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物流与供应链管理系列:采购与供应链管理(第5版)

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物流与供应链管理系列:采购与供应链管理(第5版)

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Content Description

《物流与供应链管理系列:采购与供应链管理(第5版)》是世界级供应链管理著名教授的实践、经验及研究的成果。
《物流与供应链管理系列:采购与供应链管理(第5版)》反映了不断变化的供应管理、近年经济衰退带来的影响、供应链中企业面对不确定环境日益紧迫的成本和价值管理的要求。
《物流与供应链管理系列:采购与供应链管理(第5版)》具有很强的针对性,对采购与供应管理的整体流程、管理的各个侧面都有较为详细的介绍。
《物流与供应链管理系列:采购与供应链管理(第5版)》强调随着更多利益相关者的介入,采购不仅成为成本节约的重要一环,而且是提升价值和维护利益相关者价值的重要内容。
《物流与供应链管理系列:采购与供应链管理(第5版)》内容阐述条理性强,注重图、文、表的有机结合,并穿插了大量的“采购快照”,每章末均设“典型案例”,可以带给从业人员很多有益的启迪。
与上一版相比,《物流与供应链管理系列:采购与供应链管理(第5版)》加入了基于经验和业界研究实践巾的重要发展变化,包括战略成本管理、购买一支付流程再造、供应风险、商品管理、供应商关系管理、创新的可持续性和协同管理……
Author Description

罗伯特·B·汉德菲尔德(Robert B.Handfield),北卡罗来纳州立大学管理学院供应链管理学教授,也是该校资源供应链协会主管。

罗伯特·M·蒙茨卡(Robert M.Monczka),亚利桑那州立大学供应链管理系教授,同时在高级采购研究中心主管10×项目。
Catalogue

第1篇 概述
第1章 采购与供应链管理概论
1.1 新的竞争环境
1.2 采购部门的重要性
1.3 理解采购与供应链管理的语言
1.4 实现采购与供应链有效管理的好处
1.5 供应链伞
1.6 采购与供应链管理的4种驱动因素
1.7 采购与供应链管理的发展过程
1.8 展望
思考题

第2篇 采购运作与结构
第2章 采购流程
2.1 采购目标
2.2 战略供应管理的角色与职责
2.3 改进P2P流程
2.4 采购批准
2.5 采购类型
小结
思考题
第3章 采购政策和程序
3.1 政策概述
3.2 采购政策――提供指导和决策
3.3 采购程序
小结
思考题
第4章 进行采购整合提高竞争优势
4.1 整合
4.2 内部整合
4.3 外部整合
4.4 跨职能采购小组的重要作用
4.5 整合采购部、工程部和供应商以开发新产品和服务
小结
思考题
第5章 采购和供应链组织
5.1 采购/供应管理组织结构
5.2 集中或分散权力的地位
5.3 采购部在组织结构中的地位
5.4 区分战略性采购和运营性采购
5.5 将小组团队作为组织结构的一部分
5.6 供应链管理的组织
5.7 未来组织架构的趋势
小结
思考题

第3篇 战略采购
第6章 采购及产品战略发展
6.1 采购与企业战略的联系
6.2 什么是商品战略
6.3 产品战略发展(战略采购)
6.4 采购战略的类型
6.5 在线逆向拍卖
6.6 发展采购战略
小结
思考题
第7章 供应商评估及选择
7.1 供应商评估及选择流程
7.2 关键供应商评估的标准
7.3 进行供应商评估和选择的检验
7.4 缩短供应商评估及选择的周期
小结
思考题
第8章 采购和供应链分析:工具和技巧
8.1 项目管理
8.2 学习曲线分析
8.3 价值工程或价值分析
8.4 数量折扣分析
8.5 流程图
小结
思考题
第9章 供应商质量管理
9.1 供应商质量管理概述
9.2 影响采购对供应商质量管理作用的因素
9.3 供应商素质管理中全面质量管理观念的应用
9.4 追求六西格玛供应商质量
9.5 采用ISO9000和波多里奇国家质量奖标准来评估供应商质量体系
小结
思考题
第10章 供应商管理与发展:创建世界级供应基地
10.1 供应商绩效考核
10.2 优化供应基地:创造一个易管理的供应基地
10.3 供应商发展:改进的战略
10.4 克服供应商开发障碍
10.5 管理供应基地风险
10.6 管理供应基地的可持续性
小结
思考题
第11章 全球采购
11.1 全球采购概述
11.2 从国内采购向跨国采购发展
11.3 从跨国采购向全球采购发展
小结
思考题

第4篇 战略采购流程
第12章 战略成本管理
12.1 降低成本的系统方法
12.2 价格分析
12.3 成本分析技巧
12.4 总拥有成本
12.5 协同成本管理法
小结
思考题
第13章 谈判
13.1 谈判的定义
13.2 谈判结构
13.3 制定谈判计划
13.4 谈判力
13.5 让步
13.6 谈判对策:努力取得成功
13.7 双赢谈判
13.8 跨国谈判
13.9 电子媒介对谈判的影响
小结
思考题
第14章 合同管理
14.1 简介
14.2 合同要素
14.3 如何谈判和起草合同
14.4 合同的类型
14.5 长期合同
14.6 非传统合同
14.7 解决合同争端
小结
思考题
第15章 采购法及道德
15.1 采购经理的法定权力及个人责任
15.2 合同法
15.3 美国统一商法典
15.4 专利和知识产权
15.5 影响采购的其他法律
15.6 采购道德
小结
思考题

第5篇 关键的供应链要素
第16章 精益供应链:概念与应用
16.1 理解供应链库存
16.2 对库存进行投资的合理原因
16.3 对库存进行投资的错误原因
16.4 创建精益供应链
16.5 六西格玛原则
16.6 库存投资管理
16.7 最佳客户订单交付
小结
思考题
第17章 服务采购
17.1 运输管理
17.2 将物流外包给第三方物流服务供应商
17.3 服务和非生产性物料的采购
17.4 采购专业服务
小结
思考题
第18章 供应链信息系统和电子商务
18.1 电子化供应链管理系统的发展过程
18.2 电子供应链概述
18.3 新的供应链系统和应用软件的驱动因素
18.4 内部信息系统――企业资源规划
18.5 采购数据库和数据仓库
18.6 电子数据交换――开拓外部电子通信
18.7 电子采购基础模型
18.8 电子采购程序――综合介绍
18.9 电子采购程序组――供应商关系管理
18.10 内外部系统的整合
18.11 SCM中的信息可视化
小结
思考题
第19章 供应绩效考核和评估
19.1 采购与供应链的绩效考核和评估
19.2 采购与供应链绩效考核的分类
19.3 开发绩效考核与评估系统
19.4 绩效标杆管理:与最好的进行比较
19.5 采购考核及评估的特征总结
小结
思考题

第6篇 未来的方向
第20章 新的采购与供应链战略
20.1 拓展任务、目标和绩效预期
20.2 制定商品战略会变得更广泛、更复杂
20.3 将供应商真正当做公司的延展部分来开发和管理
20.4 设计并运行多个供应网络满足客户要求
20.5 平衡技术需要更多关注
20.6 内外部合作会更具战略意义
20.7 吸引、开发和留住供应管理人才会成为成功的关键
20.8 管理并保证未来供应管理组织和测量系统
小结
思考题

案例
1 AVION公司的问题
2 全球外包电子线圈决策
3 管理供应商品质:集成器件公司
4 谈判――波尔多公司
5 采购道德
6 内包/外包:FlexCon活塞决定
7 电子邮件练习
Book Abstract

《物流与供应链管理系列:采购与供应链管理(第5版)》:
在采购者与供应商之间的联系当中,比如说,沟通、企业文化的统一及相互信任等,也会出现障碍。不愿意分享关于成本及流程的信息就是供应商开发中最主要的交流障碍之一。
障碍:供应商不愿意分享成本或流程信息
解决办法:设立一家供应商调查员的职位。美国本田就有供应商调查员,他们主要负责处理“业务当中的软件部分”——主要就是人力资源问题,一般与成本、质量及交货无关。因为调查员不参与合同磋商,所以供应商通常更愿意与调查员交流。此时,调查员就扮演着双方企业之间的联络员的角色。曾经有一位调查员说过,与供应商建立信任是很耗时的,而这一过程随着供应商的不同而不同。如果供应商向调查员提出问题,而这个问题正是由于本田公司和供应商之间缺乏交流或相互误解而造成的,那么,调查员在将供应商的期望告知本田公司的同时,还要尽可能保证其保密性。随着时间的推移,供应商开始信任调查员,并且看上去更愿意与企业分享信息了。
……

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