第7章采购及外包战略

采购与外包ProcurementandOutsourcingLectureOutline1)FreeMarketsOnline2)B2BStrategies3)B2BPitfalls4)Outsourcing讲义大纲1)FreeMarkets在线2)B2B战略3)B2B的缺陷4)外包FreeMarketsOnlineFreeMarketsisanonlinemarketmakingfirmthatenabledindustrialbuyerstolinkupwiththeirpotentialsuppliersinaliveelectronicbiddingTheendresultofsuchinteractionamonganetworkofsupplierswasprocurementcostsavingsofabout15%forthebuyersThecompanywasfoundedin1995andwasonthevergeofbreakingevenin1998–Itwasexpectingtoreceivecommissionsandfeesofnearly$6millionforarrangingprocurementof~$200millionworthofindustrialcomponentsandpartsFreeMarkets在线FreeMarkets是一个电子自由市场在线公司，其将产业购买者与潜在供应商通过电子竞价系统联系起来；这种与供应商互动的结果是为购买者节省了15%的采购成本公司成立于1995年，1998年1月接近盈亏平衡–98年预计安排价格2亿美元工业零部件采购的任务，将获得600万美元的代理服务费。TheMovetoB2BCommerce向B2B商业转移2003$1.3Trillion2002$843B2001$499B2000$251B1998$43BBusiness-to-BusinessSource:ForresterResearch,Inc.1999$109BBusiness-to-ConsumerB2BisHuge...2003年1.3万亿美元2002年8430亿美元2001年4990亿美元2000年2510亿美元1998年430亿美元B2BSource:ForresterResearch,Inc.1999年1090亿美元B2CB2B市场巨大HighlyFragmentedMostproductcategoriesarehighlyfragmented,withnumeroussupplierseachofferingdifferentlevelofquality,serviceandpricingoptionsBuyersincursignificantcostintheactualpurchaseprocess–Abuyermustinvestinternalresourcestomanagetheprocessofcollecting,analyzingandactinguponalltheinformationinthemarket–Inadditiontopurchasepricecompaniesspendover10%inadditionalprocurementcostsOnthesuppliersside,therearesignificantcostsinusingthemanufacturingreps–Thesecommissionsrangefrom4%to7%ofpurchaseprice制造商认同电子投标市场具有价值的原因？大部分产品种类都是高度分散的，有无数的供应商，提供不同水平的产品、服务和价格选择购买者在实际购买过程中会产生巨额成本–购买者必须投入内部资源以管理收集、分析和利用所有市场信息–除了支付采购价格外，公司还要支付额外的10%的采购成本从供应商的角度看，雇用制造商销售代表的成本高昂–这些佣金花费是采购成本的4%至7%制造商认同电子投标市场具有价值的原因？由于这种明显的分散性和差异性，采购者会面临信息选择问题：选择的范围太大而且没有一个能将它们鉴别并区分开来的合适标准。购买者只能依赖供应商销售代表的话，但销售代表关心的只是市场而不是产品究竟如何！－引入标准平台电子竞价市场。HowDoesFreeMarketsOnlineCreateValueforitsCustomers?Consulting/Purchaseoutsourcing–Puttingtogetherspecs,drawings,lotsizes,documentationandRFQs－询价–Identifyingpotentialsavingsopportunities–Identifyingandqualifyingsuppliers–Educatingandtrainingbuyers–ConductingtheCompetitiveBiddingEvent(CBE)–ProvidingpostbidanalysisandsupportFreeMarkets在线如何为它的客户创造价值咨询/采购外包–将规格、图纸、批量、文件和报价请求放在一起–识别潜在的节约机会–识别并确认供应商资格–培训购买者–引导竞价活动(CBE)–提供投标后的分析与支持HowDoesFreeMarketsOnlineCreateValueforitsCustomers?Consulting/PurchaseoutsourcingDistributionIntermediaryFreeMarkets在线如何为它的客户创造价值渠道中间商IndustrialBuyerManuf.Rep.Manuf.Rep.Manuf.Rep.Supplier1Supplier2Supplier3TraditionalB2BTradingExchangesIndustrialBuyerManuf.Rep.Manuf.Rep.Manuf.Rep.Supplier1Supplier2Supplier3传统B2B商业交易企业购买者厂商代表厂商代表厂商代表供应商1供应商2供应商3InternetBasedB2BTradingExchangesIndustrialBuyerFreeMarketsOnlineSupplier1Supplier2Supplier3以网络为基础的B2B商业交易企业购买者FreeMarkets在线供应商1供应商2供应商3HowDoesFreeMarketsOnlineCreateValueforitsCustomers?Consulting/PurchaseoutsourcingDistributionIntermediaryNetworkEnabler/SoftwareProviderFreeMarkets在线如何为它的客户创造价值网络采购的驱动者/软件提供者WhataretheBarriersforthebuyers?EliminationofestablishedrelationshipswiththesuppliersandtheirrepresentativesEliminationofmanufacturingrepscouldresultinlossofconvenience购买者的障碍是什么？消除和供应商及其销售代表之间已经建立的关系消除制造商（buyers）的销售代表可能带来不便Whatisthevaluetothesuppliers?Lessvalueforthesuppliers–Commissioncostsfellfrom7%to2.5%–Table7.5impliesreductionincommissionby$174M(4.5%)=$8M–Table7.5alsoshows$35MdropinrevenueforthesuppliersSupplierscouldbenefitfromlowersales,marketinganddistributioncostsandbetterutilizationofcapacity对供应商的价值是什么？对供应商的价值相对较低–佣金（以前支付给制造商代表的佣金）从7%降低到2.5%（支付给在线电子市场提供者）–表7.5说明了佣金的减少为174M(4.5%)=800万美元–表7.5还显示供应商的收入减少了3500万美元供应商可以从降低销售、营销、配送成本以及更好地利用生产能力中获利Whichsuppliersbenefitfromthismodel?Lowcost,qualitysupplierswillbenefitastheydrivecompetitionoutofthemarket–TheFreeMarketsmodelwouldbebeneficialforlargemoreefficientsuppliersItwillalsoprovideopportunitiesforahostofsmallsuppliers,especiallyiftheyarelocatedoverseas哪些供应商从这种模式中获利？低成本、低质量的供应商将获利，因为他们推动了市场竞争–FreeMarkets模型将对大量更有效率的供应商有利它还会为一大群小规模供应商提供机会，尤其是国外的企业－扩展市场TheRevenueModelAhybridofservicefeesandsalescommissions–FreeMarketschargedmonthlyfeefromthebuyerbasedonthesizeofthemarketmakingteamdedicatedtotheevent–Winningsupplierpaidsalescommissions;thiswaspaidininstallmentsassuppliersshippedproducts收入模式收取服务费和销售佣金–FreeMarkets公司向购买者按为其服务的市场创造团队的规模每月收取服务费–胜出的供应商支付销售佣金，这一费用在供应商发运产品时分期支付ProblemswiththerevenuemodelBuyerside:–FreeMarketsinvestssubstantiallyinaproject–Consultingrevenueisindependentofthevaluecreated–Doesnotleadtoanotherintensivepurchasingstudyforthecustomer–Grossmarginonconsultingisabout22%–Doesn’tscalewellSupplierside:–FreeMarketsdoesnotrepresentthesupplier–FreeMarketssuccessdependsontheirabilitytoidentifymanypotentialsuppliers–Supplierspaycommissionstothecompanythatreducedtheirmargins收入模式的问题购买方：－拒绝在采购价值之外在支付其它费用，甚至拒绝支付任何费用，包括采购服务费–FreeMarkets公司在一个项目上进行了重大投资–咨询收入和创造的价值不匹配–也没有进行另一次对客户采购的认真研究–咨询的毛利率约为22%–Doesn’tscalewell难以有递增的效应供给方：－拒绝支付费用–FreeMarkets不代表供给方–FreeMarkets的成功依赖于它们有能力识别出了许多潜在供应商－竞价–供应商向公司支付佣金给FreeMarkets，减少了自己的利润VerticalvsHorizontalFocus?Vertical:–Advantage:FreeMarketscanc