采购及外包战略课件(PPT 109页).ppt

1、采购与外包 Procurement and Outsourcing,Lecture Outline,1) FreeMarkets Online 2) B2B Strategies 3) B2B Pitfalls 4) Outsourcing,讲义大纲,1) FreeMarkets在线 2) B2B战略 3) B2B的缺陷 4) 外包,FreeMarkets Online,FreeMarkets is an online market making firm that enabled industrial buyers to link up with their potential suppli

2、ers in a live electronic bidding The 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 millio

3、n for arranging procurement of $200 million worth of industrial components and parts,FreeMarkets在线,FreeMarkets是一个电子自由市场在线公司，其将产业购买者与潜在供应商通过电子竞价系统联系起来； 这种与供应商互动的结果是为购买者节省了15%的采购成本 公司成立于1995年，1998年1月接近盈亏平衡 98年预计安排价格2亿美元工业零部件采购的任务，将获得600万美元的代理服务费。,The Move to B2B Commerce,向B2B商业转移,Source: Forrester Res

4、earch, Inc.,B2B is Huge.,Source: Forrester Research, Inc.,B2B 市场巨大,Highly Fragmented,Most product categories are highly fragmented, with numerous suppliers each offering different level of quality, service and pricing options Buyers incur significant cost in the actual purchase process A buyer must

5、invest internal resources to manage the process of collecting, analyzing and acting upon all the information in the market In addition to purchase price companies spend over 10% in additional procurement costs On the suppliers side, there are significant costs in using the manufacturing reps These c

6、ommissions range from 4% to 7% of purchase price,制造商认同电子投标市场具有价值的原因？,大部分产品种类都是高度分散的，有无数的供应商，提供不同水平的产品、服务和价格选择 购买者在实际购买过程中会产生巨额成本 购买者必须投入内部资源以管理收集、分析和利用所有市场信息 除了支付采购价格外，公司还要支付额外的10%的采购成本 从供应商的角度看，雇用制造商销售代表的成本高昂 这些佣金花费是采购成本的4%至7%,制造商认同电子投标市场具有价值的原因？,由于这种明显的分散性和差异性，采购者会面临信息选择问题：选择的范围太大而且没有一个能将它们鉴别并区分开来

7、的合适标准。购买者只能依赖供应商销售代表的话，但销售代表关心的只是市场而不是产品究竟如何！引入标准平台电子竞价市场。,How Does FreeMarkets Online Create Value for its Customers?,Consulting/Purchase outsourcing Putting together specs, drawings, lot sizes, documentation and RFQs询价 Identifying potential savings opportunities Identifying and qualifying supplier

8、s Educating and training buyers Conducting the Competitive Bidding Event (CBE) Providing post bid analysis and support,FreeMarkets在线如何为它的客户创造价值,咨询 / 采购外包 将规格、图纸、批量、文件和报价请求放在一起 识别潜在的节约机会 识别并确认供应商资格 培训购买者 引导竞价活动 (CBE) 提供投标后的分析与支持,How Does FreeMarkets Online Create Value for its Customers?,Consulting/P

9、urchase outsourcing Distribution Intermediary,FreeMarkets在线如何为它的客户创造价值,渠道中间商,Traditional B2B Trading Exchanges,传统B2B 商业交易,Internet Based B2B Trading Exchanges,以网络为基础的B2B商业交易,How Does FreeMarkets Online Create Value for its Customers?,Consulting/Purchase outsourcing Distribution Intermediary Network

10、Enabler/Software Provider,FreeMarkets在线如何为它的客户创造价值,网络采购的驱动者 / 软件提供者,What are the Barriers for the buyers?,Elimination of established relationships with the suppliers and their representatives Elimination of manufacturing reps could result in loss of convenience,购买者的障碍是什么？,消除和供应商及其销售代表之间已经建立的关系 消除制造商

11、（ buyers ）的销售代表可能带来不便,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 commission by $174M(4.5%)=$8M Table 7.5 also shows $35M drop in revenue for the suppliers Suppliers could benefit from lower sales, marketing an

12、d distribution costs and better utilization of capacity,对供应商的价值是什么？,对供应商的价值相对较低 佣金（以前支付给制造商代表的佣金）从7%降低到2.5%（支付给在线电子市场提供者） 表7.5说明了佣金的减少为174M(4.5%)=800万美元 表7.5还显示供应商的收入减少了3500万美元 供应商可以从降低销售、营销、配送成本以及更好地利用生产能力中获利,Which suppliers benefit from this model?,Low cost, quality suppliers will benefit as they

13、drive competition out of the market The FreeMarkets model would be beneficial for large more efficient suppliers It will also provide opportunities for a host of small suppliers, especially if they are located overseas,哪些供应商从这种模式中获利？,低成本、低质量的供应商将获利，因为他们 推动了市场竞争 FreeMarkets模型将对大量更有效率的供应商有利 它还会为一大群小规模

14、供应商提供机会，尤其是国外的企业扩展市场,The Revenue Model,A hybrid of service fees and sales commissions FreeMarkets charged monthly fee from the buyer based on the size of the market making team dedicated to the event Winning supplier paid sales commissions; this was paid in installments as suppliers shipped products

15、,收入模式,收取服务费和销售佣金 FreeMarkets公司向购买者按为其服务的市场创造团队的规模每月收取服务费 胜出的供应商支付销售佣金，这一费用在供应商发运产品时分期支付,Problems with the revenue model,Buyer side: FreeMarkets invests substantially in a project Consulting revenue is independent of the value created Does not lead to another intensive purchasing study for the custom

16、er Gross margin on consulting is about 22% Doesnt scale well Supplier side: FreeMarkets does not represent the supplier FreeMarkets success depends on their ability to identify many potential suppliers Suppliers pay commissions to the company that reduced their margins,收入模式的问题,购买方：拒绝在采购价值之外在支付其它费用，甚

17、至拒绝支付任何费用，包括采购服务费 FreeMarkets公司在一个项目上进行了重大投资 咨询收入和创造的价值不匹配 也没有进行另一次对客户采购的认真研究 咨询的毛利率约为22% Doesnt scale well难以有递增的效应 供给方：拒绝支付费用 FreeMarkets不代表供给方 FreeMarkets的成功依赖于它们有能力识别出了许多潜在供应商竞价 供应商向公司支付佣金给FreeMarkets ，减少了自己的利润,Vertical vs Horizontal Focus?,Vertical: Advantage: FreeMarkets can capitalize on its d

18、eep knowledge of supplier industries Disadvantage: Hard to scale-up Horizontal: Advantage: Ability to generate multiple contracts from one buyers Disadvantage: FreeMarkets does not bring much expertise to the transaction,FreeMarkets应当纵深发展还是横向发展？,垂直： 优势：FreeMarkets能利用其深厚的供应产业的知识 劣势：难以扩大规模 水平： 优势：可以与同

19、一个买方产生多个合同 劣势： FreeMarkets没有形成交易的专门知识,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 revenue going to come from? How can these problems be addressed?,技术许可,购买者能够独立使用这种技术吗？使用需要专门的技能 如果不能，这会带来什么损害？ 如果能，收益从何

20、而来？ 如何应对这些问题？,By the end of 1998,FreeMarkets was pursuing the horizontal market expansion In 2000, the company started licensing its software,在1998年底,FreeMarkets正在进行水平市场扩张 2000年，公司开始许可使用其软件,The company went public in 12/99.,Freemarkets Stock Price,公司于1999年12月上市,Freemarket公司的股价,Where is FreeMarkets t

21、oday?,For the three months ended in 3/31/01 Revenue totaled $33M Net loss totaled $43.7M For the three months ended in 12/31/01 Revenue totaled $44.8M Net loss totaled $2.8M,今天的FreeMarkets,2001年第一季度 总收入3300万美元 净亏损4370万美元 2001年第4季度 总收入4480万美元 净亏损280万美元,E-Marketplaces: The Initial (95-99) business mod

22、el,The 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 costs for buyers and suppliers Automating the procurement process will reduce processing cost per

23、 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 distributor,E-Marketplaces：最初的（1995年至1999年）的商业模式,E-marketplaces的概念是采购产品的一种新方法。 E-marketplaces能够： 扩展每个公司的市场区域 为购买者产生更低的价格 为购买者和供应商削减运营成本 采购过程自动化能够使每订单的处理成本由150美元降低到5美元 专注于

24、产品在更大范围的流通性 交易费用由供应商支付 扮演虚拟分销商的角色,Problems with this Business Model,Sellers resist paying a fee to the company whose main objective is to reduce the purchase price Buyers resist paying a fee The revenue model needs to be flexible Sometimes the wrong party is charged Low barriers to entry created a f

25、ragmented industry flooded with participants Just in the chemical industry there were about 30 e-markets,商业模式存在的问题,销售者拒绝向那些主要目的是降低采购价格的公司支付费用 购买者拒绝支付费用 收入模式需要灵活一些 有时向不该收费的一方收费 低进入壁垒使得参与者大量涌入，市场被分散 仅仅在化学品市场就有约30个e-markets,Continuous evolution of the business model,Transaction fees (typically paid by

26、the sellers) Sometimes the wrong party is charged Buyers and suppliers resist paying Subscription fees (typically paid by the buyer) Depends on a number of dimensions Licensing the software,商业模式的进一步演化,交易费用（通常由销售者支付） 有时向不该收费的一方收费 购买者和供应商拒绝支付 固定租赁费用（通常由购买者支付） 由订购量决定 软件许可使用,Evolving Market Types,Value-

27、added independent e-markets They are expanding their offering to include inventory management and financial services (Zoho); supply chain planning (Covisint, e2open, Converge, TheSupply),市场类型的进化,增值的独立e-markets 它们正在将其服务扩展到库存管理和金融服务(Zoho)，以及供应链规划 (Covisint, e2open, Converge, TheSupply),Consider Instil

28、l 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 not only procurement services, but also forecasting, collaboration and reple

29、nishment tools.,Instill公司案例,I集中于食品服务产业，提供将饭店、配送商和生产商联系在一起的服务。它向客户提供采购服务以及预测、协作和补货工具等服务,Consider eS,In the alcoholic beverage industry, eSkye has tailored an offering that provides the supply chain with real value. eSkye now links retail stores, distributors and suppliers providing visibility into a

30、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 suppliers.,eS公司案例,在酿酒行业，eSkye公司为提供供应链的真正价值而调整了其服务。现在，eSkye将零售店、分销商和供应商联系起来，在数据很少的供应链中提供了可视性。通过使零售商的订单处理过程自动化，同时向分销商和供应商提供产品流信息。,Ev

31、olving Market Types,Private e-Markets Valuechain.D (Dell), eHub (Cisco) IBM, Sun Microsystems and Wal-Mart These companies use the marketplace to improve supply chain collaboration Providing suppliers with demand information and production data,市场类型的进化,专用的e-Markets Valuechain、D (Dell)、eHub (Cisco) I

32、BM、Sun 微系统公司和沃尔玛 这些公司利用市场改善供应链的合作 向供应商提供需求信息和生产数据,Evolving Market Types,Consortia-based e-markets. Covisint (automotive); Trade-Ranger (oil); Omnexus (chemicals); e2Open and Converge (high-tech) Objective of the consortia is Aggregate activities and use the buying power of consortia members Provide

33、suppliers with standard systems that support all buyers and allows suppliers to reduce cost,市场类型的进化,基于行业联盟的e-markets. Covisint (汽车)、Trade-Ranger (石油)、Omnexus (化工)、e2Open和Converge (高技术) 联盟的目标： 汇集各种活动以便利用联盟会员的购买力 向供应商提供标准系统以便支持所有购买者并使供应商降低成本的,Evolving Market Types,Content based e-markets. Focus on Mai

34、ntenance, Repair and Operations (MRO) goods These are components that are not part of the finished product or the manufacturing process but are essential for the business Examples include lighting, office supply, fasteners,市场类型的进化,基于内容的 e-markets. 集中于维护、修理和操作设备 这些要素不是最终产品的一部分或生产过程的一部分，而是这种交易的必要部分 例子

35、包括照明设备、办公用品和紧固件等,E-marketplace实例,Private Trading Exchanges (PTX),Independent VerticalExchanges (IVX),Independent Horizontal Exchanges (IHX),Consortia TradingExchanges (CTX),Private vs. consortium-based public markets,Owner Single vs Co-Op Objective Private: (i) Share proprietary data (ii) allow for

36、SC Collaboration Consortia: (i) Buying/selling commodities (ii) Finding new suppliers Participants Private: Selected group of suppliers Consortia: Open Market Buyer Cost Private: Building and maintaining the site Consortia: Subscription fee; licensing fee,专用与以行业联盟为基础的公开市场,所有者 个人与合作组织 目标 专用：(i) 分享私人数

37、据；(ii) 供应链协同 联盟：(i) 购买 / 销售商品 ；(ii) 发现新的供应商 参与者 私人：选定的一组供应商 联盟：公开市场 购买者成本 私人：建立并维持这种场所 联盟：订购费、许可费,Private vs. consortium-based public markets,Supplier Cost Private: No fee Consortia: Subscription fee; Transaction fee Challenges Private: Initial investment Consortia: (i) Many have recently collapsed;

38、 (ii) preferred suppliers may object because of price focus; (iii) Sharing proprietary data (iv) developing standards,专用与以行业联盟为基础的公开市场,供应商成本 私人：无费用 公会：订购费、交易费用 挑战 私人：初始投资 公会：(i) 最近很多都瓦解了；(ii) 首选的供应商可能由于价格而拒绝；(iii) 分享私人数据；(iv)需 制定标准，规范数据,Private vs. consortium-based public markets,Automotive Industry

39、 Covisint was established in early 2000 by the Detroits big three automakers It now also includes Renault, Nissan, Mitsubishi and Pegeot Volkswagen established its own private e-market Volkswagen e-market provides not only similar capabilities to that of Covisint but also real-time information on pr

40、oduction plans so that suppliers can better utilize resources,专用与以行业联盟为基础的公开市场,汽车产业 2000年初，三在汽车制造商在底特律建立了Covisint 现在还包括雷诺、日产、三菱和标致 大众公司成立了自己的私人e-market 大众的e-market不仅提供类似于Covisint的服务，而且还提供生产计划的实时信息，以使供应商能更好地利用这些资源,Consider IBM,IBM has saved about $1.7 billion since 1993 by being able to divulge sensi

41、tive 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 cost of connecting suppliers. The payoff: On-time delivery to customers soared from ab

42、out 50% to close to 90%, which helped justify the cost, Paulk says. E2open: A consortia based e-marketplace established in 1999,IBM公司案例,IBM的e-marketplaces经理Bill Paulk声称，利用由25000家供应商和客户组成的私人交易场所泄露出的敏感价格信息和库存信息，自1993年以来，IBM已经节约了17亿美元。由于有许多交易者，公司协助支付了连接供应商的成本。回报：向客户的准时递送由50%提高到90%。“这说明这种成本是值得的。”Paulk说。

43、 E2open：成立于1999年的以公会为基础的e-marketplace,A Framework for eProcurement,Type of Component Strategic Components Part of the finished product Not industry specific; company specific Examples: PC motherboard and chassis Commodity Products Can be purchased from a large number of suppliers Price is determined

44、 by market forces Examples: Memory unit in a PC Indirect Material MRO,电子采购的框架,组成类型 战略部件 最终产品的一部分 Not industry specific; company specific 例如：计算机主板和机箱 通用商品 可以向大量供应商购买 价格由市场力量决定 例如：计算机的存储器 间接材料 MRO,A Framework for eProcurement,Level of Risk Uncertain Demand (Inventory risk) Volatile market price (Price

45、 Risk) Component availability (Shortage Risk),电子采购的框架,风险水平 不确定的需求（库存风险） 不稳定的市场价格（价格风险） 部件的可获得性（短缺风险）,Risk: Commodity Products,Can be purchased either in the open market through on-line auction, or through the use of long term contracts Long term contracts guarantee certain level of supply but may be

46、 risky for the buyer Inventory risk, shortage risk or price risk,风险：通用产品,可以通过以下渠道采购： 通过在线拍卖的公开市场 通过长期合约 长期合约保证了一定的供应水平，但可能对购买者存在风险 库存风险、短缺风险或价格风险,A Framework for eProcurement,Indirect Material Typically low risk and hence the focus is on content based hubs. The objective is to use an MRO-hub that sp

47、ecializes in unifying catalogs from many suppliers Examples: MRO.com, Grainger on-line catalogs,电子采购的框架,间接材料 通常风险较低，因此集中于以满意度为基础的活动 目标是利用MRO活动形成统一目录 例如：MRO.com、Grainger在线目录,Grainger,W. W. Grainger has been selling industrial supplies for 72 years In 1995 Grainger established G, an on-line catalogue

48、for more than 220,000 products from 12,000 suppliers In 1999, Grainger experienced revenue growth of $102M through its internet channel The MRO supply industry is growing at a rate of 3-4% a year. From 1996 to 1999 Grainger internet sales grew 32% a year and 20% in offline due to customers that were

49、 lured to Grainger from the web site,Grainger案例,W. W. Grainger从事工业品销售72年 1995年，Grainger建立了G，包括由12000家供应商提供的220000种产品的目录 1999年, Grainger通过互联网实现了1.02亿美元的收入增长 MRO供应产业的年增长率为3%至4%。从1996年至 1999年，Grainger的因特网销售每年增长32%，其中20%是由于线下客户被吸引到Grainger的网站,A Framework for eProcurement,Strategic Components Typically h

50、igh 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,电子采购的框架,战略部件 通常具有高风险的部分可以通过数量较小的供应商购买 目标是利用私人或以公会为基础的e-marketplace. 关注于可以与供应商协同的e-

51、marketplace,Consortia or Private?,Transaction volume Number of suppliers Cost of building and maintaining the site The importance of protecting proprietary business practices Technology and product life cycles,联盟还是专用？,交易量 供应商数量 建立并维护交易场所的成本 保护私人所有者实践的重要性 技术和产品生命周期,A Framework for eProcurement,Commod

52、ity Products Products go directly into finished goods High risk Many potential options to choose from Long Term Contracts Buyer and supplier commit to certain volume (called the commitment level) Supplier guarantees a level of supply for a committed price Flexible, or Option Contracts Buyer pre-pay

53、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 Spot Purchasing,电子采购的框

54、架,产品 直接到最终产品 高风险 有许多潜在的选择 长期合约 购买者和供应商承诺达到一定水平（称为承诺水平） 供应商在承诺价格下保证一定水平的供给 灵活性或期权合约 购买者提前支付一小部分产品费用，供应商刚保证满足一定的需求水平（称为option level ） 购买者可以通过向每一购买的单位支付额外价格而购买直到option level的任何数量 买进现货,A Framework for eProcurement: A Portfolio Approach,Inventory Risk (Supplier),Inventory Risk (Buyer),Price, Shortage Ris

55、ks (Buyer),N/A,Commitment Level,Option Level,L H,H L,电子采购的框架：组合方式,库存风险 (供应商),库存风险 (购买者),价格风险、 短缺风险 (购买者),N/A,承诺水平,Option Level,L H,H L,B2B Software Vendors,Oracle (Indirect and Direct) i2 Technologies and Manugistics (Direct) Ariba (Indirect and Direct) Commerce One (Indirect and Direct) Agile (Dire

56、ct) VerticalNet (Indirect),B2B 软件销售商,Oracle (间接与直接) i2 Technologies and Manugistics (直接) Ariba (间接与直接) Commerce One (间接与直接) Agile (直接) VerticalNet (间接),E-Procurement: The reality,Companies conducting greater than 20% of procurement transactions online have reduced their transaction processing cost b

57、y nearly a third (Hackett Benchmarking) Product savings and process cost improvements effect operating cost by 10% (Credit Suisse First Boston Technology Group),电子采购：现实,在线采购交易超过20%的公司交易处理成本降低了1/3(以惠普为标准) 生产节约和处理成本的改善对运营成本的影响为10% (Credit Suisse First Boston Technology Group),E-Procurement: The realit

58、y,To capture this benefits purchasing 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 fee,Source: Forrester Research,电子采购：现实,为获得这一利益，采购企业

59、需要在以下方面进行大量投资： 改变内部采购程序 将e-marketplaces整合进内部系统 购买B2B应用软件 支付e-marketplace的交易费用和订购费用,Source: Forrester Research,Positive 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,贸易交易的正面因素(采用交易的公司),减少成本或劳务 (31%) 更好地接近产品 / 销售商 (24%) 提高速度或效率 (29%) 接近更多的客户 (21%),Source: AMR Research,Positive Aspects of Trading Exchanges (Companies who plan to use exchanges):,Reduce costs or labor (43%) Better access to products/vendor