科x尼-10年采购和供应预测报告-全英文(pdf(编辑修改稿)

科x尼-10年采购和供应预测报告-全英文(pdf(编辑修改稿)内容摘要：

e to manage a system that manages those transactions” 3 169。 1998 . Kearney, Inc. All Rights Reserv ed 1 Thirdparty purchasing Purchasing/Supply Priorities Source CAPS 1997 Purchasing Executive Research • Supplier assessment/ evaluation more detailed/precise • Supply strategies leveraged for cost, technology advantages •“ … measure the supplier based on where you‟re at with that particular supplier and that particular relationship” • “In order for us to move to the next generation, it absolutely requires very tight integration with suppliers” 3 169。 1998 . Kearney, Inc. All Rights Reserv ed 4 Strategic Sourcing Forecast Comments Source CAPS/NAPM Research (Autumn 1997) Purchasing/Supply Priorities • Dominant panies influence supply chain costs • Results measured across supply chain • Purchasing performance linked to product line/SBU goals •“ The customer sets the price… you drive that backwards.” • “The supply chain will work together to find the lowest cost through cooperation.” • “As you leverage more buys, the impact will be known across your supply chain.” • “Financial goals always predominant” • “… all depends on what‟s been driven from up top….” 3 169。 1998 . Kearney, Inc. All Rights Reserv ed 4 7 Strategic cost management Purchasing/Supply Priorities Forecast Comments Source CAPS/NAPM Research (Autumn 1997) • Dominant panies influence product design/ development • Buyers and suppliers increase joint planning/ development • Core petencies cause resource sharing • Strategic procurement centers contribute across supply chain •“ … farther forward into the product design…more influence [you acquire].” • “[In] the virtual supply chain….joint planning and development is key to making it work.” • “As partnerships bee more strategic, we ... share easier..” • “It‟s another way to integrate vertically.” Supply chain partner selection and contribution 3 169。 1998 . Kearney, Inc. All Rights Reserv ed 4 2 1 Forecast Comments Source CAPS 1997 Purchasing Executive review Purchasing/Supply Priorities • Supply chain strategy influences — not drives — corporate strategy • Alliance development requires purchasing focus • New office of strategic relationships unlikely Forecast Comments •“ ... supply chain management concept works well, but it does not drive corporate strategy • Shrinking supply base makes each partnership very important.” • “... less reports to the CEO.” • “… don‟t need an executive focal point to effectively manage relationships.” • Yet...“The whole relationship issue will be elevated to a higher level at our firm.” 3 169。 1998 . Kearney, Inc. All Rights Reserv ed 6 1 7 8 Purchasing strategy development Purchasing/Supply Priorities Source CAPS 1997 Purchasing Executive Research • Combined relationship management unlikely • Crossenterprise management to be senior executive focus • Core purchasing anization unlikely to dissolve • Purchasing supported by skilled, specialized temporary personnel Forecast Comments • “ Alignment — yes, but not under one office … there are certain expertise a。