现代物流管理教学课件Chap004.pptxVIP

CHAPTER 4: Procurement;Procurement objectives Procurement strategy Supplier selection and assessment Logistical interfaces with procurement;;Purchasing was historically perceived as just a buying function for manufacturing and repair materials and supplies Purchasing agent tried to get lowest price possible for acceptable quality Transactional focus led to getting the best possible “deal” today Did not focus on future transactions No concept of Supply Chain Purchasing seldom looked beyond the first-tier supplier Purchasing simply responded to demands of production group;Procurement is an organizational capability that ensures the firm is positioned to implement its strategies with support from its supply base Procurement looks up and down the entire supply chain for impacts and opportunities Goods and service account for 55 cents of every sales dollars Focuses on building relationships with suppliers and downstream customers Involvement with outsourcing includes more than just purchasing raw materials and parts Also includes finding alternate sources for manufactured products or services to help manage demand;Ensuring continuous supply Minimizing inventory investment Quality improvement of supply Supplier development Supplier selection Building supplier relationships Supplier continuous improvement Access technology and innovation Lowest total cost of ownership ;Lowest total cost of ownership;Lowest total cost of ownership;Figure 4.1 - Major categories for the components of total cost of ownership ;Procurement objectives Procurement strategy Supplier selection and assessment Logistical interfaces with procurement;Insourcing vs. outsourcing Make vs. buy decision Make–buy analysis should begin with an evaluation of a product or service relationship to the firm’s core competencies make–buy analysis requires examination of the costs that highlight the relative financial advantages and disadvantages for the organization make–buy analysis also investigates qualitat