家电行业电子采购平台建设及推广以某冰箱制造企业为例

上海交通大学硕士学位论文家电行业电子采购平台建设及推广--以某冰箱制造企业为例姓名：刘宝印申请学位级别：硕士专业：工商管理(MBA)指导教师：田澎20050109•60%B2B(EPSe-ProcurementSolution)EPSERPEPSB2BTHEDEPLOYMENTANDCREATIONOFe-PROCUREMENTSOLUTIONINHOUSEHOLDELECTRICALAPPLIANCESINDUSTRYABSTRACTJackWelchonceinanoccasionsaid,revenueofanenterpriseonlycomesfromsalesandprocurementdepartment.Thecostofindustrypurchasehasbeenreachedto60%ormoreofsalesvalue.However,ifcostcouldbesaved,itwouldtransfertobeenterprise’sprofitdirectly.Intermsofthisprofitleverageeffectiveness,howtointegrateprocurement,improvepurchasingefficiencyanddecreaseprocurementcostshasbecomenewmarginalareagoingafterbymanyenterprises.Foralongperiodoftime,mostofChineseenterprise’sprocurementbusinessstillinaphaseofmanpowercontrol,includingsupplierselection,pricenegotiationandresourcesprocurement,whichengenderedlowefficiency.Furthermore,enterpriseswerenotabletoreducetheircostorreachmorecompetitivesuppliers.E-procurementsolutionmeetsthetrendofmorecomplicatedenvironment.Itaimsatsupplychain–tointegratesupplier,logisticsworkflowanddecisionanalysistobeconcentratedmanagementandcoordinatedbusiness,throughadvancedmanagementmethodologiesandlatestInternetandB-to-Btechnology.Itenhancessupplychaintoattainastrategiclevelfromoriginaloperationlevel,whichprovedworkingverywellforenterprise’sstrategy.Thearticleillustratesarealcase–astate-ownedcompany,acompetitiveenterpriseinmanufacturingrefrigeratorinhomeappliancesindustry,thathowthecompanyusethee-procurementsolution,byunderstandingcurrentprocurementbusinessissues,suchaslackofinformationtransparency,lackofcriteriaofworkflowcontrol,inconvenienttomanage,overrelyonindividual’sdecisionandhighprocurementdirectorindirectcosts,etc.therefore,thecompanyexpectedtoexecutee-procurementsolutiontosolveissuesandgaincompetitiveadvantage.E-procurementsolutionhelpsthecompanybuilduporganizationstructuremanagement,suppliercataloguemanagement,procurementplanmanagement,contractexecutionmanagement,decisionsupportandcostmanagementandsomeotherapproachesworkingforbid,negotiationandcompetitionprocurementenvironment.Allstrategiesenablethecompaniesgreatlydecreaseprocurementcost,increaseallchannelsofinteraction,andimproveefficiencywhileflawlesslydeliveringvaluethroughe-procurementsolution.Thearticlealsoanalysessomeimpactsandproblemissuesinexecutionprocess.Butonethingiscertain,e-procurementsolutionhasproventhattobetrulyeffectiveinthecompanyandhasachievedtoamaximummanagementeffect.Therefore,Itwillbesignificanttoextendtowholehomeappliancesindustry.KEYWORDSB2Be-procurementcosteffectivestrategyroleprocess2004124200412420041241WTOITERP(EnterpriseResourcePlanning)ERPERP(BPRBusinessProcessReengineering)GECEO60%()(EPSe-ProcurementSolution)InternetEPSEPSEPSMBA11.1IDCB2B()()(ElectronicCommerce)Internet/Internet(BtoC)(BtoB)()()()InternetInternet(1)(2)(3)(4)(5)1.260%MBA280%(1-1)1-187%63%61%63%62%61%1-2$2,700,0005%34%$2,700,0001-2$$53.005%$2.70$12.0022%$2.70$11.0024%$2.70$16.0017%$2.70$8.0034%$2.701.350-70%//1-11-1FIGURE1-1SubdivisionsofMaterials//CriticalStrategicTacticLeverageMBA3(1)MRO(MaintenanceRepairOperations)(2)(3)(4)1.4(Auction)(ReverseAuction)1989(auction)(1)(auctioneer)(bidder)MBA4(2)(Dutchauction)()(3)(SealedbidsClosesbids)(4)(ReverseAuction)MBA5B2BInternetIBM2.1SCOR()VCN()(1)SCORSCOR(Supply-ChainOperationsReference-model)(Supply-ChainCouncil)SCOR(2-1)(Plan)(Source)(Make)(Deliver)(Return)A2-1SCOR()Figure2-1Supply-ChainOperationsReference-model(2)VCN60ERPVCN(ValueCollaborativeNetwork)ABMBA6VCNVCNB2B2.2SCORVCNERP10%2.3InternetWebEDIEDIEDIEDIEDIInternetInternetCADMBA7JITJustInTime2.441%(GMFordDaimler-Chrysler)B2B()6000Sears()Carrefour()B2BWal-mart()3000TCLB2B2.52-2FIGURE2-2StrategieswithSubdivisionsofMaterials2-21-1//MBA82.6(e-Procurement)Web1-1(1)IT(2)(3)MROMBA9IBM1999IBM130IBMIBM1995IBM902000IBM47IBM560072415%20%CPCInternet17%60%2004Internet6MBA10E-ProcurementSolution(EPS)EPSEPSEPSEPSEPSEPSEPS3-1EPSFIGURE3-1ModularArchitectureofEPS3.1EPSEPSMBA11EPS(1)(2)(3)(4)3.2(1)(2)3.3(1)(2)(3)MBA12(4)3.4EPS(1)(2)(3)(4)3.5EPS3.5.1EPS(1)(2)(3)(4)MBA133.5.2EPS//Applet(1)(2)()()(3)(4)(5)3.5.3EPS(1)(2)(3)(4)(5)MBA143.5.4EPS(1)(2)(3)(4)(5)3.6EPS(1)(2)(3)(4)(5)(6)3.7EPS(1)MBA15(2)(3)3.8EPSEPS3.9EPS(1)(2)//(3)(4)(5)(6)//(7)3.10EPSJ2EEXMLWebServicehttps1MBA164.1808080909020001-6150100-15030-100300.27%64.9%591031010%25%0.48AMBA174.290500199550017198630300A199219932001220019ISO9001ISO14001(+)ULGSCECSAJETQAS19968200218.88%120020032004.380909020017.5/(CCTV2)LGMBA184.3.12001800100020014.3.290%100%3002000-2003400020%4%LG28%20%40%60%MBA1965%2004200350%60%5,70020041-4200440%21-420034.42090(OEM)1999(GE)20012003GEHitachi1998200350%75%50MBA205.1(6-1)6-1FIGURE6-1AdministrationStructureoftheProcurement()()()()MBA215.2()(1)(2)(3)MBA2220%80%80%20%(4)(5)(6)MBA23(7)(8)XMLemail5.35.3.1()1(1)(2)(3)MBA24(4)(5)()(6)GE(OEM)GEOEMEPS5.3.2(1)10%(2)(3)(4)(5)(6)Internet(7)(8)(9)(10)(11)MBA25?MBA26SAPERPBPREPS8.26.1EPS6-1(1)EPSEPSEPS(2)MBA276-1Figure6-1OrganizationalStructureofEPSProjectEPSEPSEPSEPS(3)EPSEPSEPSMBA286.2EPSEPS(1)EPSEPSEPSEPS(2)(3)EPS(4)ERP(5)EPS(6)EPSEPSEPS6.3EPS