招标如何帮企业降低成本

RFPMAKEYOUCOSTDOWNRFP帮你降低成本BrandonWen2008.08CurrentSituationTheimpactofAmericandepression美国经济萧条对世界的影响Chinaeconomicproblem中国的经济问题CPI消费物价指数PropertyandStockofChina中国的房地产和股票Naturaldisaster自然灾害ChinaOlympicgames奥林匹克运动会NewLaborlaw新劳动法China&Americanareinwar：Oil，food,RMB中美已处于战争状态：石油，粮食，人民币现状TheimpactofthesefactorsRawmaterialcost:copper;tin;chemical原材料成本：铜，锡，化学品Laborcost劳动成本Thetotalcost总成本这些因素的影响Howtodealwiththissituation如何处理这种现状Therearealotofoptions有很多种选择RFPisoneofthemRFP只是其中一种WhatisRFP什么是RFPThedifferenceofseveralconcepts几个概念的区别Bid招标Tender投标Propose提案Quotation报价RFPmeans“requirementofpropose”RFP意思就是“提案需求”HowtooperatetheRFP如何运行RFPSpendAnalysis支出分析BusinessRequirements商业需求MarketAnalysis市场分析CategoryStrategy分类策略Solicit&Evaluate收集和分析Negotiation&Agreement谈判和合同TransitionPlanning转换计划SupplierManagement供应商管理SpendAnalysis支出分析SpendAnalysisistheprocessofaggregating,cleansing,classifying,andanalyzingcorporatespendingdataforthepurposesofreducingcostsandimprovingoperationalperformanceonarepeatablebasis支出分析是一个收集，过滤，分类和分析公司支出数据，目的是为了降低成本，提高运行表现的过程。这个过程是可重复的。Theinformationneededcanbegatheredfromnumeroussourcesincludingmorethanjust$$信息收集是多渠道的，不仅仅是金钱Fivekeyprocess五个主要步骤SourcefromAberdeenGroup•Historyofpurchases采购历史•Unitpricesbysuppliers供应商单价(invoicefiles发票集)•VolumepurchasedbysupplierSeasonalityofpurchase供应商季度性采购量Sourcecomefromdifferentparts信息来自不同的方向AccountingDept.财务部•Informationoncurrentandpastsuppliers现有和过去供应商的信息•Unitprices单价•Suppliercharacteristics供应商风格•Termofpayments付款条件•Supplierconstraints对供应商的约束条件•Productspecs产品规格•Potentialsuppliers潜在供应商PurchasingDept.采购部•Productspecs产品规格•Potentialsuppliers(name,capabilities,quality)潜在供应商（名,能力,质量）•Currentsupplier现有供应商(capability,quality,certification能力,质量,证书)•Billofmaterialstructure物料结构清单•Possiblealternativeproducts可能的替代产品Technical/EngineeringDept.技术部门•Seasonalityofendproduct最终产品的季节性•SalesDept.requirementstoPurchasingDept.销售部对采购部的要求(local,content,advantagedsuppliers…本地化,内容,先进的供应商)•Targetsalesmarkets目标销售市场SalesDept.销售部•Volumehistory供应量记录•Pricing报价•Serviceperformance服务绩效•Technicalspecs技术规格Suppliers/Others供应商/其他ManufacturingDept.生产部•Incomingqualityhistory来料质量记录•Volumebysite每个工序的用量•Seasonalityofusage使用的季节性SpendingConsolidation支出合并◆Spendanalysis–IdentifyVendor&SKUbaseConsolidationopportunities支出分析-找出供应商和库存单元合并机会Strategicfitassessmentofthetopvendorsandproducts/serviceswillhelpidentifyconsolidationopportunitiesVendorconsolidation供应商合并SKUconsolidation库存单元合并Vendorconsolidation供应商合并ProcessforVendors供应商合并的程序1.ConductStrategicfitassessmentoftopvendors(80%ofspend)andtopproductsorservices对最大的供应商(80%的支出)或最重要的物料或服务进行估价2.Foreachproductorservicescategory,identifyvendorswithinthecategorythatcanmeetadditionalneedswithinthecategory对于每个产品或服务类别,找出能在同一个类别里能契合其他需求的供应商3.Identifyvendorsacrossproductorservicescategoriesthatcanmeetneedswithintheselectedcategory找出在选定的类别里,同时能在其他产品或服务类别能契合需求的供应商4.Identifyanyothervendorsthatcanmeetcustomer’sproductorservicesneeds找出其他能契合客户需求的产品或服务的供应商SKUconsolidation库存单元合并ProcessforSKU’s库存单元合并程序◆Foreachproductcategory,identifySKU’sthatcanbeconsolidated在每个产品类别里,找出能合并的库存单元Example-doweneed3brandsofthesamebatterySKU?Canweusejustone?比如-我们需要3种品牌的电池吗?我们能不能只有一种呢?AnExample举例Inthisexample,thereisanopportunitytoconsolidateallthespendwithVendor’sA&B在这个例子里,有机会把所有的支出集中到供应商A&B中ProductEProductFProductGProductDProductCProductBProductAVendorDVendorCVendorBVendorAVendorsthataccountfor80%ofthespendProductsthataccountfor80%ofthesalesCurrentlysupplying正在供应Potentialtosupply潜在能供应BusinessRequirements商业需求Thedecisionofmakingorbuying是自制还是外采的决策Considerthefeaturesofdesirable考虑你最想要的特征Individual1Individual2Individual3Individual4TotalRankScoreFeature1Feature2Feature3Feature4Feature5BuyProcess购买程序Makevs.Buydecisionprocess自制V.S外采的决策程序ConvertNeedstoEngineeringSpecsConvertEngSpecsToProcessSpecsConvertProcessSpectoProcessMakeItemVerifythatItemMeetsSpecsDecideTobuyDevelopRFQUsingCustomerNeedsSelectQualifiedSuppliersObtainBidsDevelopRFQUsingEngineeringSpecsDevelopRFQUsingProcessSpecsDecideTobuyDecideTobuyDetermineCustomerNeedsChooseBestQualifiedSupplierModify/Negotiate/ImproveBidObtainItem:DesignProcess,Equipment,SystemModify/ImproveItemYesYesYesNoNoNoMakeProcess自制程序Criticalareasbeforethedecision决策前的几个重点Assesstherelationshipoftheproducttothefirm’scorecompetencies评估产品对公司核心竞争力的关系Whatistheriskoflosinganimportantcompetitiveadvantage?失去一个重要的核心竞争力对公司的危险是什么?Evaluatethesuitabilityofproductcharacteristicsforoutsourcing评估产品特性对于外包的适合性Usuallycentersonproductsinthematurestagesoftheirproductlifecycles在产品周期的成熟阶段,往往是产品的核心Evaluatethereasonsforoutsourcing评估外包的原因Internalcapacityconstraints,lowercostcompetitors内部能力的限制,更低的成本竞争Assessallrelevantquantitativecosts评估所有相关的量化成本Fixedorvariable,relevantorirrelevant,directorhidden固定还是可变成本,相关还是非相关,直接还是间接成本Assessallqualitativecosts评估所有质变成本Lossofcontrol,risksofdealingwithnewsupplier,qualityofsupplier’smanagement,valuestructuresbetweenorganizations,supplier’slabormanagementclimate无法控制,管理新供应商的危险,供应商管理的质量,组织间的价值结构,供应商劳动力管理气氛Porter’svaluechain波特的价值链ConductMarketAnalysis