17. Процессийг идэвхж лэхүү
Deploy
Globalization
III
Establish globally
integrated and aligned
purchasing and supply
chain Strategies + Plans
I
Develop
Organization and
Teaming strategies
II
Develop purchasing
and supply chain
Measurements
IV
Establish Human
Resource develop-
ment and training
VI
VDevelop and
implement enabling
IS / IT systems
INTEGRATED,
ALIGNED AND
GLOBAL
Source: Robert.M. Monczka, Ph.D.
28. Нийл лэгчийн ндсэн 4 стратегиүү ү
Objective логистикийн нарийн т в гтэй байдлыг багасгахө ө
йл ажиллагааны р ашгийг дээшл лэхү ү үү
нийл лэгчдийн тоог бууруулахүү
Suitable for routine products (хэрэглээний болон хангамжийн
з йлсү )
Activities: б тээгдэх ний б лэг тус б рт туслан г йцэтгэхү үү ү ү ү
гэрээ хийх
б тээгдэх ний т рлийг стандартчилахү үү ө
р д нтэй дотоод захиалгын х ргэлт болонү ү ү
нэхэмжлэлийн журмыг бий болгох
дотоод хэрэглэгчдээс захиалга авах
Decision
level
худалдан авалт
кросс-функциональ хандлага
Category management and
e-procurement solutions
29. Нийл лэгчийн ндсэн 4 стратегиүү ү
Partnership Competitive bidding Secure supply Category management
and e-procurement
solutions
Objective Create mutual
commitment in long term
relationship
Obtain ‘best deal’ for short
term
Secure short and long
term supply
Reduce supply risk
Reduce logistic complexity
Improve operational
efficiency
Reduce number of
suppliers
Suitable for Strategic products (e.g.
gearboxes, axles, engines)
Leverage products (e.g.
commodities, steelplate, wire)
Bottleneck products (e.g.
natural flavors, vitamins,
pigments)
Routine products (e.g.
consumables, office
supplies)
Activities Accurate forecast of future
requirements
Supply risk analysis
Careful supplier selection
‘should cost’ analysis
‘rolling’ materials
schedules
Effective change order
procedure
Vendor rating
Improve product / market
knowledge
Search for alternative
products / suppliers
Reallocate purchasing
volumes over suppliers
Optimize order quantities
‘target’ pricing
Accurate forecast of
future requirements
Supply risk analysis
Determine ranking in
supplier’s client list
Develop preventative
measures (e.g. buffer
stock, consigned stock)
Search for alternative
products / suppliers
Subcontract per product
group
Standardize product
assortment
Design effective internal
order delivery and invoicing
procedures
Delegate order handling to
internal user
Decision
level
Board level
Cross functional approach
Board level
Purchasing
Purchasing
Cross functional
approach
Purchasing
Cross functional approach
30. Худалдан авалтын портфель
Тэмдэглэл:
Худалдан авалтын портфелийг дангаар нь хэрэглэх нь
худалдан авалт ба нийл лэлтийн стратеги боловсруулахадүү
хангалтг й байдаг.ү
Стратегийн харилцааг хоёр талаас х лээн з вш р хү ө өө ө
шаардлагатай
Голландын салхин тээрэм, худалдан авагч-борлуулагчийн
харилцан хамааралтай байдлыг шинжилдэг
Худалдан авагчийн портфелийн хандлага болон нийл лэгчдийнүү
портфелийн хандлагыг нэгтгэснээр ирээд йн худалдан авагч баү
худалдагчийн хамтын ажиллагааны талаар ил бодитой х лээлт,үү ү
т л вл г нд х ргэдэг.ө ө ө өө ү
31. Худалдан авалтын портфелийн менежмент
EXPLOITABLE
•Moderate
cost risk
•Closely monitor
price and service
•Change supplier
NUISANCE
•High service risk
•Change supplier
•Offer incentives
DEVELOPMENT
•Potential risk
•Raise mutual
dependency
•Offer inducements
CORE
•Good match
•Intensify relationship
•Maintain long term
relationship
EXPLOITABLE
•Adversarial
relationship
•Check power balance
•Consider other
sources
NUISANCE
•Mismatch
•Accept short term
•Change supplier
DEVELOPMENT
•Supplier developm.
opportunities
•Encourage
participation
CORE
•Sound position
•Improve own profit
EXPLOITABLE
•Moderate risk
•Monitor price trend
•Seek alternatives
NUISANCE
•Possible mismatch
•Passive relationship
•Seek alternative
supplier
DEVELOPMENT
•Good supplier
interest
•Offer incentives
•Raise mutual
dependency
CORE
•Strong position
•Maintain
relationship
•Offer other
opportunities
EXPLOITABLE
•Great caution
•Raise mutual
dependency
•Seek competition
NUISANCE
•Very high risk
•Seek competition
•Raise attraction
DEVELOPMENT
•Potential match
•Work closely
together to develop
business
CORE
•Good match
•Potential long term
relationship
Relativevalue
Our Company’s attractiveness
LEVERAGE STRATEGIC
ROUTINE BOTTLENECK
Supply risk
Relative
cost
Evaluate the impact of the supplier’s view within strategy development
33. Д гнэлтү
Purchasing and supply management is getting a more prominent
position due to the strategic reorientation of many companies.
The purchasing strategy cannot be separated from the corporate
policy or from competitive strategy.
The framework developed by Monczke et al. (2005) consists of
strategic management processes on hand, and enabling processes on
the other hand.
When developing specific supplier strategies purchasing product
portfolio of Kraljic (1983) may be very helpful.