《智慧物流与供应链基础（英文）》课件-5.供应链采购管理

SupplyChainProcurementManagementCognitionFundamentalsofSmartLogisticsandSupplyChain010203SupplyChainProcurementAwarenessProcurementModelUnderSupplyChainComparisonBetweenSupplyChainProcurementandTraditionalProcurementManagement01SupplyChainProcurementAwarenessSupplyChainProcurementAwarenessInanarrowsense,procurementreferstoaseriesofpurchasingactivitiescarriedoutbyanenterprisetomeetspecificneeds,includingmakingapurchaseplan,reviewingtheplan,selectingsuppliers,signingcontractsandreceivingpayment.Thebroadscopeofprocurementisevenbroader,coveringnotonlytraditionalpurchasingbehavior,butalsoavarietyofotherwaystoacquiretherighttousegoods.Whatisprocurement?SupplyChainProcurementAwarenessBasicprocessofprocurement:SupplyChainProcurementAwarenesssmartprincipleSupplierVendorManagementcostcontrolperformanceevaluationriskmanagementEfficientprocurementTherearefivecoreresponsibilitiesofprocurementmanagementinenterpriseoperation1.Efficientprocurement:Ensurethatyoupurchasetherequiredmaterialsatthelowestcostattherighttime.2.Suppliermanagement:Establishandmaintaingoodcooperativerelationswithqualitysuppliers.3.Costcontrol:Deepunderstandingofmarketdynamics,optimizecoststructure4.Riskmanagement:Identifypotentialsupplydisruptionrisks5.Performanceevaluation:regularreviewandcontinuousimprovementofprocurementprocess.SupplyChainProcurementAwarenessSupplychainprocurementisaspecialtypeofprocurementactivitycarriedoutundertheframeworkofsupplychainmanagement.Itemphasizesobtainingvariousfavorableresources(suchasrawmaterials,services,technologies,capabilities,etc.)fromexternalsourcesbasedontheactualneedsoftheendconsumer,therebyenhancingthecorecompetitivenessoftheenterprise.Whatissupplychainprocurement?SupplyChainProcurementAwareness1.Demand-oriented:allprocurementdecisionsarebasedontheendmarketdemand.Corefeatures2.Resourceintegration:makefulluseofinternalandexternalresourcestopromoteoverallefficiencyimprovement.4.Strategicsynergy:integrateprocurementactivitiesintothecompanyslong-termdevelopmentplan,makingitanimportantdrivingforceforbusinessgrowth.3.Win-wincooperation:Encourageallparticipantstoformaclosecooperativeallianceandsharebenefits.02ProcurementModelUnderSupplyChainProcurementModelUnderSupplyChainCentralizedprocurementmode:centralizedprocurementreferstotheenterprisethroughaunifiedprocurementdepartmenttocarryoutbulkprocurement,inordertoobtaintheadvantagesofeconomiesofscaleandpricediscounts.Thismodehelpstoreduceprocurementcostsandimproveprocurementefficiency.JITprocurementmode:JIT(JustInTime)procurementmodeisaprocurementmodebasedonmeetingdemand,requiringsupplierstodeliverspecifiedvarieties,quantitiesandlocationsatdesignatedtimes.Decentralizedprocurementmodel:decentralizedprocurementreferstothedelegationofprocurementauthoritytovariousbusinessoperationdepartments,whichareresponsibleforpurchasingaccordingtotheirownneeds.Thismodelcanmeettheuniqueneedsofdifferentregionsandimprovetheflexibilityofprocurement.Threemodels03ComparisonBetweenSupplyChainProcurementandTraditionalProcurementManagementComparisonBetweenSupplyChainProcurementandTraditionalProcurementManagementFrominventorydrivenprocurementtoorderdrivenprocurement:Theprocurementactivityisdrivenbyorder,userdemanddirectlytriggersthemanufacturingorder,whichdrivesthepurchaseorder,andfinallythesupplierresponds.Fromasimplebuyingandsellingrelationshiptoastrategicpartnership:addressingsomeoverarchingandstrategicissues.Theseinclude:inventory,risk,procurementcosts,organizationalbarriers.Frominternalprocurementmanagementtoexternalresourcemanagement:Inordertorealizethesynchronizedoperationofsupplychainenterprises,enterprisesandsuppliersmustestablishanewmodeofsupplyanddemandcooperation,andchangethepost-eventcontroltoin-processcontrol.transconformationSupplyChainProcurementPlanningFundamentalsofSmartLogisticsandSupplyChain010203ProcurementRequirementsAnalysisProcurementPlanFormulationProcurementPlanImplementation01ProcurementRequirementsAnalysisProcurementRequirementsAnalysisIdentificationofinternaldemand:Demandidentificationisthestartingpointoftheprocurementprocess,whichinvolvestheidentificationoftheneedsofthecompanysinternalproduction,salesandotherdepartments,includingthedemandforecastandplanningofrawmaterials,parts,finishedproductsandsoon.Collectionofsupplierinformation:Collectinformationofpotentialsuppliers,includingprice,quality,deliverytime,etc.,toevaluatetheabilityandreliabilityofsuppliers,andlayafoundationforsubsequentsupplierselectionandnegotiation.MarketTrendsandDataAnalysis:Analyzemarkettrendsandhistoricaldatatopredictfuturedemandchangesandprovideabasisforpurchasingdecisions.Thisincludestheanalysisofindustryreports,salesdata,andinventorylevels.DemandidentificationanddatacollectionProcurementRequirementsAnalysis030201UseERP,SCMandotherinformationsystemstointegratethedemandinformationofvariousdepartments,realizedatasharingandanalysis,improvetheefficiencyandaccuracyofdemandanalysis.InformationsystemsupportAccordingtohistoricalsalesdataandmarkettrends,appropriateforecastingtechniquessuchastimeseriesanalysisandexponentialsmoothingareselectedtoimprovetheaccuracyofdemandforecasting.SelectionofpredictiontechnologyUseABCclassificationtoclassifymaterialsanddistinguishtheimportanceofdifferentmaterialstooptimizeinventorymanagementandprocurementstrategies.ApplicationofABCclassificationDemandanalysismethodsandtools02ProcurementPlanFormulationProcurementPlanFormulationContentandstructureofprocurementplanProcurementPlanFormulationProcurementplanningprocessProcurementPlanFormulationOptimizationandadjustmentofprocurementplanHaveacertainflexibilitytoadapttomarketchangesandinternaldemandchanges.FlexibilityinprocurementplanningThroughbulkpurchase,long-termcontractandotherwaystocontroltheprocurementcostandimprovetheprocurementefficiency.ControlofprocurementcostsEstablishandmaintaingoodrelationshipswithsupplierstoimprovetheoverallefficiencyandresponsespeedofthesupplychainthroughwin-wincooperation.Managementofsupplierrelationships03ProcurementPlanImplementationProcurementPlanImplementationOrderplacementandtracking:Accordingtotheprocurementplan,placepurchaseorderswithsuppliersandtracktheexecutionoforderstoensuretimelydelivery.Orderchangeandcancellationprocessing:dealwithorderchangeandcancellationsituations,negotiatesolutionswithsuppliers,andminimizethelossofenterprises.Deliverytimemanagement:managethedeliverytimeofsuppliers,coordinateproductionandlogisticstomeettheproductionandsalesneedsofenterprises.PurchaseordermanagementProcurementPlanImplementationQualitystandardsetting:Establishclearqualitystandards,communicateandconfirmwithsupplierstoensurethatthematerialsandservicespurchasedmeettherequirementsoftheenterprise.Qualityproblemhandling:Forqualityproblems,timelycommunicationwithsuppliers,takemeasuressuchasreturnandexchange,discount,etc.,toensuretherightsandinterestsofenterprises.Goodsacceptanceprocess:Establishastrictgoodsacceptanceprocesstoinspectthegoodsdeliveredbysuppliersandensurequality.QualitycontrolandacceptanceProcurementPlanImplementationIdentificationofsupplyrisks:Identifytherisksthatmaybeencounteredinthesupplyprocess,suchassuppliercreditrisk,logisticsrisk,etc.Riskmonitoringandevaluation:Regularmonitoringandevaluationofprocurementrisks,timelyadjustmentofprocurementstrategiesandplans,toensurethesmoothoperationofprocurementactivities.Riskresponsestrategy:Developcorrespondingriskresponsestrategies,suchasalternativesupplierplan,inventorysafetyreserve,etc.,toreducetheimpactofrisks.ProcurementriskmanagementSupplierSelectionandManagementFundamentalsofSmartLogisticsandSupplyChainPresenter:TeacherTime:2024-08-08010203SupplierSelectionCriteriaSupplierSelectionProcessSupplierRelationshipManagement01SupplierSelectionCriteriaSupplierSelectionCriteriaInsupplychainmanagement,theselectionofsuppliersisakeylinktoensureproductquality,costcontrolandsupplychainstability.Thecriteriaforselectingsuppliersusuallyincludeanumberofaspects,themostimportantofwhichareusuallyquality,reliability,risk,capacity,financialpositionandgeographicallocation.SupplierselectioncriteriaSupplierselectioncriteriaSupplierSelectionCriteria1.QualityQualityisoneofthemostcriticalfactorsintheselectionofsuppliers.Itnotonlyreferstowhethertheproductmeetsthetechnicalspecifications,physicalorchemicalcharacteristicsanddesignrequirementsofusers,butalsoincludesthelifeoftheproduct,easeofmaintenance,maintenancerequirements,easeofuseandrobustnessofmultipleaspects.2.ReliabilityItmainlyinvolvesthesuppliersdeliveryhistoryandproductperformance.Purchasersusuallyconsiderreliabilityasasecondorthirdmostimportantfactor.SupplierSelectionCriteriaThecostofproductsandservicespurchasedmaychange,resultinginhigherprices;Supplyuncertaintymayleadtoabnormalchangesindeliverytime.3,riskAbilityreferstotheproductioncapacity,technicalability,managementandorganizationalabilityandoperationcontrolabilityofpotentialsuppliers.4.AbilitySupplierSelectionCriteriaFinanciallyunstablesuppliersmayexperienceinterruptionsintheirlong-termsupplyprocess.Thebankruptcyofsuppliersprovidingrawmaterialsmaydirectlyinterrupttheproductionofthepurchaser.5.FinancialpositionTheattitudeandsupportofsuppliers,thoughdifficulttoquantify,haveasignificantimpactonsupplierselectiondecisions.Anegativeattitudecancausethepurchasertoexcludeanalternativesupplier.6.AttitudeandsupportSupplierSelectionCriteriaGeographicallocationisalsoanimportantconsideration.Thebuyerneedstodecidewhethertopurchasefromlocalsuppliersorfrommoredistantsuppliers.Transportationcostsaretheprimaryconcern,butdistantsuppliersmayofferlowerprices,strongertechnicalsupport,highersupplyreliability,andbetterquality.7.Location02SupplierSelectionProcessSupplierSelectionProcessSupplierselectionprocess03SupplierRelationshipManagementSupplierRelationshipManagementDetermines