惠而浦公司全球采购策略

上海交通大学硕士学位论文惠而浦公司全球采购策略姓名：赵伟男申请学位级别：硕士专业：工商管理指导教师：骆建文20090524472610ABC500WHIRLPOOLCORPORATIONGLOBALSOURCINGSTRATEGYABSTRACTAccelerationoftheglobalizationinlastdecademakesthecompetitionextendfrommarketingtoentiresupplierchain.Especiallyinhomeapplianceindustrymoreandmorelowcostcountrymanufacturerappearinthemarket,thehighlycompetitiveenvironmentforcethemulti-nationalcorporationtolowertheircostasmuchaspossible.CompaniescontinuetoputmoreresourcesinGlobalSourcingManagement(GSM)sincetheynoticeGSMisanefficientwaytoreducecost.Butasanewareaofsuppliermanagement,noonehasexperience,everycompanyarelearningandimprovingtheskillindailywork.Astheleadingcompanyofhomeapplianceindustry,Whirlpoolisdoingsame,GSMiseffectingtheoperationofthe47factoriesand26designcenter,managementteamhavetoputGSMastoppriority.ThoughWhirlpoolhasbeendonealotofeffortsinpast10years,andbigGSMteamavailableinworldwide,therearestillmanyproblemsinGSM.ThispaperinvestigatestheGSMofWhirlpool,baseontheknowledgelearnedinMBAandworkexperienceinWhirlpoolGSMgroup,pointouttheproblemsofWhirlpoolGSM,refertohomeapplianceindustrycharacteristic,figureoutthesystematicallysolution.Thepaperdividedin6chapters.FirstchapteranalysisWhirlpoolcurrentsituation,pointouttheproblems,suchasorganizationdefects;Weakofcomponentssegmentationandsuppliersegmentation;Failureoflogisticmanagement;HighlighttheimportanceofstrengthenGSMforWhirlpool.ChapterIItochapterVanalysisWhirlpoolGSMfromsupplierselectionstandpoint;fromsuppliersegmentstandpoint;fromlogisticmanagementstandpointandfromsupplierchainriskmanagementstandpoint.Refertosomesuppliermanagementinvestigationandtheory;turnaroundcurrentsituationofWhirlpoolGSMmanagementwithcompletesolution.IncludeintroduceBalancedScoreCard(BSC)tosupplierselectionprocess;Implementationofsuppliersegmentationandcomponentssegmentation;MatchwithWhirlpoolpositionintheviewofsuppliers,figureoutvarioussuppliermanagementsolution;Introduce“ABC”conceptininventorymanagement;Riskevaluationinpossibilityandimpact.ChapterVIdescribethefutureofWhirlpoolGSM.Whirlpoolasaleaderofthemarket,representthehomeapplianceindustry,ontheotherhand,Whirlpoolismilti-nationalCorporation,representglobalcompanyculture.Theinvestigationinthispaperconsiderstheoperationsofglobalcompanyandhomeapplianceindustrymarketingenvironment.KEYWORDS:GlobalSourcing,SupplierManagement,RiskManagementMBA50MBA51MBA11.1Whirlpool,1911,,1916190019501956BrasmotorS.A.1986KitchenAid19912007Maytag10.8%;;;;;;,Whirlpool,Maytag,KitchenAid,Jenn-Air,Amana,Brastemp,Bauknecht,Consul17018090/19962004472641360007020“”MBA211100PanasonicFlextronics1.2471.2.1231FIGURE(1)WhirlpoolOrganizationChartMBA3YNYNYN2FIGURE(2)WhirlpoolSupplierApprovalProcessYNNNYYEZISMY3FIGURE(3)WhirlpoolPurchasingProcessMBA4199020028000200220085000300060543123,,,,5,,.1MBA51.2.214A2A34,,,.,,,,MBA6..,.,,,.,.1.3PanasonicToshibaWhirlpoolGEElectroluxSiemensLGSamsung;.GEPanasonicGEPanasonic,7070101010MBA720MBA8QCDS2.12.1.1QCDS1MBA9423MBA104,,,,.,,.2.1.2,,,MBA111TABLE1SupplierEvaluationCriteriaofWhirlpool1.1121.2441.3551.4231.5221.6331.7441.8331.9331.10341.115%231.12551.13331.14331.15332.1332.2PPM242.3342.4242.5232.6332.7342.8342.9343.2333.3443.4333.7223.8334.2234.4344.5344.6234.7445.1235.233MBA12050550010142793364358032.212.2.11MBA132TABLE2ComponentsCostAnalysisofWhirlpoolA71B3C4.5D4E2.1F4.4G2A+B+C+D+E+F+G913TABLE(3)ComponentsCostAnalysisIIofWhirlpoolKg/Kg05281445836425215200710200810200820081030MBA142319901EEXW2FFCAFASFOB3CCFRCIFCPTCIP4DDAFDESDEQDDUDDP.50%MBA152.2.2MBA162.2.3122.3MBA17QCDSRobertHandfield123ABCMBA184TABLE4SupplierPerformanceEvaluations0.1530.450.150.50.2530.750.0530.150.140.40.1540.60.0540.20.0530.150.0530.150.02520.050.02530.0753.4754A52B4C2ITMBA193.13.1.111983.(PeterKraljic)PurchasingmustbecomeSupplyManagementKraljicMatrix42X24FIGURE4KraljicMatrixMBA202ABCABC.18791951HFDickieABCABCABC70%80%A10%20%B10%CABCABCABCABC3.1.2()38.29.137.22.420.99.413.66.37.18.56.67.36.22.12.15.812.11.91.92.11.231.26.31.11.60.81.45TABLE5COSTVSRISKAnalysisofWhirlpoolMBA2152/8=80%=8(5)(6)5IFIGURE(5)WhirlpoolComponentsSegmentMatrixI6IIFIGURE(6)WhirlpoolComponentsSegmentMatrixIIMBA22(7)ABCDE43.1.3,,,.AEBCD7FIGURE(7)WhirlpoolSupplierSegmentMBA23:3.2SharpSharpSharpMBA2483.2.1ABCD98FIGURE(8)WhirlpoolSupplierpositioningMatrixMBA25AB10AC11DCABDCABDCAB9IFIGURE(9)WhirlpoolSupplierSegment&MatchChartI10IIFIGURE(10)WhirlpoolSupplierSegment&MatchChartII11IIIFIGURE(11)WhirlpoolSupplierSegment&MatchChartIIIMBA26D123.2.212IVFIGURE(12)WhirlpoolSupplierSegment&MatchChartIVDCABMBA273.3MBA28(1)35(2)(3)MBA29.4.1,,4.1.1()13FIGURE(13)TraditionalOrderManagementProcessMBA3013(Lotsizing)4.1.2EZ-ISMSAP.EZ-ISM,,14,,,JIT,,.,1,.,,IT,.,,,,.IT,IT,,.14FIGURE14WhirlpoolOrderManagementProcessMBA314.2535%10%(GDP)10.5%,12%(leadtimes)()4.2.1:TL(truckload)LTL(lessthantruckload)MBA32(4-6)247—(Multi-Modal)TLLTL(CL)()()()/.MBA334.3,4.3.11(/)2(10,0001,000/)3()MBA344—;;;;20%0.2()4.3.2=/90415MBA3523(reorderpoint)1656()30(5x6)()(EOQ)123415FIGURE15FixTimeOrderrelease16FIGURE156MinimumInventoryOrderreleaseMBA36VMI//JITJ