-in goods and services;availability of materials in terms of percentage out of stock, downtime, etc.;the effect of input prices on output prices;delivery performance and reject levels;flexibility of purchasing activity as measured in customer surveys and reaction times;technical proficiency;internal communications;supplier management. Interestingly, companies have developed many sophisticated methods for assessing their own product/service performance against their customers expectations, but rarely use equivalent methodologies for consistently evaluating their own suppliers and alternative sources of supply. Very few businesses in the study were doing business with new suppliers brought on in the past two years. Separate research by PIMS demonstrates that businesses are becoming less inclined to be sold to and that the more effective salesforce teams are spending a higher proportion of their time on planning and co-ordination than on visiting customers. This is the converse of effective purchasing teams which are spending more time out of the office on supplier selection and development. Ultimately, purchasing will only advance in companies that are prepared to invest in skilled people with the right vision to set appropriate supplier strategies and the ability to implement them both internally and with the supplier. Using the measured by PIMS purchasing effectiveness methodology is better purchasing yields lower acquisition cost and also have a higher quality of service.译文有效的采购策略:尚未开发的竞争力源泉 资料来源: 供应链管理:国际杂志 作者:马修汤普森 由欧洲企业通过战略与绩效分析和英国皇家采购与供应学会共同研究寻找出来的新结果是一个强调他们具有良好的采购战略价值和极少数企业才能监控和制定他们的采购活动。并且全面介绍了跨业使用基准,评价一个公司的采购职能的有效性。同时列出主要的调查结果,并建议该企业制订和改善他们的供应链管理,由此可以大大提高效率和利润,实现领先的投资公司的地位。供应链管理的几个主要概念定义的发现,是一个将这些多重的定义进行分类和扩展(包括供应链管理的发展方向的概念模型)的过程。这些研究说明供应链管理是一个不断发展的独立企业通过在不同的阶段,吸收的不同的概念而形成的理论。在其最先进的形式中供应链管理不仅是一个子集,更是一种降低整个公司物流业务流程,达到客户(涉及公司供应商)要求的广泛策略。因此,供应链管理是一个组织范围内的概念,而不是具体的物流。一个专业的采购人员进行的探索性研究,决定了供应链管理在定义上的发展特别是供应商伙伴关系。供应链管理提供多种采购利润,包括改善与供应商的关系。这样促进合作的采购组织的重点是能够获得长期供货关系的承诺以减少成本。 关键词:采购;战略规划;供应链管理 供应链管理的有关文献,主要是包括广大的供应链管理定义,性质和交易的介绍。该文献中的包括一点实证研究,许多文章提供供应链管理作为主要的案例研究阐释手段。在目前的文献,供应链管理的定义可分为三大类。 采购与供应管理已经很多年作为一个投入了相当大比例的课题,主要审查其资源的学术研究和管理咨询的一些基本购买问题包括裁员,外包,伙伴关系,网络等。然而,在近几年,大多数中型和大型制造企业的采购职能已引起明显重视,而且在企业和“掉队”企业采购绩效之间的领先优势的差距正在扩大。一个采购专业人员进行的探索性研究,决定了供应链管理的定义上的发展特别是供应商伙伴关系。 由专家联合战略与绩效分析,英国皇家采购与供应学会组成的欧洲企业,通过一项新的研究,发现了一种可以使销售产值增加百分之四,或者达到百分之三十盈利的有效采购策略。更重要的是,它也确认了几家企业认真评估自己的采购活动或投资在其中的发展,因此,这种价值的来源通常有待开发。 如果事情可以用来彻底改变公司怎样进行采购,那么这些都是有可能强烈要求改造的经营业绩。所以,这是不是一个新事物,如果不是,为什么经理以前没有做过任何事?到现在为止还没影响新采购策略的有效测量方法,并且这项研究指出缺乏专业高层采购管理的经验。 共同利益通过联合战略与绩效分析,英国皇家采购与供应学会共同评估,认为采购在推动盈利能力和股东价值的作用角色下,带来了新的工作。战略与绩效分析项目在25年前就一直致力于多公司的业务量测。 使用绩效与战略分析方法的基础是一种定量的信息,并且获得了超过3000家公司分析得出唯一的数据库。计算机信息化表明财务,合作和竞争性因素是影响企业表现的关键因素。 战略与绩效分析数据库的发展和研究是开始于60年代初的美国通用电气公司。最初的目的是使高级管理人员了解,以数量而言,企业之间存在性能差异的原因。研究人员通过记录和分析数据库中的超过数年的通用电气公司业务单位的实际财务,经营和竞争经验,来说明不同组合是可能影响业绩的因素。 从1972年至1974年,这个研究成为一个被哈佛商学院命名为人事资料管理系统项目?利润市场战略的影响。在这里,数据库被扩大到包括众多公司(除通用电气公司)的输入。当战略规划研究所(进度执行效果指数)成立后,将重点放在了公司的具体性能分析,战略与绩效分析研究在1975年一直持续着。今天,人事资料管理系统是业主和企业在世界上最大的性能数据库用户。 采购战略是超越基本监控量测过程经验的新领域。该项目是基于采购功能有效性而设计的,而不仅仅是它的效率。此前的研究已经表明,从组织供应链资源,战略,结构,职责,方法和政策获得的好处,远远大于将经历更多的集中在节省单个部门的花费和效率上。 从英国皇家采购与供应学会的调查证据显示,供应链管理的改进可以迅速提高生产率和利润。然而在明显的计算花费和额外节省费用上来进行跟踪和管理是一个困难的领域。人事资料管理系统已经建立了一个跨行业的基准集团在采购上作出了真实的合作。它体现了一种提供切实成果,并为与会者提供了一个一致的框架,收集