飞利浦光存储POS注塑件采购战略探讨

上海交通大学硕士学位论文飞利浦光存储(POS)注塑件采购战略探讨姓名：吴剑申请学位级别：硕士专业：工商管理指导教师：季建华20050612(POS)SWOTSWOTPHILIPSOPTICALSTORAGE(POS)INJECTIONPLASTICSPARTSPURCHASINGSTRATEGYSTUDYABSTRACTRecentyears,thewholeopticalstorageindustriesallfaceglobaltoughcompetition,shorterproductslifecycle,highlydispersiveoperationanddemandpullsupplychainmanagementrequest.Theindustriestop3company-Philips,carryoutbigadjustmentonthewholebusinessdivisionoperationstrategyaccordingtotheexternalenvironment’seffect.Firstly,thethesisanalyzesthecurrentenvironmentofthecompany.Throughtheanalysisoftheexternalenvironmentchange,definetheeffecttothecompanyoperation;Throughtheanalysisoftheinternalenvironmentchange,knowthedirectionofthewholeoperationstrategyadjustmentandtrend,definethenewrequirementtothecompanysupplychainmanagement.Secondly,thethesisdiscussthenewissuesinsuppliermanagement,viatheanalysistotheoriginalpurchasingstrategy,definethepossiblecauseforthecurrentissues.ThroughtheSWOTanalysis,definethecurrentstrengthandweakness,andtheopportunityandthreatenofenvironment.Thethesisstudythestrategypurchasingtheory,andanalyzethelateststrategypurchasingtrend,explainthecorepurposeandoperatekeypointsofstrategypurchasing.Thirdly,thethesiscarryoutthestrategypurchasingdeploymentstudyfocusontheinjectionplasticsparts.Firstly,analyzethepartscharacterviathesupplyriskandtherelatedcost;Then,definePOSpositiononthesupplymarket,viathecompanyattractionandtherelatedvalue;Throughthetwosidesanalysis,andtheSWOTanalysisontheinjectionplasticsparts,workoutthemajorwayfortheinjectionplasticsparts.Atlast,thethesisdescribetheinjectionplasticspartspurchasingstrategydeploymentmethod.Throughtheadjustmentonthecurrentproductsstructure,reachtheproductsandprocessmodularizationandstandardization;Thenbuildnewsupplierassesscriteriaagainstthenewsupplychainstrategy,rectifythecurrentsupplierstructure,definethesuitablesupplier;Deploythestrategypartnerrelationshipestablishment,improvethesupplierperformanceandthecontributiontothewholecompanyoperationstrategy.Viathenewpurchasingstrategy,thecompanycouldoccupythecompetitivesupplysourcing,andmakethecompanyholdthelongtermssupplychaincorecompetenceinthechangedinternalandexternalenvironment,keepthepositioninthisindustriescompetition.KEYWORDS:purchasingstrategy,supplierrectification,strategypartnerrelationship20050505V2005050520050505MBA(POS)11.1RoyalPhilipsElectronics2003290166,80060----,24250X760%30%65%55%30%----(senseandsimplicity)DesignaroundyouEasytoexperience(Advanced)1.MBA(POS)2(1)(2)CD/CDSACDDVD(3)19142,100(4)40002.(1)(2),,3.1920198534356020,000200220037538.3MBA(POS)31.2PhilipsOpticalStorage-POS1.1994CDCDDVDDVD+R/RWBDDVD+RDVD8.5G416XDVD+RDVD1.358/164.7G6DVDDVD50GB2DVDDVDDVDDVDCD-RW/DVD+RW9DVD+RWThermo-BalancedWritingEasywrite(seamlesslink)MBA(POS)42.PhilipsOpticalStorage-POSBENQ-CDCD800080CDCDDVD3.1.3POSAVPOSBusinessLineAudio&Video-POSAVPOS-AV199675000535002CD-ROM,CD-RW,CDAudio/Video199920012001200220MBA(POS)52.1-,,20001.2,20042.1,475%,20%20052.220062.3CD2000920048DVD2000250020041.25520061.560%2-1CBIResearch2004,122-1Figure2-1WorldwideOSmarketoutlook(unit:millionunits)ITCBIResearch2004PC774.221.1;0501001502002502000200220042006:DVDDVDDVDCD/VCDCDDVDMBA(POS)6PC2004DVDDVD-ROMCD-ROMDVD-ROMDVDDVDCBIResearch2003ISDN490980DVDDVDCD-RWCOMBODVDDVDDVD2.1.1CD2.1.2802010MBA(POS)730%,2002200420%30%2.1.31.20042.200410200370%MBA(POS)8200380%16003.20048DIYDVD-ROMDVD-ROMCD-ROMDVD10002000500700DVDDVD4DVD4.2.2POSAV-2.2.1POSAVPOSAVPOSAVMBA(POS)92003DVDPOSAV10%90%2004POSAV12%2-22-22003-2004DVDFigure2-2Worldwide2003-2004DVDOPUmarketshareanalysis1.CoreCompetence2003DVDMatsushita2%Hitachi17.2%Pioneer16.7%Sony10.4%POS9.5%Sankyo4%Ricoh3%Sanyo37.1%2004DVDMatsushita2%Sanyo36.7%Sony4%Sankyo5%Samsung5.6%Pioneer11.4%POS12.1%Hitachi20.6%Ricoh2%MBA(POS)10POSOpticalPick-upUnitOPUDVDPOS200416DVD8DVDDVD11DVD2005POSAVPOSOPU2.200472120053.10%-20%time-to-marketMBA(POS)112.2.2POSAVSupplyChainManagement1.20032.MBA(POS)122.2.3POSAV1.20042.MBA(POS)13POSPOSPOSPOSGSRS(GlobalSupplierRatingSystem)POS3.MBA(POS)14POSAV.1.1.1Commodity(CommodityPurchasingStrategy),,3.1.21.5511218MBA(POS)153070(1),(2)ESI-earlysupplierinvolvement2.MBA(POS)163.204050709021MBA(POS)174.-(3-1)3-1,MBA(POS)18.1.31.(1)(TCO-totalcostofownership)supplybaseTCOTCO(2)MBA(POS)19(3)2.(1)MBA(POS)203-13-1Figure3-1Traditionalstrategylayout3-23-2Figure3-2Modernstrategylayout(2)MBA(POS)21(3),MBA(POS)223.1.41.2.3.MBA(POS)233.2POSAVPOS1.1313712GSRSBusinessReviewMeeting-BRM2.SupplierQualityMBA(POS)24Assurance-SQAPOS500PPM100PPM1500PPM3.10%4.30%70%MBA(POS)253.3POSAV3.3.1,20%:1.2.MBA(POS)263.4.80%3.3.2,MBA(POS)271.2.3.MBA(POS)283.3.31.2.MBA(POS)293.60%3.4POSAVSWOTSWOT3.4.1SWOT1.MBA(POS)30POS200%POSPOS2.3.4.21.2.MBA(POS)313.4.3SWOTSWOT(3-3)3-3SWOTFigure3-3StrategypurchasingSWOTmatrixMBA(POS)32,MBA(POS)33POSAV4.POSAVPOSAV4.1.1,4-1MBA(POS)344-14.1.21.`2.4-24-2-500PPM89%80%10%10010%42MBA(POS)353.4.(1)--(2)-(3)-MBA(POS)36-(4)-(5)-(6)--JIT4.1.31.JIT2.MBA(POS)373.4.POS5.4.1.4MBA(POS)384-34-3-100PPM95%90%15%50020%2.50.54.1.51.MBA(POS)394-14-1Figure4-1Purchasingcom