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1、采购与外包 Procurement and Outsourcing,Lecture Outline,1)FreeMarkets Online2)B2B Strategies3)B2B Pitfalls4)Outsourcing,讲义大纲,1)FreeMarkets在线2)B2B战略3)B2B的缺陷4)外包,FreeMarkets Online,FreeMarkets is an online market making firm that enabled industrial buyers to link up with their potential suppliers in a live
2、electronic biddingThe end result of such interaction among a network of suppliers was procurement cost savings of about 15%for the buyers The company was founded in 1995 and was on the verge of breaking even in 1998It was expecting to receive commissions and fees of nearly$6 million for arranging pr
3、ocurement of$200 million worth of industrial components and parts,FreeMarkets在线,FreeMarkets是一个电子自由市场在线公司，其将产业购买者与潜在供应商通过电子竞价系统联系起来；这种与供应商互动的结果是为购买者节省了15%的采购成本公司成立于1995年，1998年1月接近盈亏平衡98年预计安排价格2亿美元工业零部件采购的任务，将获得600万美元的代理服务费。,The Move to B2B Commerce,向B2B商业转移,Source:Forrester Research,Inc.,B2B is Huge.
4、,Source:Forrester Research,Inc.,B2B 市场巨大,Highly Fragmented,Most product categories are highly fragmented,with numerous suppliers each offering different level of quality,service and pricing optionsBuyers incur significant cost in the actual purchase processA buyer must invest internal resources to m
5、anage the process of collecting,analyzing and acting upon all the information in the marketIn addition to purchase price companies spend over 10%in additional procurement costsOn the suppliers side,there are significant costs in using the manufacturing repsThese commissions range from 4%to 7%of purc
6、hase price,制造商认同电子投标市场具有价值的原因？,大部分产品种类都是高度分散的，有无数的供应商，提供不同水平的产品、服务和价格选择购买者在实际购买过程中会产生巨额成本购买者必须投入内部资源以管理收集、分析和利用所有市场信息除了支付采购价格外，公司还要支付额外的10%的采购成本从供应商的角度看，雇用制造商销售代表的成本高昂这些佣金花费是采购成本的4%至7%,制造商认同电子投标市场具有价值的原因？,由于这种明显的分散性和差异性，采购者会面临信息选择问题：选择的范围太大而且没有一个能将它们鉴别并区分开来的合适标准。购买者只能依赖供应商销售代表的话，但销售代表关心的只是市场而不是产品究竟如
7、何！引入标准平台电子竞价市场。,How Does FreeMarkets Online Create Value for its Customers?,Consulting/Purchase outsourcingPutting together specs,drawings,lot sizes,documentation and RFQs询价 Identifying potential savings opportunitiesIdentifying and qualifying suppliersEducating and training buyersConducting the Com
8、petitive Bidding Event(CBE)Providing post bid analysis and support,FreeMarkets在线如何为它的客户创造价值,咨询/采购外包将规格、图纸、批量、文件和报价请求放在一起识别潜在的节约机会识别并确认供应商资格培训购买者引导竞价活动(CBE)提供投标后的分析与支持,How Does FreeMarkets Online Create Value for its Customers?,Consulting/Purchase outsourcingDistribution Intermediary,FreeMarkets在线如何为
9、它的客户创造价值,渠道中间商,Traditional B2B Trading Exchanges,传统B2B 商业交易,Internet Based B2B Trading Exchanges,以网络为基础的B2B商业交易,How Does FreeMarkets Online Create Value for its Customers?,Consulting/Purchase outsourcingDistribution IntermediaryNetwork Enabler/Software Provider,FreeMarkets在线如何为它的客户创造价值,网络采购的驱动者/软件提供
10、者,What are the Barriers for the buyers?,Elimination of established relationships with the suppliers and their representativesElimination of manufacturing reps could result in loss of convenience,购买者的障碍是什么？,消除和供应商及其销售代表之间已经建立的关系消除制造商（buyers）的销售代表可能带来不便,What is the value to the suppliers?,Less value f
11、or the suppliersCommission costs fell from 7%to 2.5%Table 7.5 implies reduction in commission by$174M(4.5%)=$8MTable 7.5 also shows$35M drop in revenue for the suppliers Suppliers could benefit from lower sales,marketing and distribution costs and better utilization of capacity,对供应商的价值是什么？,对供应商的价值相对
12、较低佣金（以前支付给制造商代表的佣金）从7%降低到2.5%（支付给在线电子市场提供者）表7.5说明了佣金的减少为174M(4.5%)=800万美元表7.5还显示供应商的收入减少了3500万美元供应商可以从降低销售、营销、配送成本以及更好地利用生产能力中获利,Which suppliers benefit from this model?,Low cost,quality suppliers will benefit as they drive competition out of the marketThe FreeMarkets model would be beneficial for l
13、arge more efficient suppliersIt will also provide opportunities for a host of small suppliers,especially if they are located overseas,哪些供应商从这种模式中获利？,低成本、低质量的供应商将获利，因为他们推动了市场竞争FreeMarkets模型将对大量更有效率的供应商有利它还会为一大群小规模供应商提供机会，尤其是国外的企业扩展市场,The Revenue Model,A hybrid of service fees and sales commissionsFre
14、eMarkets charged monthly fee from the buyer based on the size of the market making team dedicated to the eventWinning supplier paid sales commissions;this was paid in installments as suppliers shipped products,收入模式,收取服务费和销售佣金FreeMarkets公司向购买者按为其服务的市场创造团队的规模每月收取服务费胜出的供应商支付销售佣金，这一费用在供应商发运产品时分期支付,Probl
15、ems with the revenue model,Buyer side:FreeMarkets invests substantially in a projectConsulting revenue is independent of the value createdDoes not lead to another intensive purchasing study for the customerGross margin on consulting is about 22%Doesnt scale wellSupplier side:FreeMarkets does not rep
16、resent the supplierFreeMarkets success depends on their ability to identify many potential suppliersSuppliers pay commissions to the company that reduced their margins,收入模式的问题,购买方：拒绝在采购价值之外在支付其它费用，甚至拒绝支付任何费用，包括采购服务费FreeMarkets公司在一个项目上进行了重大投资咨询收入和创造的价值不匹配也没有进行另一次对客户采购的认真研究咨询的毛利率约为22%Doesnt scale well
17、难以有递增的效应供给方：拒绝支付费用FreeMarkets不代表供给方FreeMarkets的成功依赖于它们有能力识别出了许多潜在供应商竞价供应商向公司支付佣金给FreeMarkets，减少了自己的利润,Vertical vs Horizontal Focus?,Vertical:Advantage:FreeMarkets can capitalize on its deep knowledge of supplier industriesDisadvantage:Hard to scale-upHorizontal:Advantage:Ability to generate multiple
18、 contracts from one buyersDisadvantage:FreeMarkets does not bring much expertise to the transaction,FreeMarkets应当纵深发展还是横向发展？,垂直：优势：FreeMarkets能利用其深厚的供应产业的知识劣势：难以扩大规模水平：优势：可以与同一个买方产生多个合同劣势：FreeMarkets没有形成交易的专门知识,How about licensing the technology?,Are buyers capable of using the technology by themsel
19、ves?If not,how will this hurt?If they are,where is revenue going to come from?How can these problems be addressed?,技术许可,购买者能够独立使用这种技术吗？使用需要专门的技能如果不能，这会带来什么损害？如果能，收益从何而来？如何应对这些问题？,By the end of 1998,FreeMarkets was pursuing the horizontal market expansionIn 2000,the company started licensing its soft
20、ware,在1998年底,FreeMarkets正在进行水平市场扩张2000年，公司开始许可使用其软件,The company went public in 12/99.,Freemarkets Stock Price,公司于1999年12月上市,Freemarket公司的股价,Where is FreeMarkets today?,For the three months ended in 3/31/01Revenue totaled$33MNet loss totaled$43.7MFor the three months ended in 12/31/01Revenue totaled$
21、44.8MNet loss totaled$2.8M,今天的FreeMarkets,2001年第一季度总收入3300万美元净亏损4370万美元2001年第4季度总收入4480万美元净亏损280万美元,E-Marketplaces:The Initial(95-99)business model,The e-marketplace concept started as a new way to procure products,particularly non-production items.E-marketplaces Expand everyones market reachGenerat
22、e lower price for the buyersCut operational costs for buyers and suppliersAutomating the procurement process will reduce processing cost per order from as high as$150 to as low as$5 per orderFocus on liquidityTransaction fee paid by the suppliersServe as a virtual distributor,E-Marketplaces：最初的（1995
23、年至1999年）的商业模式,E-marketplaces的概念是采购产品的一种新方法。E-marketplaces能够：扩展每个公司的市场区域为购买者产生更低的价格为购买者和供应商削减运营成本采购过程自动化能够使每订单的处理成本由150美元降低到5美元专注于产品在更大范围的流通性交易费用由供应商支付扮演虚拟分销商的角色,Problems with this Business Model,Sellers resist paying a fee to the company whose main objective is to reduce the purchase priceBuyers res
24、ist paying a feeThe revenue model needs to be flexibleSometimes the wrong party is chargedLow barriers to entry created a fragmented industry flooded with participantsJust in the chemical industry there were about 30 e-markets,商业模式存在的问题,销售者拒绝向那些主要目的是降低采购价格的公司支付费用购买者拒绝支付费用收入模式需要灵活一些有时向不该收费的一方收费低进入壁垒使
25、得参与者大量涌入，市场被分散仅仅在化学品市场就有约30个e-markets,Continuous evolution of the business model,Transaction fees(typically paid by the sellers)Sometimes the wrong party is chargedBuyers and suppliers resist payingSubscription fees(typically paid by the buyer)Depends on a number of dimensionsLicensing the software,
26、商业模式的进一步演化,交易费用（通常由销售者支付）有时向不该收费的一方收费购买者和供应商拒绝支付固定租赁费用（通常由购买者支付）由订购量决定软件许可使用,Evolving Market Types,Value-added independent e-marketsThey are expanding their offering to include inventory management and financial services(Zoho);supply chain planning(Covisint,e2open,Converge,TheSupply),市场类型的进化,增值的独立e-
27、markets它们正在将其服务扩展到库存管理和金融服务(Zoho)，以及供应链规划(Covisint,e2open,Converge,TheSupply),Consider Instill Corp.,I focuses on the food service industry and provides an infrastructure which links together operators,i.e.,restaurants,distributors and manufacturers.This e-marketplace provides value to its customers
28、 by offering not only procurement services,but also forecasting,collaboration and replenishment tools.,Instill公司案例,I集中于食品服务产业，提供将饭店、配送商和生产商联系在一起的服务。它向客户提供采购服务以及预测、协作和补货工具等服务,Consider eS,In the alcoholic beverage industry,eSkye has tailored an offering that provides the supply chain with real value.e
29、Skye now links retail stores,distributors and suppliers providing visibility into a supply chain where little data existed.eSkye adds value by automating the ordering process for the retailer while providing product flow information to distributors and suppliers.,eS公司案例,在酿酒行业，eSkye公司为提供供应链的真正价值而调整了其
30、服务。现在，eSkye将零售店、分销商和供应商联系起来，在数据很少的供应链中提供了可视性。通过使零售商的订单处理过程自动化，同时向分销商和供应商提供产品流信息。,Evolving Market Types,Private e-MarketsValuechain.D(Dell),eHub(Cisco)IBM,Sun Microsystems and Wal-MartThese companies use the marketplace to improve supply chain collaboration Providing suppliers with demand information
31、 and production data,市场类型的进化,专用的e-MarketsValuechain、D(Dell)、eHub(Cisco)IBM、Sun 微系统公司和沃尔玛这些公司利用市场改善供应链的合作向供应商提供需求信息和生产数据,Evolving Market Types,Consortia-based e-markets.Covisint(automotive);Trade-Ranger(oil);Omnexus(chemicals);e2Open and Converge(high-tech)Objective of the consortia isAggregate activ
32、ities and use the buying power of consortia membersProvide suppliers with standard systems that support all buyers and allows suppliers to reduce cost,市场类型的进化,基于行业联盟的e-markets.Covisint(汽车)、Trade-Ranger(石油)、Omnexus(化工)、e2Open和Converge(高技术)联盟的目标：汇集各种活动以便利用联盟会员的购买力向供应商提供标准系统以便支持所有购买者并使供应商降低成本的,Evolving
33、 Market Types,Content based e-markets.Focus on Maintenance,Repair and Operations(MRO)goodsThese are components that are not part of the finished product or the manufacturing process but are essential for the businessExamples include lighting,office supply,fasteners,市场类型的进化,基于内容的 e-markets.集中于维护、修理和操
34、作设备这些要素不是最终产品的一部分或生产过程的一部分，而是这种交易的必要部分例子包括照明设备、办公用品和紧固件等,E-marketplace实例,Private TradingExchanges(PTX),Independent VerticalExchanges(IVX),Independent HorizontalExchanges(IHX),Consortia TradingExchanges(CTX),Private vs.consortium-based public markets,OwnerSingle vs Co-OpObjectivePrivate:(i)Share prop
35、rietary data(ii)allow for SC CollaborationConsortia:(i)Buying/selling commodities(ii)Finding new suppliers ParticipantsPrivate:Selected group of suppliersConsortia:Open MarketBuyer CostPrivate:Building and maintaining the siteConsortia:Subscription fee;licensing fee,专用与以行业联盟为基础的公开市场,所有者个人与合作组织目标专用：(
36、i)分享私人数据；(ii)供应链协同联盟：(i)购买/销售商品；(ii)发现新的供应商参与者私人：选定的一组供应商联盟：公开市场购买者成本私人：建立并维持这种场所联盟：订购费、许可费,Private vs.consortium-based public markets,Supplier CostPrivate:No feeConsortia:Subscription fee;Transaction feeChallengesPrivate:Initial investmentConsortia:(i)Many have recently collapsed;(ii)preferred supp
37、liers may object because of price focus;(iii)Sharing proprietary data(iv)developing standards,专用与以行业联盟为基础的公开市场,供应商成本私人：无费用公会：订购费、交易费用挑战私人：初始投资公会：(i)最近很多都瓦解了；(ii)首选的供应商可能由于价格而拒绝；(iii)分享私人数据；(iv)需 制定标准，规范数据,Private vs.consortium-based public markets,Automotive IndustryCovisint was established in early
38、 2000 by the Detroits big three automakersIt now also includes Renault,Nissan,Mitsubishi and PegeotVolkswagen established its own private e-marketVolkswagen e-market provides not only similar capabilities to that of Covisint but also real-time information on production plans so that suppliers can be
39、tter utilize resources,专用与以行业联盟为基础的公开市场,汽车产业2000年初，三在汽车制造商在底特律建立了Covisint现在还包括雷诺、日产、三菱和标致大众公司成立了自己的私人e-market大众的e-market不仅提供类似于Covisint的服务，而且还提供生产计划的实时信息，以使供应商能更好地利用这些资源,Consider IBM,IBM has saved about$1.7 billion since 1993 by being able to divulge sensitive price and inventory information over a
40、private exchange built for 25,000 suppliers and customers,says Bill Paulk,IBMs vice president of e-marketplaces.As host of the exchange,the company helped defray the cost of connecting suppliers.The payoff:On-time delivery to customers soared from about 50%to close to 90%,which helped justify the co
41、st,Paulk says.E2open:A consortia based e-marketplace established in 1999,IBM公司案例,IBM的e-marketplaces经理Bill Paulk声称，利用由25000家供应商和客户组成的私人交易场所泄露出的敏感价格信息和库存信息，自1993年以来，IBM已经节约了17亿美元。由于有许多交易者，公司协助支付了连接供应商的成本。回报：向客户的准时递送由50%提高到90%。“这说明这种成本是值得的。”Paulk说。E2open：成立于1999年的以公会为基础的e-marketplace,A Framework for eP
42、rocurement,Type of ComponentStrategic ComponentsPart of the finished product Not industry specific;company specificExamples:PC motherboard and chassisCommodity ProductsCan be purchased from a large number of suppliersPrice is determined by market forcesExamples:Memory unit in a PC Indirect MaterialM
43、RO,电子采购的框架,组成类型战略部件最终产品的一部分 Not industry specific;company specific例如：计算机主板和机箱通用商品可以向大量供应商购买价格由市场力量决定例如：计算机的存储器间接材料MRO,A Framework for eProcurement,Level of RiskUncertain Demand(Inventory risk)Volatile market price(Price Risk)Component availability(Shortage Risk),电子采购的框架,风险水平不确定的需求（库存风险）不稳定的市场价格（价格风险
44、）部件的可获得性（短缺风险）,Risk:Commodity Products,Can be purchased either in the open market through on-line auction,or through the use of long term contractsLong term contracts guarantee certain level of supply but may be risky for the buyerInventory risk,shortage risk or price risk,风险：通用产品,可以通过以下渠道采购：通过在线拍卖的
45、公开市场 通过长期合约长期合约保证了一定的供应水平，但可能对购买者存在风险库存风险、短缺风险或价格风险,A Framework for eProcurement,Indirect MaterialTypically low risk and hence the focus is on content based hubs.The objective is to use an MRO-hub that specializes in unifying catalogs from many suppliersExamples:MRO.com,Grainger on-line catalogs,电子采
46、购的框架,间接材料通常风险较低，因此集中于以满意度为基础的活动目标是利用MRO活动形成统一目录例如：MRO.com、Grainger在线目录,Grainger,W.W.Grainger has been selling industrial supplies for 72 yearsIn 1995 Grainger established G,an on-line catalogue for more than 220,000 products from 12,000 suppliersIn 1999,Grainger experienced revenue growth of$102M th
47、rough its internet channelThe MRO supply industry is growing at a rate of 3-4%a year.From 1996 to 1999 Grainger internet sales grew 32%a year and 20%in offline due to customers that were lured to Grainger from the web site,Grainger案例,W.W.Grainger从事工业品销售72年1995年，Grainger建立了G，包括由12000家供应商提供的220000种产品的
48、目录1999年,Grainger通过互联网实现了1.02亿美元的收入增长MRO供应产业的年增长率为3%至4%。从1996年至 1999年，Grainger的因特网销售每年增长32%，其中20%是由于线下客户被吸引到Grainger的网站,A Framework for eProcurement,Strategic ComponentsTypically high risk components that can be purchased from a small number of suppliersThe objective is to use private or consortia-ba
49、sed e-marketplace.The focus is on an e-marketplace that allow collaboration with the suppliers,电子采购的框架,战略部件通常具有高风险的部分可以通过数量较小的供应商购买目标是利用私人或以公会为基础的e-marketplace.关注于可以与供应商协同的e-marketplace,Consortia or Private?,Transaction volumeNumber of suppliersCost of building and maintaining the siteThe importance
50、 of protecting proprietary business practicesTechnology and product life cycles,联盟还是专用？,交易量供应商数量建立并维护交易场所的成本保护私人所有者实践的重要性技术和产品生命周期,A Framework for eProcurement,Commodity ProductsProducts go directly into finished goodsHigh riskMany potential options to choose fromLong Term ContractsBuyer and supplie
