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1、單擊此處編輯母版標題樣式,單擊此處編輯母版文本樣式,第二級,第三級,第四級,第五級,*,RFP MAKE YOU COST DOWNRFP,幫你降低成本,Brandon,Wen,2008.08,Current Situation,The impact of American depression,美國經(jīng)濟蕭條對世界的影響,China economic problem,中國的經(jīng)濟問題,CPI,消費物價指數(shù),Property and Stock of China,中國的房地產(chǎn)和股票,Natural disaster,自然災害,China Olympic games,奧林匹克運動會,New Labo
2、r law,新勞動法,China&American are in war,：,Oil,，,food,RMB,中美已處于戰(zhàn)爭狀態(tài)：石油，糧食，人民幣,現(xiàn) 狀,The impact of these factors,Raw material cost:copper;tin;chemical,原材料成本：銅，錫，化學品,Labor cost,勞動成本,The total cost,總成本,這些因素的影響,How to deal with this situation,如何處理這種現(xiàn)狀,There are a lot of options,有很多種選擇,RFP is one of them,RFP,只
3、是其中一種,What is RFP,什么是,RFP,The difference of several concepts,幾個概念的區(qū)別,Bid,招標,Tender,投標,Propose,提案,Quotation,報價,RFP means“requirement of propose”,RFP,意思就是“提案需求”,How to operate the RFP,如何運行,RFP,Spend Analysis,支出分析,Business Requirements,商業(yè)需求,Market Analysis,市場分析,Category Strategy,分類策略,Solicit&Evaluate,收
4、集和分析,Negotiation&Agreement,談判和合同,Transition Planning,轉(zhuǎn)換計劃,Supplier Management,供應商管理,Spend Analysis,支出分析,Spend Analysis is the process of aggregating,cleansing,classifying,and analyzing corporate spending data for the purposes of reducing costs and improving operational performance on a repeatable ba
5、sis,支出分析是一個收集，過濾，分類和分析公司支出數(shù)據(jù)，目的是為了降低成本，提高運行表現(xiàn)的過程。這個過程是可重復的。,The information needed can be gathered from numerous sources including more than just$,信息收集是多渠道的，不僅僅是金錢,Five key process,五個主要步驟,Source from Aberdeen Group,History of purchases,采購歷史,Unit prices by suppliers,供應商單價,(invoice files,發(fā)票集,),Volume
6、purchased by supplier Seasonality of purchase,供應商季度性采購量,Source come from different parts,信息來自不同的方向,Accounting Dept.,財務部,Information on current and past suppliers,現(xiàn)有和過去供應商的信息,Unit prices,單價,Supplier characteristics,供應商風格,Term of payments,付款條件,Supplier constraints,對供應商的約束條件,Product specs,產(chǎn)品規(guī)格,Potentia
7、l suppliers,潛在供應商,Purchasing Dept.,采購部,Product specs,產(chǎn)品規(guī)格,Potential suppliers(name,capabilities,quality),潛在供應商（名,能力,質(zhì)量）,Current supplier,現(xiàn)有供應商,(capability,quality,certification,能力,質(zhì)量,證書,),Bill of material structure,物料結(jié)構清單,Possible alternative products,可能的替代產(chǎn)品,Technical/Engineering Dept.,技術部門,Seasona
8、lity of end product,最終產(chǎn)品的季節(jié)性,Sales Dept.requirements to Purchasing Dept.,銷售部對采購部的要求,(local,content,advantaged suppliers,本地化,內(nèi)容,先進的供應商,),Target sales markets,目標銷售市場,Sales Dept.,銷售部,Volume history,供應量記錄,Pricing,報價,Service performance,服務績效,Technical specs,技術規(guī)格,Suppliers/Others,供應商,/,其他,Manufacturing De
9、pt.,生產(chǎn)部,Incoming quality history,來料質(zhì)量記錄,Volume by site,每個工序的用量,Seasonality of usage,使用的季節(jié)性,Spending Consolidation,支出合并,Spend analysis Identify Vendor&SKU base Consolidation opportunities,支出分析,-,找出供應商和庫存單元合并機會,Strategic fit assessment of the top vendors and products/services will help identify consol
10、idation opportunities,Vendor consolidation,供應商合并,SKU consolidation,庫存單元合并,Vendor consolidation,供應商合并,Process for Vendors,供應商合并的程序,Conduct Strategic fit assessment of top vendors(80%of spend)and top products or services,對最大的供應商,(80%,的支出,),或最重要的物料或服務進行估價,For each product or services category,identify
11、vendors within the category that can meet additional needs within the category,對于每個產(chǎn)品或服務類別,找出能在同一個類別里能契合其他需求的供應商,Identify vendors across product or services categories that can meet needs within the selected category,找出在選定的類別里,同時能在其他產(chǎn)品或服務類別能契合需求的供應商,Identify any other vendors that can meet customers
12、 product or services needs,找出其他能契合客戶需求的產(chǎn)品或服務的供應商,SKU consolidation,庫存單元合并,Process for SKUs,庫存單元合并程序,For each product category,identify SKUs that can be consolidated,在每個產(chǎn)品類別里,找出能合并的庫存單元,Example-do we need 3 brands of the same battery SKU?Can we use just one?,比如,-,我們需要,3,種品牌的電池嗎,?,我們能不能只有一種呢,?,An Exam
13、ple,舉例,In this example,there is an opportunity to consolidate all the spend with Vendors A&B,在這個例子里,有機會把所有的支出集中到供應商,A&B,中,Product E,Product F,Product G,Product D,Product C,Product B,Product A,Vendor D,Vendor C,Vendor B,Vendor A,Vendors that account for 80%of the spend,Products that account for 80%of
14、 the sales,Currently supplying,正在供應,Potential to supply,潛在能供應,Business Requirements,商業(yè)需求,The decision of making or buying,是自制還是外采的決策,Consider the features of desirable,考慮你最想要的特征,Individual 1,Individual 2,Individual 3,Individual 4,Total Rank Score,Feature 1,Feature 2,Feature 3,Feature 4,Feature 5,Buy
15、 Process,購買程序,Make vs.Buy decision process,自制,V.S,外采的決策程序,Convert Needs to,Engineering Specs,Convert Eng Specs,To Process Specs,Convert Process,Spec to Process,Make Item,Verify that Item,Meets Specs,Decide,To buy,Develop RFQ Using,Customer Needs,Select Qualified,Suppliers,Obtain Bids,Develop RFQ Usi
16、ng,Engineering Specs,Develop RFQ Using,Process Specs,Decide,To buy,Decide,To buy,Determine Customer Needs,Choose Best,Qualified Supplier,Modify/Negotiate/,Improve Bid,Obtain Item:Design,Process,Equipment,System,Modify/Improve,Item,Yes,Yes,Yes,No,No,No,Make Process,自制程序,Critical areas before the decision,決策前的幾個重點,Assess the relationship of the product to the firms core competencies,評估產(chǎn)品對公司核心競爭力的關系,What is the risk of losing an important competitive advantage?,失去一個重要的核心競爭力對公司的危險是什么,?,Evaluate the
招標如何幫企業(yè)降低成本
