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1、1,eSCM 模型简介,东芝(中国)有限公司质量管理部经理 王灵珠W,2,Topic,eSourcing简介eSCM模型eSCM SP简介eSCM CL简介参考资料,3,eSourcing的范围,具体包含的Sourcing种类请查看备注,4,Type of Sourcing Relationship,5,Type of Sourcing Relationship,6,eSourcing所面临的风险/问题,安全性:关键数据落入竞争对手手中成本:成本超出预期自身成长:自身知识得不到成长服务:无法满足期望的需要关系维护:需要重新对合同进行谈判需要重新寻找SP统计:(长期合作能否长期)20%-25%的
2、关系在2年内破灭50%的关系在5年内破灭 实际需要:eSourcing的需要却在增长,7,23 Critical issues for Sourcing,1.Establishing and maintaining trust with stakeholders2.Managing stakeholder expectations3.Translating implicit and explicit needs into defined requirement with agreed-upon levels of quality4.Establishing well-defined contr
3、acts with stakeholders,including clients,suppliers and partners5.Reviewing service design and deployment to ensure an adequate coverage of the requirement6.Ensuring the effectiveness of interactions with stakeholders7.Managing supplier and partner relationships to ensure that commitments are met8.En
4、suring compliance with statutory and regulatory req.9.Managing clients security10.Managing cultural differences between stakeholders11.Monitoring and controlling activities to consistently meet the service delivery commitments12.Monitoring and managing clients and end-users satisfaction13.Building a
5、nd maintaining the competencies that enable personnel to effectively perform their roles and responsibilities14.Managing employee satisfaction,motivation,and retention15.Establishing and maintaining an effective work environment16.Maintaining a competitive advantage17.Innovating,building flexibility
6、,and increasing responsiveness to meet unique and evolving client req.18.Managing rapid technological shifts and maintaining the availability,reliability,accessibility,and security of technology19.Capturing and using knowledge20.Smoothly transferring service and resources21.Maintaining continuity of
7、 the service delivery22.Capturing and transferring knowledge gained to the client during contract completion23.Measuring and analyzing the reasons for termination,to prevent reoccurrence,8,eSCM-SP简介,eSourcing Capability Model for Service Providers(电子外包能力模型 for 服务提供商)eSourcing:IT enabled sourcingKey
8、component of delivery:information technologyOften remotely,telecommunication,data networkTrend:routine,non-critical strategic,9,Structure of eSCM-SP,10,Sourcing Lifecycle,Ongoing(进行中)Initiative(初始)Delivery(交付)Completion(完成),11,Capability Areas,OngoingKnowledge Management(knw)(知识管理)People Management(
9、ppl)(人员管理)Performance Management(prf)(性能管理)Relationship Management(rel)(关系管理)Technology Management(tch)(技术管理)Threat Management(thr)(危机管理),12,Capability Areas,Initiation:Contracting(cnt)(合同)Service Design&Deployment(sdd)(服务设计与部署)DeliveryService Delivery(del)(服务交付)Initiation&CompletionService Transfer
10、(tfr)(服务转移),23个关键事件与10个area产生对应表,13,Capability Level,14,Capability Level,Level 1:provide Service(提供服务)Level 2:Consistently meeting requirement(持续地符合需求)Level 3:managing organization performance(管理组织性能)Level 4:proactively enhancing value(主动增强价值)Level 5:sustaining excellence(持续优秀),15,The eSCM-SP focus
11、by capability level,16,eSCM-SP three purposes,to give SP guidance that will help them improve their capability across the sourcing life-cycle(帮助SP提高整个外包生命周期的能力)to provide clients with an objective means of evaluating the capability of SP(为客户提供一种评估SP能力的方式)to provide a standard that SP can use when di
12、fferentiating themselves from competitors(SP可以利用这个标准将自己与竞争者区别开),17,Capability Determination Method-by,Full EvaluationFull Self-AppraisalMini EvaluationMini Self-AppraisalEvaluation for Certification,18,eSCM-CL简介,eSourcing Capability Model for Client Organizations(电子外包能力模型 for 客户),19,Limitation of eS
13、CM-CL,Client Organization,Bz Objective,Bz Func.Objective,ITObjective,SourcingObj,SourcingStrategy,SourcingManagement,Bz Process Management,Bz PorfolioManagement,IT Process Management,eSCM-CL,Org.Objective,EngagementObjectives,Service Management,SP,eSCM-SP,20,Structure of eSCM-CL,21,Sourcing Lifecycl
14、e,Ongoing(进行中)Analysis(分析)Initiative(初始)Delivery(交付)Completion(完成),22,Capability Areas,OngoingGovernance-Focused(管理视角):Sourcing Strategy Management(str)(外包战略管理)Governance Management(gov)()Relationship Management(rel)(关系管理)Value Management(val)(价值管理)Competency-and change-focused(能力和变更视角)Organizationa
15、l Change Management(ocm)(组织变更管理)People Management(ppl)(人员管理)Knowledge Management(knw)(知识管理)Environment-Focused(环境视角)Technology Management(tch)(技术管理)Threat Management(thr)(危机管理),23,Capability Areas,AnalysisSourcing Opportunity Analysis(opa)(外包机会分析)Sourcing Approach(app)(外包途径)InitiationSourcing Planni
16、ng(pln)(外包计划)Service Provider Evaluation(spe)(服务提供商评价)Sourcing Agreements(agr)(外包合同)Service Transfer(tfr)(服务转移)DeliverySourced Service Management(mgt)(外包服务管理)CompletionSourcing Completion(cmp)(外包完成),24,Capability Level,25,Capability Level,Level 1:Performing Sourcing(执行外包)Level 2:Consistently Managin
17、g Sourcing(一致地管理外包)Level 3:Managing Organizational Sourcing Performance(管理组织外包性能)Level 4:Proactively Enhancing Value(主动增强价值)Level 5:Sustaining Excellence(持续优秀),26,eSCM-CL two purposes,to give client organizations guidance that will help them improve their capability across the sourcing life-cycle(为客
18、户提供提高外包能力的指南)to provide client organizations with an objective means of evaluating their sourcing capability(为客户提供评价外包能力的方式),27,eSCM的作用,无论是客户方还是承包方,都可以参考eSCM模型,改善自己的发包/接包能力目前没有正式的评估,但对于自我评估,应该是大有裨益,28,eSCM与其他模型的关系,eSCM只关注Sourcing相关的实践对于组织需要的其他实践,需参考其他的模型,比如软件开发,可参考CMMI-DEV模型可结合使用,29,参考文档,*1:eSCM-CL v11.1 Part1.pdf*2:eSCM-SP v21.01 Part1.pdf*3:eSCM-CL v11.1 Part2.pdf*4:eSCM-SP v21.01 Part2.pdfURL:http:/itsqc.cmu.edu/downloads/,30,谢谢!,
