采购策略报告-策略是什么

策略是什麼?策略:是所有創意的來源SKII要告訴消費者的是,用了它讓你的皮膚變的晶瑩惕透,沒有細紋,不怕你靠近看.輕鬆打==>不用每月交月租費策略的定義源自古希臘字Strategos,意指將軍用兵之術章氏大字典定義:計劃與引導大規模軍事行動的科學,換言之即運用所擁有的資源力量,指揮軍隊去打敗敵軍或減輕敗績的科學及藝術.策略的定義古人稱之為,計謀.管子:一年之計,莫如樹穀十年之計,莫如樹木百年之計,莫如樹人生管系統七階層次作業架構集合系統主系統次系統支系統子系統微系統系統層次統籌系統

●策略執行系統執行系統

●目的●流程+表單引導系統引導系統

●目的●指導原則定位系統●策略

●目的●指導原則方向時機程度採購策略採購策略,因時制宜BusinessModel:BycustomerBytimeframe

ByMarketstatus

Byclassification

ByLifeCycleAppleBusinessModelP52MLBscheduleThemonthwith5wks/4wksThemonthw/5weeksThemonthw/4weeksThemonthw/5wks1.Mondayofwk1:

BestcommoditypricebyAppleLarrytoQ-run2.Fridayofwk1:

a.ComponentTempleteformaterialscostanalysis byQ-runtoAppleb.PPVformatof2monthsagobyQ-runtoApple3.Wk2-3:

Costanalysis&negotiationwithApple/Vendor4.Fridayofwk3:

TransformationcostbyQ-runtoApple5.Fridayofwk4:

CostfinalizedfororderofthecomingmonthbyApple6.Mondayofwk5:

Q-rungetfinalorderfromSABRemarks:

a.LongtermschedulebyAppleMPS;b.Production/DeliveryschedulebySABMPSandPO

Themonthw/4wks1.Mondayofwk1:

BestcommoditypricebyAppleLarry2.Fridayofwk1:a.ComponentTempleteformaterialcostanalysisbyQ-runtoAppleb.PPVformatof2monthsagobyQ-runtoApple3.Wk2:Costanalysis&negotiationw/Apple/Vendor4.Fridayofwk2:TransformationcostbyQ-run5.Fridayofwk3:CostfinalizedfororderofthecomingmonthbyApple6.Mondayofwk4:Q-rungetfinalorderfromSABRemarks:a.LongtermschedulebyAppleMPS;b.Production/DeliveryschedulebySABMPSandPO市場狀況壽命週期成功導入EOL管理良好的管理DirectAccountActive:65%Aclass:過手轉帳,不賺不賠良好供應商關係ContrastingSemiconductorBusinessModelsComplexity: Integrated ComponentProductLifeCycle: 6months-2years 10-30yearsTechnologicalAdvances: Rapid IncrementalUnitsSold: Thousandstomillions Billions AverageSellingPrice: $2-$500 $0.01-$10.00CapitalExpenditures: $1.0-$2.0billion $100-$200million tobuildeachfab tobuildeachfabMicroprocessorsMicrocontrollersSemiconductorComponentsTop40SemiconductorSuppliersfor1999ONranksasthe10thlargestU.S.basedsemiconductorsupplierandthe25thlargestintheworld!RelativeSharePositionDataSource:Dataquest’sFinal1999WorldwideSemiconductorMarketShareReport1999MarketPositionSource:VentureDevelopmentCorporation,WSTS,SIA,Bain&Company,ONSemiconductorinternaldata,SalomonSmithBarney $3.5BMarket #1TI/Unitrode #2 #3National #4LinearTech9.6%MktShare $1.3BMarket#1Lucent#2Vitesse#3PMCSierra#4AMCC#5

7.0%MktShare $12BMarket#1Toshiba#2Hitachi#3Rohm#47.4%MktShare$2.2BMarket #1TI #2Fairchild #3Philips #48.9%MktShareDiscreteAnalogPowerManagement

LogicBroadbandLSVHCVCXLVXLCXHC/HCTAC/ACTMC4000LSAHCLVLVCALVCACLogicVendorRelationshipStandardLogicFamiliesCrossRefCrossReferencebyPackage策略採購資料庫品質價格交期服務技術採購三步驟詢價供應商選擇議價供應商評鑑原廠/代理商DirectAccountPassive:90%Bclass:掌握資源,要求服務培養長期合作供應商Bclass:掌握資源,要求服務市場狀況調查原物料價格掌握成本結構分析市場狀況Q2/02Aug./01MLCCeffectivecapacityinBpcsR-chipeffectivecapacityinBpcsMiniaturization08050603040212060201>1206Bclass:掌握資源,要求服務就近採購BetterserviceLowcostFreshnessBclass:掌握資源,要求服務長交期物料管控=>最少兩供應商=>申請提前下單TurnkeyMaterialShortageElevationProcessCustomerFoxconnSupplierRegionalSupplySystemProcurementTeamGlobalSupplySystemProcurementMGRVicePresidentPresidentBuyerProcurementMGRGroupDirectorAgentMGRMakerMGRA/CMGRForCustomerPresidentEngineeringAlternativeBclass:掌握資源,要求服務VMI(VendorManagementInventory)WDNFirmOrderPOP#訂購量交期數量Forecast2W2W1M1MFoxconnwithoutliabilityOrderreleasebaseonL/TBclass:掌握資源,要求服務料號系統整合有競爭力價格統購資源共享集合所有專案培養長期合作廠商Bclass:掌握資源,要求服務付款條件延長OEM=左手進,右手出H.Hv.s.Compaq=>45daysv.s.Intel=>45daysv.s.Apple=>45daysH.H.v.s.Supplier=>30days=>45days=>60days=>90days2ndSourceDevelopment對向:CPBG所有客戶SWOTStrengthWeakOpportunityThreat價格交期服務穩定品質低價電腦流行陷入低成本殺價的惡性循環?2ndsourcedevelopment

CCL:Critical

ComponentList2ndSourceVerificationCclass:自制零件,分享利潤

價格策略=>Contractpricedown6%需求=>CCBG駐廠市場/採購/交管/倉管同步併行要貨有貨,不要貨零庫存JIT管理,即取即用提高自制率Dclass:工程認可,賺取價差.集合需求/資源,開發當地策略聯盟廠商.

Self-OwnedwarehouseJIT交貨,即取即用,轉移庫存風險.E-拍賣Navigate(導航)Eyes&Ears(眼&耳)Easyaccept(甘心接受)Impersonate(表演)Grimace(面有難色)Outrageous(荒唐的)Trade-off(利益交換)Teasing(開玩笑)Agree(同意)THEEND!七.遠遠遠生管(14~26周)應考慮的事項1.廠商AVL的建立2.供應商HUB的建立3.DIRECTACCOUNT的建立4.成交條件的建立5.重要客戶年度銷售需求的預測6.年度營運目標達成預測7.供應鏈的規劃(流程圖)8.采購流程的規劃(level6)9.標準成本的建立(level6)10.報價作業系統應考慮的物項1.AVLList;BOM系統(包含AVL)2.HUB場地地點,大小3.DIRECTACCOUNTLIST4.A,B,C,D分類採購策略與交易模式供應商選擇評估採購成交條件採購訂單處理週交貨通知交貨驗收？採購應付結報採購策略原則外部資源開發技術交流結盟採購交易模式供應商選擇原則供應商評鑑認可供應商分級分類供應商評價考核供應商輔導供應商技術交流成交條件基本資料成交條件協議成交條件簽核成交條件異