L公司的供应商整合策略探讨

上海交通大学硕士学位论文L公司的供应商整合策略探讨姓名：田广平申请学位级别：硕士专业：工商管理指导教师：徐丽群20080113LLLL42812770.3%THEPROBEOFSUPPLIERCONSOLIDATIONFORLCORP.ABSTRACTWiththecontinuousintegrationfortheworld’seconomy,thecompetitionamongthecompaniesisnotonlyintheproductsandservice,butalsointhesupplychainmanagementandthesuppliermanagement.Therefore,themainpurposeofthisarticleistodiscusshowtoconsolidatethecurrentsupplierbaseofthetelecommunicationequipmentmanufacturer,andpickoutthemostcompetitivesuppliersforlongtermcooperation.The1stsectionpointedoutthestrategicimportanceofsuppliermanagement.Itintroducedthemainframeofthearticleandsharedthemajortoolsandmethodsforanalysis.The2ndsectiondescribedalltheproblemscausedbytoomanysuppliers.The3rdsectionanalyzedthetelecommunicationequipmentmanufacturer’senvironment,includingtheexternalenvironment,thesuppliersandtheirproducts;thesearethepreconditionsforthesupplierconsolidation.The4thsectionisthemajorpartofthearticle.Itschemedoutthesupplierconsolidationsolution.Thissolutioncontains3parts-thefirstpartintroducedthecriteriaforsupplierpre-selection,thesecondpartspecifiedthesupplierqualificationprocess,andthelastpartprovidedthesystematicconsolidationmethod.The5thsectionprovidedimplementationmethodforsupplierconsolidation.Thissectionfirstlyintroducedtheimplementationroute,andthendesignedtheconsolidationappraisaltable,finallyevaluatedthesuppliersperformanceaftertheconsolidation.The6thsectionsummarizedtheentirearticleandstressedtheimportanceofsupplierconsolidation.ThisarticlestudiedLCorp.andsuccessfullyconsolidateditssupplierbasefrom428to127(consolidationrateis70.3%).KEYWORDS:Supplier,Consolidation,TelecommunicationEquipmentManufacturerMBAL12006GDP212.610.7%□□“√”MBAL11.1,155%10%[1]GECEO:“‘’,!”IT“”[2]MBAL21-1[2]1.2“”60%~80%1.2./1.2.3.MBAL31.3L1-2MBAL4L1.4(1)L(2)L(3)ABCABCLABC(4)LL(5)MBAL51.5MBAL6L2.1LLLBL16193711192540,00030,0004LB1985L2920047.5LL2.22.2.1LLLLL20061~8MBAL72.2.1.1L20061~82091%2-144282-210%400400428T1:T3:T0:L2-120061~8LFIGURE2-1TheSpendingInformationofLCorpfortheProductsfromJanuary2006toAugust20062.2.1.2LL42843(TailSuppliers)2-2LL2-2400“”(TailSuppliersLongTail)22%35%46%52%57%63%73%76%79%82%86%87%88%89%90%91%91%66%70%85%$0.00$10.00$20.00$30.00$40.00$50.00$60.00$70.00$80.00$90.00$100.00A(T1)B(T1)C(T1)D(T1)E(T1)F(T1)G(T1)H(T1)I(T1)J(T3)K(T3)L(T1)M(T1)N(T1)O(T1)P(T3)Q(T1)R(T0)S(T1)T(T1)0%10%20%30%40%50%60%70%80%90%100%()MBAL8L2-2LFIGURE2-2TheSupplierBaseStructureofLCorp’sProducts2.2.1.32-3L2-3FIGURE2-3TheSpendingStructureoftheTailSuppliersTailAnalysis$0$10,000,000$20,000,000$30,000,000$40,000,000$50,000,0000100200300400500#ofSuppliersAnnualSpendingTailAnalysis$0$10,000,000$20,000,000$30,000,000$40,000,000$50,000,0000100200300400500#ofSuppliersAnnualSpending(LongTailAnalysis)38590%050100150200250#ofSuppliers26283892201TotalSpending$7.7$3.8$2.7$2.4$0.5486K-200K199K-100K100K-50K50K-10KBelow10K050100150200250#ofSuppliers26283892201TotalSpending$7.7$3.8$2.7$2.4$0.5486K-200K199K-100K100K-50K50K-10KBelow10K(MUS$)MBAL9(1)385385/428=90%(2)17001700/40,000=4%L(3)38540500(4)267706.8%45%24%(93)83%L2.2.22.2.2.1LLMBAL10366.1835.3741.32-1.9611.28%-5.55%-50.000.0050.00100.00150.00200.00250.00300.00350.00400.00-8.00%-6.00%-4.00%-2.00%0.00%2.00%4.00%6.00%8.00%10.00%12.00%14.00%366.1835.3741.32-1.9611.28%-5.55%-50.000.0050.00100.00150.00200.00250.00300.00350.00400.00-8.00%-6.00%-4.00%-2.00%0.00%2.00%4.00%6.00%8.00%10.00%12.00%14.00%L2-420061~8FIGURE2-4TheCostSavingsofLCorp’sSuppliersfortheProductsfromJanuary2006toAugust200620061~84282-443366.1841.3211.28%3851.965.55%LL2.2.2.2LMBAL112006180.00%5.00%10.00%15.00%20.00%25.00%-06-06-06-06-06-06-06-06(%)1231233.50%L2-520061~8FIGURE2-5TheIncomingInspectionPerformanceofLCorp’sTopThreeRecommendedSuppliersandNon-recommendedSuppliersfromJanuary2006toAugust20062-520061~8LL2.2.2.3LLMBAL122006180%20%40%60%80%100%120%-06-06-06-06-06-06-06-06(%)123123(95%)L2-620061~8FIGURE2-5TheOn-Time-DeliveryPerformanceofLCorp’sTopThreeRecommendedSuppliersandNon-recommendedSuppliersfromJanuary2006toAugust20062-620061~8L2.2.2.4(1)(2)(VMI-VendorManagedInventoryVMI20042005MBAL132.32.2L428(385.10MUS$96%)4310%(15.42MUS$4%)(38590%)4%90%0.00100.00200.00300.00400.00385.1015.4243385L2-720061~8FIGURE2-7TheSpendingStructureofTheSuppliersfromJanuary2006toAug20062.4L(1)(2)(3)(4)96%90%10%4%MBAL14L3-1FIGURE3-1TheEnvironmentAnalysisofTheSupplierConsolidationSolution3.1L3.1.1LInfoneticsResearch2006123020059%201020%1480·MichaelPorter5[3]MBAL153-2FIGURE3-2MichaelPorter'sFiveForcesModelAnalysisBasedOnTheMarketEnvironment3.1.2:500“”20002006AT&TVerizon(2006900)AT&T1100(930)(640)(600)680[4]3-1AT&T(“”[4])AT&T/1984AT&T7“”1AT&T1995Lucent(AT&T)NCRAT&T2000AvayaLucent1999AT&TAT&TWireless2001(SBC)(BellSouth)Cingular2004Cingular410AT&TWireless700004700320VerizonWireless(Verizon)2005(SBC)AT&T4AT&TVerizonMCIL,Tellabs(L)()(AT&T,,BT)MBAL16L3.1.3L:L[5]200620053-22005~2006200510252120051118Scientific-Atlanta2006422504202006619MBAL17LL3.1.4L:“”L3.1.5L:LLL[5]L3.1.6L:LLLLLLLLMBAL18(1)LLL(2)(3)[6]3.1.7•(AT&T,BT,)•L•,Tellabs•()•(L)LL3.2L3.2.1L()-ABCABC“AB