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上海交通大学硕士学位论文JN公司全球采购策略的制定和实施姓名：赵燕申请学位级别：硕士专业：工商管理指导教师：骆建文20070128MBAJN4JN,WTOGDP30JNJNJNJNJNJNJNJNJNJNMBAJN5JNJNJNJNJNJNJNJNJNJNMBAJN6IMPLEMENTATIONANDESTABLISHMENTFORJNGLOBALSOURCINGSTRATEYABSTRACTAlongwiththedevelopmentofeconomicglobalization,globallytheeconomieswillbeinterconnectedmoreandmoretightly.Ithasbeenavitalissuethathowtoestablishtheeffectivesupplychainandmakeuseoftheeconomicglobalizationandinternationalresourcetoenhancecompetitivenessforacompany.Thereisnodoubtthatglobalsourcingstrategyisoneofthemosteffectivewaystouseinternationalresourceduringtheprocessofexpansion.Thevolumeofglobalsourcingissurginginanincrediblespeed.AccordingtothestatisticconductedbyWTO,thereareapproximate30%ofthegoodsintheworldhavebeentransportedacrossthecustomwhichshowthefactthatthesegoodswerepurchasefromoverseassuppliersorsoldabroadormutualtrade.Thereasonswhythecompaniesprefertopurchasegloballyincludethreeaspects.Thefirstoneistheglobalizationtrend,whichcanhelpacompanywintheoverseasmarketsharequickly.Thesecondreasonistoacquiretheexternalresource.Thecompanycanreducethecostthroughreducingthecost.Lastbutnotleastisthepressurefromcost.Thefiercecompetitionwillcreatehugeandincreasingcostpressure,whichcanbesolvedviapurchasingfromthelow-costcountries.Asafast-developingcompany,JNhasencounteredtheproblemsintermsofcostpressureandgrabbingtheoverseasmarket.ThecurrentpurchasesysteminJNcannotmeetthedemandofdevelopmentandstrategyanymore.ThisarticleanalyzesthestatusquoofglobalsourcinginJNandputforththesuggestionsforimprovingthepurchaseflowonthebasisofthecurrentproblemsinJNsoastofurtherimplementglobalsourcingstrategy.Meanwhile,Itisinevitablethattherisksareboundtoriseintheimplementationofglobalsourcingstrategy,inlightofwhichthearticlemakesanin-depthanalysisontheseproblemsandpresentsthemethodsforriskevading.Theentirearticleconsistsofsixchapters,thespecificareasfollowing.Chapteronefocusesonthedevelopmentstatusquoandanalysisofglobalsourcing.AgeneralinterpretationispresentfortheconceptandMBAJN7developmentofglobalsourcingaswellastheanalysisontherelevantmodelandsignificanceofglobalsourcing.Inchaptertwo,thearticlemainlyanalyzesthecurrentpurchasemodelandtherelatedproblemsinJN.Inlinewiththeseproblems,thenecessityandfeasibilityforglobalsourcingaredemonstrated.WecandrawtheconclusionfromthischapterthatglobalsourcingstrategyisamustforJN.Thecostreductionandstrategicgoalwillneverbeenachieveduntilthisstrategyiscarriedout.Inchapterthree,theemphasisisontheissuehowtoestablishtheglobalsourcingstrategyinJN.Reshufflingtheorganizationstructureisaneffectivemeasuretocatertothedemandofglobalsourcing.Purchasemanagementflowisstandardizedandefficiencyandlevelofmanagementinpurchasedepartmentisstrengthenedinthediscussion.Wecanalsogaintheanalysisrelatetostrategicpurchaseinthischapter.ChapterfourgivesthestressonthesuppliermanagementthroughanalyzingtheimplementationofglobalsourcingstrategyinJN.Thearticledemonstratesthemanagementinthefieldofcooperationrelationshipwiththeglobalsuppliersaswellastheselection,evaluation,performanceappraisalandregularmanagement.Inchapterfive,thearticlepresentsthepossiblerisksandgivesthewaytoevadetheseriskswhileimplementingglobalsourcinginJN.Chaptersixisconclusion,whichsummarizesthewholecontentinthearticleaswellastheproblemsandthesolutionsfortheissueofpurchaseinJN.Theproblemsandsolutionspresentinthisarticlejustintherangeofpurchase,hopefully,thecontentwillalsohavethevalueofreferencetothecompanieswhohavethesimilarproblemswithJN.KEYWORDS:GlobalSourcingManagerProcessSupplierManagementGlobalSourcingRisk-evadingMBAJN22007120MBAJN320071202007120MBAJN91.121/()()TotalCostManager,TOM1-11-1MBAJN101-1:Table1-1:5developingphasesofpurchase--2-5%-5-10%-80/2010-20%1-10%-25%30%3090601512010020001-2:Table1-2:Theimpactontheprofitfromreductionofexpenditure54%546%3.213%1324%3.211%1128%3.214%1422%3.28%8-40%3.22MBAJN11=100%/JIT1.21.2.190MBAJN12ISO9000231.2.2MBAJN13WTO2001303020011.31200425100275200972%199930%200959%52009199930200960%199928%CEO199940%20037AberdeenGroup2008271-1200315200420%,2008271-2MBAJN1415%20%27%0%5%10%15%20%25%30%1551-1Chart1-1:ForeignSourcestoTotal27%oftheAverageCompanysSupplyBaseby2008AberdeenGroupTheGlobalSourcingBenchmarkReportJuly2003MBAJN156%17%23%10%20%29%16%24%34%0%5%10%15%20%25%30%35%1551-2Chart1-2:LargeFirmsMoreReliantonOffshoreSuppliersAberdeenGroupTheGlobalSourcingBenchmarkReportJuly200322003499.411559642003495020018.83260200122.3WTOAccenture20051-31-4MBAJN1622%14%10%9%6%1-3Chart1-3:Americanmainsourcingoff-shorecountriesratioALow-CostSourcingStudypublishedbyAccenturein200519%14%12%10%1-4Chart1-4:Americanmainsourcingoff-shorecountriesratioALow-CostSourcingStudypublishedbyAccenturein2005MBAJN173.“”GlobalSources20054033200650AberdeenGroup2003TheGlobalSourcingBenchmarkReport1151-5MBAJN1845%45%40%39%34%31%30%26%25%23%20%16%16%8%7%0%10%20%30%40%50%//IT//MRO1-5Chart1-5:ProductquantityandcategoryinglobalsourcingAberdeenGroupTheGlobalSourcingBenchmarkReportJuly20031.31MBAJN1923Palm80%15050EMSOEMEMSEMSEMSITOEMEMSOEM/EMSMBAJN20OEM1.41998Domier.PGlob