前言 The Sixth Edition of Purchasing and Supply Chain Management reflects the ever- changing face of supply management and the increased recognition in boardrooms of organizations across every industry. The challenges experienced by organizations are calling for a new type of supply manager with many different capabilities. Students seek- ing to pursue a career in supply management may choose to focus on one or more of these areas as they consider where in supply management they wish to focus. ? Internal Consultant—Ability to connect, listen, and deliver business value to in- ternal stakeholders. Building a strong P2P system to drive improved procurement transaction excellence and driving results that matter to the business. ? Market Intelligence & Cost Modeling Analytics—Deployment of total cost analytic modeling and cost to serve capabilities, application of analytical cost modeling approaches for decision support, and building supply market intelli- gence data gathering and knowledge dissemination capabilities. Deep knowledge and understanding of macro economic forces and ability to relate them to future market movements and forecasts. ? Financial Acumen—Knowledge of currency, capital markets, and contribution of procurement to P&L and balance sheet. Ability to contribute to CFO and other financial leadership discussions and debates. Ability to build logistics cost mod- els, understand contribution of supply management to capitalization, facility productivity, and other key metrics. ? Risk Mitigation—Knowledge of different sources of risk, ability to build risk pro- files, link recognition of risks to risk mitigation and scenario planning, and un- derstanding how to manage disasters when they occur. Building a business case for risk mitigation planning. ? Supplier Coach—Ability to deploy supplier development to drive improvement in high-need categories or regions, especially in emerging countries where local content is required. Becoming a customer of choice and driving improvement in supplier capabilities. Harnessing supplier innovation and developing solutions to stakeholder requirements. ? Relationship Broker—Managing teams in multicultural environments, managing virtual teams, and understanding pros and cons of different organizational mod- els (centralization vs. decentralization). Working with global engineering teams and understanding of technical knowledge. Managing outsourced relationships and services. Driving supplier innovation and linking to internal teams. ? Legal Expertise—Building relational contracts, understanding legal contractual language, terms and conditions, legal clauses, and vernacular. Building good price and cost modeling indices for contracting, and managing risks and rewards through improved contract structure. Best practices in on-going contract man- agement. Managing conflicts that emerge post-contract signing. Dealing with IP issues when working with suppliers. ? Talent Management—Building a pipeline of leadership and supply management expertise, mentoring, and leadership development. The Sixth Edition emphasizes these competencies through new material and emphasis on traditional competencies that have become more important recently. This new edition
作者简介 罗伯特?B.蒙茨卡(Robert M. Monczka,):亚利桑那州立大学杰出供应链管理教授,密歇根州立大学供应链管理学教授。他还担任CAPS研究机构的战略采购和供应链战略研究主任。
目录 Preface xix About the Authors xxvi Part 1 Introduction 1
Chapter 1 Introduction to Purchasing and Supply Chain Management 3 Introduction 6 A New Competitive Environment 7 Why Purchasing Is Important 8 Increasing Value and Savings 8 Building Relationships and Driving Innovation 8 Improving Quality and Reputation 9 Reducing Time to Market 10 Managing Supplier Risk 10 Generating Economic Impact 10 Contributing to Competitive Advantage 10 Understanding the Language of Purchasing and Supply Chain Management 11 Purchasing and Supply Management 11 Supply Chains and Value Chains 13 Supply Chains Illustrated 14 Achieving Purchasing and Supply Chain Benefits 17 The Supply Chain Umbrella-Management Activities 18 Purchasing 18 Inbound Transportation 18 Quality Control 18 Demand and Supply Planning 19 Receiving, Materials Handling, and Storage 19 Materials or Inventory Control 19 Order Processing 19 Production Planning, Scheduling, and Control 19 Shipping/Warehousing/Distribution 20 Outbound Transportation 20 Customer Service 20 Four Enablers of Purchasing and Supply Chain Management 20 Capable Human Resources 20 Proper Organizational Design 22 Real-Time Collaborative Technology Capabilities 22 Right Measures and Measurement Systems 23 The Evolution of Purchasing and Supply Chain Management 24 Period 1: The Early Years (1850–1900) 24 vi
Period 2: Growth of Purchasing Fundamentals (1900–1939) 25 Period 3: The War Years (1940–1946) 25 Period 4: The Quiet Years (1947–Mid-1960s) 25 Period 5: Materials Management Comes of Age (Mid-1960s– Late 1970s) 26 Period 6: The Global Era (Late 1970s–1999) 27 Period 7: Integrated Supply Chain Management (The Twenty- First Century) 27 Looking Ahead 28 Part 2 Purchasing Operations and Structure 37 Chapter 2 The Purchasing Process 39 Introduction 41 Purchasing Objectives 42 Objective 1: Supply Assurance 42 Objective 2: Manage the Sourcing Process Efficiently and Effectively 43 Objective 3: Supplier Performance Management 43 Objective 4: Develop Aligned Goals with Internal Stakeholders 44 Objective 5: Develop Integrated Supply Strategies That Support Business Goals and Objectives 44 Strategic Supply Management Roles and Responsibilities 45 Spend Analysis 46 Demand Management and Specifications/SOW’s 46 Category Management and Supplier Evaluation/Selection 47 Contract Management 48 Cost Management 48 Managing the Procure-to-Pay Process 49 Supplier Relationship Management 49 Establish a Supply Management Strategy 50 Improving the Procure-to-Pay Process 51 Forecast and Plan Requirement 54 Needs Clarification: Requisitioning 55 Purchase Requisitions/Statement of Work 55 Traveling Purchase Requisitions/Bar Codes 57 Forecasts and Customer Orders 58 Reorder Point System 58 Stock Checks 59 Cross-Functional Sourcing Teams 60 Description 61 Supplier Identification and Selection 62 Bidding or Negotiating? 62 Request for Quotation 64 Specifications or Blueprints 64 Evaluate Suppliers 64
Approval, Contract, and Purchase Order Preparation 65 Purchase Order 65 Blanket Purchase Order 68 Material Purchase Release 68 Receipt and Inspection 70 Material Packing Slip 71 Bill of Lading 71 Receiving Discrepancy Report 72 Invoice Settlement and Payment 72 Records Maintenance 72 Continuously Measure and Manage Supplier Performance 72 Reengineering the Procure-to-Pay Process 73 Types of Purchases 73 Raw Materials 74 Semifinished Products and Components 74 Production Support Items 75 Services 75 Capital Equipment 75 Transportation and Third-Party Purchasing 76 Improving the Purchasing Process 76 Online Requisitioning Systems from Users to Purchasing 77 Procurement Cards Issued to Users 77 Electronic Purchasing Commerce through the Internet 78 Longer-Term Purchase Agreements 78 Cloud-Based Ordering Systems 78 Purchasing Process Redesign 79 Electronic Data Interchange 81 Online Ordering through Electronic Catalogs 81 Allowing Users to Contact Suppliers Directly 81 Chapter 3 Purchasing Policy and Procedures 86 Introduction 88 Policy Overview 88 What Are the Advantages and Disadvantages of Policies? 88 What Makes for an Effective Policy? 89 Purchasing Policies—Providing Guidance and Direction 90 Policies Defining the Role of Purchasing 90 Policies Defining the Conduct of Purchasing Personnel 92 Policies Defining Social and Minority Business Objectives 92 Corporate Social Responsibility 98 Policies Defining Buyer-Seller Relationships 99 Other Policies Dealing with Buyer-Seller Relations 101 Policies Defining Operational Issues 101 Purchasing Procedures 104 Purchasing Procedural Areas 106 Chapter 4 Supply Management Integration for Competitive Advantage 114 Introduction 117 Integration: What Is It? 119 Internal Integration 120 Supply Management Internal Linkages 121 External Integration 125 Supply Management’s External Linkages 126 Collaborative Buyer-Seller Relationships 126 Advantages of Closer Buyer-Seller Relationships 127 Obstacles to Closer Buyer-Seller Relationships 128 Critical Elements for Supplier Relationship Management 128 The Critical Role of Cross-Functional Sourcing Teams 130 Benefits Sought from the Cross-Functional Team Approach 132 Potential Drawbacks to the Cross-Functional Team Approach 134 When to Form a Cross-Functional Team 134 Improving Sourcing Team Effectiveness 135 Integrating Supply Management, Engineering, and Suppliers to Develop New Products and Services 140 Common Themes of Successful Supplier Integration Efforts 140 Supplier Integration into Customer Order Fulfillment 146 Supplier Suggestion Programs 146 Buy