07年11月采购与供应关系管理.docx

07年11月采购与供应关系管理文档视界07年11月采购与供给关系管理07年11月采购与供给关系管理A部分SECTIONA请仔细阅读并分析下面案例，然后回答问题1和问题2。Youarestronglyadvisedtocarefullyreadandanalysetheinformationinthecasestudybeforeattemptingtoanswerquestions1and2.案例：公司背景Phastclean有限责任公司是一家位于英国的跨国组织，生产和销售系列家用电器，包括吸尘器，洗衣机和洗碗机。该公司于20年前在英国成立。当时，创办人吉睿GerryAtkinson开发了一款革新型洗碗机。当时这款洗碗机由于富有创新的设计在市场中胜过了所有竞争者。由于设计风格独特且运行非常经济，这款洗碗机迅速流行，获得了诸多国内国际客户，销售额在远东各国尤其看好。产品在市场的成功使得公司在增加吸尘器和洗衣机之前又开发了改良型洗碗机。所有产品都设计新颖，功能最差也不输于竞争者，在市场中占据了高端价位。生产职能随着公司的发展，生产成本上升，有必要转移大部分产品的生产到其他国家。有建议讲生产职能应该尽量靠近正在增长的远东市场，公司同时也能利用这个地区的低成本经济优势。目前已在泰国、马来西亚和菲律宾各设立了一个生产基地，分别负责一种产品。生产基地和产品如下表：生产基地产品泰国洗碗机马来西亚洗衣机菲律宾吸尘器表1生产基地和产品公司评估近期，接替退休的创办人吉睿的新总裁布蓝德BrendaBroom已经到任。具有运作管理和采购背景的新总裁正在对公司的运作进行评估，以期降低成本、提高产品质量。新总裁发现公司的采购职能没有得到很好开发。研发工程师在英国，有个小型采购小组负责零部件、设备的采购，并对研发部的详细工作提供支持。另外他们还要知足总部办公室的文具和办公用品的采购需求。采购问题远东生产基地的采购由生产经理负责，生产经理将采购的职责受权给各厂的生产工程师。尽管各厂生产的某些部件能够内部互相采用，只要其中一部分能够成为这些工厂的设备输入，比方洗衣机的电机作部分改动可供洗碗机使用，洗碗机的电控系统作部分改动可以供洗衣机使用。这种内部交易遭到各自独立工厂之间互相买卖零部件即对等贸易协议的影响。内部交易协议及其他类似协作都没有经过市场测试，偶然还出现质量问题。各厂长纷纷指出，这种内部互相交易方式缺点大于优点。供给商问题供给商搜索总体来讲做得不好，只要少数的供给安排有效，采购活动多数只关注价格和交付，与大型供给基地的关系能够描绘为敌对关系，也存在关于负责采购的生产工程师收取供给商“礼品的怀疑。根据揣测，某些供给商只给他们的员工支付异常低廉的工资，有些还超越了行业道德规范。评估结论新总裁得出结论，必须对一线采购采取紧急行动来保护公司的声誉，提高运作的有效性。本案例纯属虚构，如有雷同，纯属偶合。Case:PHASTCLEANBackgroundPhastcleanLtdisaUK-basedmulti-nationalorganisationwhichmanufacturesandmarketsarangeofhouseholdappliances,includingvacuumcleaners,washingmachinesanddishwashers.PhastcleanwasstartedintheUK20yearsagowhenitsfounder,GerryAtkinson,developedarevolutionarydishwasher.Atthetime,thisdishwasherout-performedallcompetitorproductsonthemarketduetoitsinnovativedesign.Thisdesignwascoupledwithunusualstylingandeconomicalrunning.ThedishwasherquicklybecamefashionableanddevelopedafollowingofmanyUKandinternationalcustomers.SalesinthecountriesoftheFarEastwereparticularlystrong.Asaresultofthissuccess,Phastcleandevelopedimprovedmodelsofthedishwasherbeforeextendingitsproductrangetoincludevacuumcleanersandwashingmachines.Alltheseapplianceswereofauniquedesign,performedatleastaswellascompetitorsproductsandcommandedasignificantpricepremiuminthemarketplace.TheManufacturingFunctionAsPhastcleanexpanded,productioncostsincreasedanditwasnecessarytotransfermostofthemanufacturingcapacitytootherpartsoftheworld.ItwasarguedthatthemanufacturingfunctionshouldbelocatednearertothegrowingFarEastmarkets,whichwouldalsoallowPhastcleantotakeadvantageofthelow-costeconomiesintheregion.TherearenowthreemanufacturingcentreslocatedinThailand,MalaysiaandthePhilippines,eachspecialisinginthemanufactureofoneproductasdescribedintable1.ManufacturedManufacturingCentreLocationProductThailandDishwasherMachineMalaysiaWashingPhilippinesVacuumCleanerTable1:ProductManufacturedateachManufacturingCentreLocationReviewofPhastcleanRecently,followingtheretirementofGerry,anewchiefexecutive,BrendaBroom,hasbeenappointed.Withabackgroundinbothoperationsmanagementandpurchasing,BrendaisreviewingPhastcleansoperationsinordertoreducecostsandtoimproveproductquality.Brendafindsthatthepurchasingfunctionisnotwelldevelopedinthegroup.IntheUK,wheretheresearchanddevelopment(R&D)engineersarelocated,thesmallpurchasingteamisengagedinsourcingparts,equipmentandspecialistworktosupportR&Dactivityandalsotosatisfytheheadofficesneedsrelatingtostationeryandofficesupplies.PurchasingIssuesIntheFarEastmanufacturingcentres,purchasingisoneoftheresponsibilitiesofthefactorymanager,whodelegatesthistotheproductionengineersateachlocation.Althoughtherearecommonpartsusedacrosstherangeofmachinesmanufactured,onlysomeoftheseareusedasinputsfortheotherfactories.Forexample,theelectricmotorforthewashingmachineisused(withsomemodifications)inthedishwasher.Theelectroniccontrolsystemforthedishwasherisalsoused(withsomemodifications)inthewashingmachine.Theseinternaltransactionsareeffectedbyareciprocaltradingagreementbetweenthe,otherwiseautonomous,plantsbothsellingthepartstoeachother.Neitherthisarrangement,northeseveralotherslikeit,hasbeenproperlymarkettestedandtherehavebeenoccasionalqualityproblems.Thefactorymanagersinsistthatthebenefitsofthesearrangementsoutweighthedisadvantages.SupplierIssuesSourcingpracticeoverallispoor.Thereareasmallnumberofeffectivesupplyarrangements,butthebuyingeffortisconcentratedmainlyonpriceanddelivery.Relationshipswiththeverylargesupplybasecanbedescribedasadversarial.Itisalsosuspectedthattheproductionengineers,responsibleforbuying,receivegiftsfromsomesuppliers.Thereisspeculationthatothersupplierspayexceedinglylowwagesandmaybeactingunethically.ReviewConclusionBrendaBroomconcludesthaturgentactionisneededonthepurchasingfrontinordertoprotectthecompanysreputationandtoimproveoperationaleffectiveness.Theinformationinthiscasestudyispurelyfictitiousandhasbeenpreparedforassessmentpurposesonly.Anyresemblancetoanyorganizationorpersonispurelycoincidental.问题QUESTIONS第1题和第2题与案例相关，应根据案例进行回答。Questions1and2relatetothecasestudyandshouldbeansweredincontextoftheinformationprovided.1.描绘Phastclean公司能采取的保护公司声誉、维护与供给商恰当关系的行动。25分DescribetheactionsPhastcleancantaketoprotectitsreputationandensureappropriaterelationshipswithsuppliers.2.a阐述公司生产厂家之间对等贸易的优缺点。15分DiscusstheadvantagesanddisadvantagesofreciprocaltradingontherelationshipsbetweenPhastcleansmanufacturingcentres.b为了改良公司内部部门和外部供给商之间的关系，提出你以为公司应该引入的五个重要行为道德规范。10分DescribeFIVEkeyprinciplesofethicalbehaviourthatshouldbeintroducedatPhastcleaninordertoimproverelationshipsbothinternallybetweendivisionsandexternallywithsuppliers.B部分SECTIONB请仔细阅读下面全部问题后，然后选择两道问题回答。YouarestronglyadvisedtocarefullyreadallthequestionsinsectionBbeforeselectingTWOquestionstoanswer.3.a举例描绘组织采用企业社会责任的优点。13分Describewithexamples,theadvantagesforanorganisationofimplementingacorporatesocialresponsibility(CSR)policy.b举例描绘组织采用企业社会责任的缺点。12分Describe,withexamples,thedisadvantagesforanorganisationofimplementingaCSRpolicy.4.a区别“传统制造、“精益制造和“敏捷制造供给理念的不同点。9分Distinguishbetweentraditional(manufacturing),leanandagilesupplyphilosophiesb评估问题a中的不同供给理念分别给采购与供给关系带来的影响。16分AssesstheimpactofeachphilosophyfromQ4(a)onpurchasingandsupplyrelationships.5.a区别跨国公司和全球性企业的不同点。5分Distinguishbetweenamulti-nationalorganisationandaglobalorganisation.b从四个方面解释跨国公司怎样能在供给商关系中使用其势力。20分ExplainFOURwaysinwhichamulti-nationalorganisationcanuseitspowerinsupplierrelationships.6.a指出买卖双方终止关系的五种原因。5分IdentifyFIVEreasonsfortheterminationofarelationshipbetweenabuyerandaseller.b描绘关系冲突解决的一个程序。20分Describeaprocesstoresolveconflictinapartnershiprelationship.试卷结束ENDOFQUESTIONPAPER