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采购与供应链管理(第6版)(英文版)

采购与供应链管理经典教科书,美国采购协会(APS)职业资格认证CAP/CPP/CPPM指定教材。

作者:[美]罗伯特·M.蒙茨卡(Robert M. Monczka)、罗伯特·B.汉德菲尔德(Robert B. Handfield)、拉里·C.吉尼皮尔(Larry C. G
定价:99
印次:1-1
ISBN:9787302571148
出版日期:2021.01.01
印刷日期:2020.12.24

本书对供应链这一关键领域进行了全方位的深入介绍。尤其值得指出的是,作者结合自身多年的经验和研究成果,从管理视角探讨了有效管理整合供应链框架下的采购职能。本书分为五大部分:采购与供应链管理导论,采购运作与结构,战略采购,战略采购流程,关键的供应链要素。书中给出了丰富的实际案例,涉及多个行业。本书可用做高校教材,也中作为企业管理人员的参考书和培训用书。

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The Sixth Edition of Purchasing and Supply Chain Management reflects the ever- changing face of supply management and the increased recognition in boardrooms of organizations across every industry. The challenges experienced by organizations are calling for a new type of supply manager with many different capabilities. Students seek- ing to pursue a career in supply management may choose to focus on one or more of these areas as they consider where in supply management they wish to focus. ? Internal Consultant—Ability to connect, listen, and deliver business value to in- ternal stakeholders. Building a strong P2P system to drive improved procurement transaction excellence and driving results that matter to the business. ? Market Intelligence & Cost Modeling Analytics—Deployment of total cost analytic modeling and cost to serve capabilities, application of analytical cost modeling approaches for decision support, and building supply market intelli- gence data gathering and knowledge dissemination capabilities. Deep knowledge and understanding of macro economic forces and ability to relate them to future market movements and forecasts. ? Financial Acumen—Knowledge of currency, capital markets, and contribution of procurement to P&L and balance sheet. Ability to contribute to CFO and other financial leadership discussions and debates. Ability to build logistics cost mod- els, understand contribution of supply management to capitalization, facility productivity, and other key metrics. ? Risk Mitigation—Knowledge of different sources of risk, ability to build risk pro- files, link recognition of risks to risk mitigation and scenario planning, and un- derstanding how to manage disasters when they occur. Building a business case for risk mitigation planning. ? Supplier Coach—Ability to deploy supplier development to drive improvement in high-need categories or regions, especially in emerging countries where local content is required. Becoming a customer of choice and driving improvement in supplier capabilities. Harnessing supplier innovation and developing solutions to stakeholder requirements. ? Relationship Broker—Managing teams in multicultural environments, managing virtual teams, and understanding pros and cons of different organizational mod- els (centralization vs. decentralization). Working with global engineering teams and understanding of technical knowledge. Managing outsourced relationships and services. Driving supplier innovation and linking to internal teams. ? Legal Expertise—Building relational contracts, understanding legal contractual language, terms and conditions, legal clauses, and vernacular. Building good price and cost modeling indices for contracting, and managing risks and rewards through improved contract structure. Best practices in on-going contract man- agement. Managing conflicts that emerge post-contract signing. Dealing with IP issues when working with suppliers. ? Talent Management—Building a pipeline of leadership and supply management expertise, mentoring, and leadership development. The Sixth Edition emphasizes these competencies through new material and emphasis on traditional competencies that have become more important recently. This new edition xix xx Part includes a number of new topics, including cases in health care, oil and gas, and financial ser- vices, industries that have downplayed the role of strategic supply management in the past. In addition, some of the subjects that are newly introduced or expanded upon in this edition include: ? Cross-functional teaming ? Procurement analytics ? Application of mobile technologies in the supply chain ? Supplier integration into new product development ? Software as a service applications for procurement ? Social networking and cloud applications ? The role of “big data” in procurement ? Supplier development ? Cost modeling and market intelligence ? The role of procurement logistics in globalization ? “Should cost” modeling ? Supplier collaboration for cost savings ideas ? Negotiation simulations ? Contracting and Internet law ? Supply chain risk management ? Sustainability in the supply chain ? The importance of labor and human rights in procurement contracts and codes of conduct ? The role of transportation infrastructure and government regulation in global logistics ? Public procurement and acquisition ? Crowd-sourcing and open innovation ? Impact of sourcing strategies on revenue, capital asset management, and share price of the enterprise ? Deployment of category management ? Expanded and comprehensive cases, sourcing snapshots, and good practice examples pulled from direct interviews with senior procurement executives We are proud of this new edition and believe that it reflects many themes that are only beginning to emerge in industries worldwide. Course Description Purchasing and Supply Chain Management is intended for college and university courses that are variously titled purchasing, materials management, supply chain management, sourcing management, supply management, and other similar titles. The text is also well suited for training seminars for buyers, and portions of it have been used in executive education forums. Chapters have been used in both undergraduate and M.B.A. classes in supply management, business strategy, operations management, and logistics. Some in- structors may also elect to apply sections of the book to undergraduate or graduate classes in operations management. The text is appropriate for either an elective or a required course that fulfills AACSB Inter- national: The Association to Advance Collegiate Schools of Business requirements for cover- age of supply chain management issues. Most of the cases included in the book are based on actual companies and all were adapted and modified through classroom use by the authors. Course Objectives Depending on the placement of a course in the curriculum or the individual instructor’s philosophy, this book can be utilized to satisfy a variety of objectives: 1. Students should be made aware of the demands placed on purchasing and supply chain managers by business stakeholders, both internally and externally to the firm. 2. As prospective managers, students need to understand the impact of purchasing and supply chain management on the competitive success and profitability of mod- ern organizations. 3. Students should appreciate the ethical, contractual, risk management, sustainabil- ity, and legal issues faced by purchasing and supply chain professionals. 4. Students must understand the increasingly strategic nature of purchasing, espe- cially the fact that it involves much more than simply buying goods and services. 5. Students entering or currently in the workforce must understand the influence of purchasing on other major functional activities, including product design, infor- mation system design, e-commerce, manufacturing planning and control, inven- tory management, human resource development, financial planning, forecasting, sales, quality management, and many other areas. Unique to This Edition Many of the insights and topics presented throughout this book are based on examples developed through discussions with top purchasing executives and from various research initiatives, including research published by CAPS Research, work at the North Carolina State University Supply Chain Resource Consortium, and a project on supplier integra- tion funded by the National Science Foundation. The text also has a chapter format that includes an opening vignette, a set of sourcing snapshots, and a concluding good practice example that illustrates and integrates each chapter’s topics. New and updated vignettes and examples, discussion questions, and additional readings provide up-to-date illustra- tions of the concepts presented in each chapter. In addition, as mentioned earlier, a number of new or enhanced topics are included. The concept of cross-functional teaming and collaboration is emphasized throughout this book. Therefore, many of the case exercises require a team effort on the part of stu- dents. We recommend that the instructor have students work in teams for such projects to prepare them for the team environment found in most organizations. Structure of the Book This book is subdivided into six parts and twenty chapters that provide thorough cover- age of purchasing and supply chain management. Part 1: Introduction Chapter 1 introduces the reader to purchasing and supply chain management. This chapter defines procurement and sourcing, introduces the notion of the supply chain, and summarizes the evolution of purchasing and supply chain management as an organiza- tional activity. Part 2: Purchasing Operations and Structure The chapters in Part 2 provide an in-depth understanding of the fundamentals sur- rounding the operational activity called supply management. These chapters focus primarily on the fundamentals of purchasing as a functional activity. Without a solid un- derstanding of purchasing basics, appreciating the important role that purchasing can play is difficult. Chapter 2 provides an overview of the purchasing process by presenting the objectives of world-class purchasing organizations, the responsibilities of professional purchasers, the purchasing cycle, and various types of purchasing documents and types of purchases. In addition, this chapter now includes health care and services supply management case examples and snapshots. The Procure-to-Pay (P2P) cycle has been updated with new re- search in the process. Chapter 3 examines various categories and types of purchasing policy and procedure. Ethical issues in procurement are emphasized here. This chapter includes updates on cor- porate social responsibility and sustainability as a component of purchasing policy and procedures as well as an updated list on the best companies for social responsibility and diversity in procurement. Chapter 4 examines purchasing as a boundary-spanning function. Much of what pur- chasing involves requires interacting and working with other functional areas and suppli- ers. This chapter examines the intra-firm linkages between purchasing and other groups, including suppliers. Chapter 5 focuses on purchasing and supply chain organization. This includes a discus- sion of purchasing in the organizational hierarchy, how the purchasing function is orga- nized, and the placement of purchasing authority, including the center-led approach. The chapter also describes the team approach as part of the organizational structure. Part 3: Strategic Sourcing A major premise underlying this book is that purchasing is a critical process and makes as important a contribution as manufacturing, marketing, or engineering to the pursuit of a firm’s strategic objectives. Progressive firms have little doubt about purchasing’s impact on total quality, cost, delivery, technology, and responsiveness to the needs of external customers. Part 3 addresses what firms must do to achieve a competitive advantage from their procurement and sourcing processes. Realizing these advantages requires shifting our view of purchasing from a tactical or clerically oriented activity to one focusing on strategic supply management. This type of management involves developing the strate- gies, approaches, and methods for realizing a competitive advantage and improvement from the procurement and sourcing process, particularly through direct involvement and interaction with suppliers. Chapter 6 develops an understanding of how firms set purchasing strategies and cat- egory management. This process should include a vision and plan of what a firm must do in its purchasing/sourcing efforts to support the achievement of corporate goals and objec- tives. Clearly, the category strategy development process should be the starting point for any discussion of strategic supply management. This chapter contains an updated section on strategic category management, reflecting the latest developments in the field. There are also discussions of insourcing versus outsourcing as a component of strategy, with ex- amples featuring Boeing Corporation, illustrating how the economic recession is impact- ing category management strategies. There is also a new section on how to perform market intelligence and risk assessments for category management, as well as fresh information on stakeholder engagement. Chapter 7 focuses on one of the most important processes performed by firms today— supplier evaluation, selection, and measurement. Selecting the right suppliers helps ensure that buyers receive the right inputs to satisfy their quality, cost, delivery, and technology requirements. Choosing the right suppliers also requires doing due diligence via supplier visits. Performing the selection process correctly creates the foundation for working closely with suppliers while continually enhancing performance. Chapter 8 describes how a progressive and proactive buying firm incorporates supplier quality into its supplier selection and supplier performance evaluation processes. Improv- ing supplier quality can also create substantial tactical and strategic competitive advantages that may not be available to competing firms. Six Sigma, ISO 9000, and ISO 14000 appli- cations have been updated, and there are new sections on The Seven Wastes (Honda’s BP process) and Basic Contents of a Supplier Quality Manual. Chapter 9 describes what firms must do to manage and develop world-class supply-base performance. A focus on supplier development, managing supply base risk, and sustain- ability in the supply chain is provided. New sections to this chapter include Managing Sup- ply Base Risk and Managing Sustainability in the Supply Base. Finally, Chapter 10 focuses on worldwide sourcing, which is an important part of strate- gic supply management as firms search globally for the best resources. Part 4: Strategic Sourcing Process Chapter 11 focuses on strategic cost management, cost/price analysis, and target costing. Progressive firms focus on cost control and reduction with suppliers as a way to improve (i.e., reduce) purchase price over time. This chapter details various types of costs, presents cost analysis techniques, and discusses the factors that affect a supplier’s price. The chapter also discusses total cost analysis, cost-based pricing, use of pricing indicators for category management and other innovative techniques designed to provide accurate and timely cost data. New sections on both strategic cost management and target costing at Honda of America and pricing indicators for different categories are included, as well as best practice research on strategic cost management based on a 2009 study. Purchasing professionals rely on an assortment of tools, techniques, and approaches for managing the procurement and supply chain process. Chapter 12 presents various quantitative tools that purchasers use when problem solv- ing and pursuing performance improvements. Process mapping, value analysis, price break analysis, and the learning curve can help purchasers achieve specific outcomes such as re- ducing cost/price, improving quality, reducing time, or improving delivery performance from suppliers. Chapter 13 deals with supply management negotiation. Effective supply managers must know how to plan for and negotiate value-adding contracts within a buyer-seller relationship. Increasingly, procurement contracts emphasize far more issues than simply purchase price. Buyers and sellers may negotiate cost reductions, delivery requirements, higher quality levels, payment terms, access to technology, or anything else important to the parties. The Negotiation Framework in Supply Management section has been revised, and The Impact of Electronic Media on Negotiations has been updated and expanded. Chapter 14 addresses the fundamentals of contracting. The formal contracting process creates the framework for conducting business between two or more firms. As such, an understanding of contracting is essential when attempting to manage costs within a buyer- seller relationship. Contract management best practices are viewed in light of recent events and supply chain risk. Chapter 15 addresses the major legal considerations in purchasing, including the legal authority of the purchasing manager. The chapter also discusses sources of U.S. law, war- ranties, purchase order contracts, breaches of contract, and patent and intellectual prop- erty rights. Because contracting is a part of the legal process, this chapter naturally follows the contracting chapter. Part 5: Critical Supply Chain Elements Part 5 describes the major activities that relate to or directly support supply chain man- agement. Some of these activities involve specific disciplines, such as inventory manage- ment or transportation; other activities relate to the development of supply chain support systems. These systems include performance measurement systems and computerized in- formation technology systems. The activities presented in this part may or may not be a formal part of the purchasing organization. These activities and systems, however, are key elements of purchasing and supply chain management. Without them, purchasing most likely cannot pursue its goals and objectives effectively. Therefore, purchasing students must be familiar with a range of supply chain activities. Chapter 16 focuses on overall lean thinking in supply management, including the management of a firm’s inventory investment. The money that a firm commits to inventory usually involves a significant commitment of financial resources. This chapter discusses the function of inventory within a firm, factors leading to inventory waste, creating a lean supply chain, approaches for managing a firm’s inventory investment, and future trends related to managing inventory. The purchase of transportation and other services is another important supply consid- eration. We have witnessed major changes in transportation over the last two decades or so, many of which have affected supply management. Since Congress deregulated the U.S. transportation industry in the early 1980s, the role of the buyer has changed dramatically. More than ever, supply management is involving itself in the evaluation, selection, and management of transportation modes and carriers. Even if a buyer does not get involved directly with transportation, having a working knowledge of this dynamic area is critical. Chapter 17 highlights supply management’s role in procuring transportation, as well as services buying, presents a decision-making framework for developing a transportation procurement strategy, discusses ways to control and influence inbound transportation, and evaluates trends affecting the purchase of transportation services, such as performance- based logistics. Four sections in this chapter have been revised or updated. Information technology systems are changing business. Purchasing, too, can benefit from the development of current information technology systems. Chapter 18 examines the role of technology in supply chain information systems and electronic commerce. The chapter addresses the newer Internet-based electronic linkages between firms as well as traditional electronic data interchange (EDI). The chapter also dis- cusses the impact of social networking, blogs, and cloud computing in addition to advanced and future e-purchasing and supply systems’ applications. The use of information technol- ogy systems greatly enhances supply management’s ability to operate at the highest levels of efficiency and effectiveness. Chapter 19 focuses on performance measurement and evaluation with a new emphasis on innovation sourcing and an update on trends. Increasingly, firms must develop valid measurement systems that reveal how well a firm is performing, including the perfor- mance of its purchasing and supply chain management efforts. These systems need to be clearly linked to overall company objectives. Measurement systems support procurement and sourcing decision making by providing accurate and timely performance data. This chapter examines why firms measure performance, defines various purchasing perfor- mance measurement categories, and discusses how to develop a purchasing performance measurement system, including a balanced scorecard. In this chapter, data on supply strategy performance results has been updated.

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  • 罗伯特?B.蒙茨卡(Robert M. Monczka,):亚利桑那州立大学杰出供应链管理教授,密歇根州立大学供应链管理学教授。他还担任CAPS研究机构的战略采购和供应链战略研究主任。
  • 本书是国际著名供应链管理教授的理论与实践结合的经典教科书。美国采购协会(APS)职业资格认证CAP/CPP/CPPM指定教材。从管理视角总结了在供应链环境下对采购职能进行有效管理所要求的核心任务及面临的主要问题,强调跨职能团队和协作的概念,具有很强的针对性和实践操作性。
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    Preface xix

    About the Authors xxvi

    Part 1 Introduction 1

    Chapter 1 Introduction to Purchasing and Supply Chain Management 3

    Introduction 6

    A New Competitive Environment 7

    Why Purchasing Is Important 8

    Increasing Value and Savings 8

    Building Relationships and Driving Innovation 8 Improving Quality and Reputation 9

    Reducing Time to Market 10 Managing Supplier Risk 10 Generating Economic Impact 10

    Contributing to Competitive Advantage 10  Understanding the Language of Purchasing and Supply Chain Management 11

    Purchasing and Supply Management 11 Supply Chains and Value Chains 13 Supply Chains Illustrated 14

    Achieving Purchasing and Supply Chain Benefits 17 The Supply C...

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