采购与供应链管理（第6版）（英文版） 下载 pdf 百度网盘 epub 免费 2025 电子书 mobi 在线

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。

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 Chain Umbrella-Management Activities  18

Purchasing 18

Inbound Transportation 18

Quality Control 18

Demand and Supply Planning 19

Receiving, Materials Handling, and Storage 19 Materials or Inventory Control 19

Order Processing 19

Production Planning, Scheduling, and Control 19 Shipping/Warehousing/Distribution 20

Outbound  Transportation 20

Customer Service 20

Four Enablers of Purchasing and Supply Chain Management 20

Capable Human Resources 20 Proper Organizational Design  22

Real-Time Collaborative Technology Capabilities 22 Right Measures and Measurement Systems 23

The Evolution of Purchasing and Supply Chain Management 24

Period 1: The Early Years (1850–1900) 24

vi

Period 2: Growth of Purchasing Fundamentals (1900–1939) 25

Period 3: The War Years (1940–1946) 25

Period 4: The Quiet Years (1947–Mid-1960s) 25

Period 5: Materials Management Comes of Age (Mid-1960s– Late 1970s) 26

Period 6: The Global Era (Late 1970s–1999) 27

Period 7: Integrated Supply Chain Management (The Twenty- First Century) 27

Looking Ahead 28

Part 2 Purchasing Operations and Structure 37

Chapter 2 The Purchasing Process 39

Introduction 41

Purchasing Objectives 42

Objective 1: Supply Assurance 42

Objective 2: Manage the Sourcing Process Efficiently and Effectively 43

Objective 3: Supplier Performance Management 43 Objective 4: Develop Aligned Goals with Internal Stakeholders 44

Objective 5: Develop Integrated Supply Strategies That Support Business Goals and Objectives 44

Strategic Supply Management Roles and Responsibilities 45

Spend Analysis 46

Demand Management and Specifications/SOW’s 46 Category Management and Supplier Evaluation/Selection 47 Contract Management 48

Cost Management 48

Managing the Procure-to-Pay Process  49 Supplier Relationship Management 49 Establish a Supply Management Strategy 50

Improving the Procure-to-Pay Process 51 Forecast and Plan Requirement 54 Needs Clarification: Requisitioning 55

Purchase Requisitions/Statement of Work 55 Traveling Purchase Requisitions/Bar Codes  57 Forecasts and Customer Orders 58

Reorder Point System 58 Stock Checks 59

Cross-Functional Sourcing Teams 60 Description 61

Supplier Identification and Selection 62 Bidding or Negotiating? 62

Request for Quotation 64 Specifications or Blueprints 64 Evaluate Suppliers 64

Approval, Contract, and Purchase Order Preparation 65

Purchase Order 65

Blanket Purchase Order  68 Material Purchase Release 68 Receipt and Inspection  70 Material Packing Slip 71

Bill of Lading 71

Receiving Discrepancy Report 72 Invoice Settlement and Payment 72 Records Maintenance 72

Continuously Measure and Manage Supplier Performance 72 Reengineering the Procure-to-Pay Process 73

Types of Purchases 73

Raw Materials 74

Semifinished Products and Components 74 Production Support Items 75

Services 75

Capital Equipment 75

Transportation and Third-Party Purchasing 76 Improving the Purchasing Process 76

Online Requisitioning Systems from Users to Purchasing 77 Procurement Cards Issued to Users 77

Electronic Purchasing Commerce through the Internet 78 Longer-Term Purchase Agreements 78

Cloud-Based Ordering Systems 78 Purchasing Process Redesign 79 Electronic Data Interchange 81

Online Ordering through Electronic Catalogs 81 Allowing Users to Contact Suppliers Directly 81

Chapter 3 Purchasing Policy and Procedures 86 Introduction 88

Policy Overview 88

What Are the Advantages and Disadvantages of Policies? 88 What Makes for an Effective Policy? 89

Purchasing Policies—Providing Guidance and Direction 90

Policies Defining the Role of Purchasing 90

Policies Defining the Conduct of Purchasing Personnel 92 Policies Defining Social and Minority Business Objectives 92 Corporate Social Responsibility 98

Policies Defining Buyer-Seller Relationships 99

Other Policies Dealing with Buyer-Seller Relations 101 Policies Defining Operational Issues 101

Purchasing Procedures 104

Purchasing Procedural Areas 106

Chapter 4 Supply Management Integration for Competitive Advantage 114 Introduction 117

 Integration: What Is It? 119 Internal Integration 120

Supply Management Internal Linkages 121

External Integration 125

Supply Management’s External Linkages  126 Collaborative Buyer-Seller Relationships 126 Advantages of Closer Buyer-Seller Relationships  127 Obstacles to Closer Buyer-Seller Relationships 128

Critical Elements for Supplier Relationship Management 128

The Critical Role of Cross-Functional Sourcing Teams 130 Benefits Sought from the Cross-Functional Team Approach 132

Potential Drawbacks to the Cross-Functional Team Approach 134

When to Form a Cross-Functional Team 134 Improving Sourcing Team Effectiveness 135

Integrating Supply Management, Engineering, and Suppliers to Develop New Products and Services 140

Common Themes of Successful Supplier Integration Efforts 140

Supplier Integration into Customer Order Fulfillment 146 Supplier Suggestion Programs 146

Buyer-Seller Improvement Teams 147 On-Site Supplier Representative 148

 Potential Benefits of On-Site Supplier Representatives 149

Chapter 5 Purchasing and Supply Management Organization 157 Introduction 160

P/SM Organizational Structure 161

Location of Authority Centralized or Decentralized 162

Drivers Influencing the Adoption of Centralized/Center-Led or Decentralized  Structures 162

Advantages of Centralized/Center-led Purchasing Structures 163

Advantages of Decentralized Purchasing 165

Organizational Mechanisms to Enable Center-led Organization Design 166

Purchasing’s Position within the Organizational Structure 171

To Whom Does Purchasing/Supply Management Report? 171 Factors Affecting Purchasing’s Position in the Organizational Hierarchy 171

Scope of the Purchasing/Supply Management Job Function 174

Purchasing/Supply Management Job Tasks 175 Separating Strategic and Operational Purchasing 177 Using Teams as Part of the Organizational Structure 177

Supply Chain Management Structure 180 Future Trends in Organizational Design  180

Part 3 Strategic Sourcing 189

Chapter 6 Category Strategy Development 191

Introduction 193

Aligning Supply Management and Enterprise Objectives 194

Integrative Strategy Development 195

Engaging Stakeholders to Build Category Strategy Objectives 196

What Is a Category Strategy? 199

Difference Between Category Strategies and Strategic Sourcing 200

Conducting a Spend Analysis 201 Spend Analysis Spreadsheet 202

Category Strategy Development 208

Step 1: Build the Team and the Project Charter 208 Step 2: Conduct Market Intelligence Research on Suppliers 213

Step 3: Strategy Development 218

Process 224

Step 4: Contract Negotiation 228

Step 5: Supplier Relationship Management 229

Types of Supply Management Strategies 230

Insourcing/Outsourcing 230 Supply Base Optimization  231 Supply Risk Management 231

Early Supplier Design Involvement 235 Supplier  Development 235

Total Cost of Ownership 236

E-R everse Auctions 236

 Phase 1: Basic Beginnings 237 

 Phase 2: Moderate Development 238 

 Phase 3: Limited Integration 238 

 Phase 4: Fully Integrated Supply Chains 239 

 Observations on Supply Management Strategy Evolution 239

Chapter 7 Supplier Evaluation and Selection 245 Introduction 247

The Supplier Evaluation and Selection Process 248 

Recognize the Need for Supplier Selection 248

Identify Key Sourcing Requirements 249 Identify Potential Supply Sources 249

Current Suppliers 250

Sales Representatives 250

Internet Searches and Social Media 250

 Informational Databases 251

Organizational knowledge 251

Trade Journals 251

Trade Directories 252

Trade Shows 252

Second-Party or Indirect Information 252 Internal Sources 252

Determine Sourcing Strategy 254 Consider Sourcing Alternatives 255 Manufacturer vs. Distributor 255

Local or National or International Suppliers 255 Large or Small Suppliers 255

Categorizing Suppliers for Multiple or Single or Sole Sourcing 256

Evaluate Critical Issues 257 Size Relationship 257

Risk/Reward Issues 257

Sustainability and Diversity Objectives 258 Competitors as Suppliers 258

International Suppliers and Countertrade 258 Limit Suppliers in Selection Pool 258 Supplier Risk Management 259

Evaluation of Supplier Performance 261 Evaluation of Supplier-Provided Information 261 Determine the Method of Supplier Evaluation

and Selection 261

Supplier-Provided Information 261

Supplier Visits 262

Use of Preferred Certified and Partnered Suppliers 263

Third-Party Information 264

Select Supplier and Reach Agreement 264 Key Supplier Evaluation Criteria 264 Management Capability 265

Employee Capabilities 265

Cost Structure 266

Total Quality Performance, Systems, and Philosophy 266 Process and Technological Capability 266

Sustainability and Environmental Compliance 267 Financial Stability 269

Scheduling and Control Systems 269 E-Commerce Capability 270

Supplier’s Sourcing Strategies, Policies, and Techniques 271 Longer-Term Relationship Potential 271

Developing a Supplier Evaluation and Selection Survey 272 Step 1: Identify Supplier Evaluation Categories 272

 Step 2: Assign a Weight to Each Evaluation Category 273 Step 3: Identify and Weigh Subcategories 273

Step 4: Define a Scoring System for Categories and Subcategories 274

Step 5: Evaluate Supplier Directly 274 Step 6: Review Evaluation Results and Make Selection Decision 276

Step 7: Review and Improve Supplier Performance Continuously 277

Reducing Supplier Evaluation and Selection Cycle Time 278

Map the Current Supplier Evaluation and Selection Process 278

Integrate with Internal Customers 278

Data Warehouse Software with Supplier Information 278 Third-Party Support 279

Integrating Technology into Organizational Design 279 Supplier Categorization 279

Electronic Tools 279

Predefined Contract Language and Shorter Contracts 279

Chapter 8 Supplier Quality Management 285

Overview of Supplier Quality Management 287

What Is Supplier Quality? 287

Why Be Concerned with Supplier Quality? 289 Factors Affecting Supply Management’s Role in Managing Supplier Quality 290

Supplier Quality Management Using a Total Quality Management Perspective 292

Defining Quality in Terms of Customers and Their Requirements 292

Deming’s 14 Points 293

Pursuing Quality at the Source 296

Stressing Objective Rather than Subjective Measurement and Analysis 298

Emphasizing Prevention Rather Than Detection of Defects 298

Focusing on Process Rather than Output 300 Basics of Process Capability 301

Striving for Zero Defects 302 Cost of Quality 303

The Seven Wastes 304

Establishing Continuous Improvement as a Way of Life 305 Making Quality Everyone’s Responsibility 306

Pursuing Six Sigma Supplier Quality 308

Using ISO Standards and MBNQA Criteria to Assess Supplier Quality Systems 309

ISO 9001:2008 Standards 310

 ISO 14001:2004 Standards 312

The Malcolm Baldrige National Quality Award 313

Basic Contents of a Supplier Quality Manual 315

Part 4 Strategic Sourcing Process 407

Chapter  11 Strategic Cost Management 409

Introduction 411

A Structured Approach to Cost Reduction 412 Price Analysis 418

Market Structure 418

Economic Conditions 419  Pricing Strategy of the Seller 420

Market-Driven Pricing Models 421

Using the Producer Price Index to Manage Price 423

Cost Analysis Techniques 426 Cost-Based Pricing Models 426 Product Specifications 427

Estimating Supplier Costs Using Reverse Price Analysis 427 Break-Even Analysis 431

Break-Even Analysis Example 433

Building a Should-Cost Model 435

Step 1: Conceptual Design 436

Step 2: Refine and Derive Elements of the Cost Model 437 Step 3: Design and Construction of Cost Model 437

Step 4: Identify Data Sources for the Model 439 Supplier Provided Data 440

Total Cost of Ownership 441

Building a Total Cost of Ownership Model 441 The Importance of Opportunity Costs 442

Important Factors to Consider When Building a TCO Model 444

Example of a TCO Model 444

Collaborative Approaches to Cost Management 445

 Target Pricing Defined 446

Cost-Savings Sharing Pricing Defined 447 Prerequisites for Successful Target and Cost-Based 

 Pricing 447 

 When to Use Collaborative Cost Management Approaches 448 

 An Example of Target Pricing and Cost-Savings Sharing 448

Chapter 12 Purchasing and Supply Chain Analysis: Tools and Techniques 459

  Introduction 462 

  Project Management 462 

Defining Project Success 462 Project Phases 463

Project Planning and Control Techniques 466

Rules for Constructing a Project Management Network 468 Project Management Example: Sourcing Strategy 469 Project Management with Time Estimates 470

Learning-Curve Analysis 474

Components of the Learning or Experience Curve 475 When to Use the Learning Curve 475

Learning Curve Illustrated  476 Learning-Curve Problem 477

Value Analysis/Value Engineering 477

Who Is Involved in Value Analysis? 479

Tests for Determining Value in a Product or Service 479 The Value Analysis Process 480

Quantity Discount Analysis 481

Quantity Discount Analysis Illustrated 482

Process Mapping 484

 Value Stream Mapping 485

Chapter 14 Contract Management Introduction 535 Elements of a Contract 533

537

How to Negotiate and Write a Contract 542 Types of Contracts 543

Fixed-Price Contracts 544

Fixed-Price Contract with Redetermination 545 Fixed-Price Contract with Incentives 545

Cost-Based Contracts 545

Considerations When Selecting Contract Types 547

Long-Term Contracts in Alliances and Partnerships 549

Benefits of Long-Term Contracts 549 Risks of Long-Term Contracts 551

Contingency Elements of Long-Term Contracts 552

Nontraditional Contracting 553 IT Systems Contracts 553 Consulting Contracts 555

Construction Contracts 557 Other Types of Contracts  558

Settling Contractual Disputes 559

Legal Alternatives 560

Arbitration 561

Other Forms of Conflict Resolution 562

Part 5 Critical Supply Chain Elements 617

Chapter  16 Lean Supply Chain Management 619 Introduction 621

Understanding Supply Chain Inventory 622

Types of Inventory 622 Inventory-Related Costs 624

Inventory Investment—Asset or Liability? 625

The Right Reasons for Investing in Inventory 629 Avoid Disruptions in Operational Performance 629 Support Operational Requirements 629

Support Customer Service Requirements  630 Hedge against Marketplace Uncertainty 630 Take Advantage of Order Quantity Discounts 630

The Wrong Reasons for Investing in Inventory 631

Poor Quality and Material Yield 631 Unreliable Supplier Delivery 632

Extended Order-Cycle Times from Global Sourcing 632 Inaccurate or Uncertain Demand Forecasts 632 Specifying Custom Items for Standard Applications  633 Extended Material Pipelines 633

Inefficient Manufacturing Processes 633

Creating the Lean Supply Chain 635 Six Sigma 637

The Lean Perspective on Inventory 638

Lean Supply 640

Lean Transportation 641

Just-in-Time Kanban Systems 643

Approaches for Managing Inventory Investment 644

Achieve Perfect Record Integrity 645 Improve Product Forecasting 646

Standardize and Simplify Product Design 646 Leverage Companywide Purchase Volumes 648

Use Suppliers for On-Site Inventory Management 649 Reduce Supplier-Buyer Cycle Times 649

Delivering the Perfect Customer Order 650 Material Requirements Planning System  650 Distribution Resource Planning System 651 Supply Chain Inventory Planners 651 Automated Inventory Tracking Systems 652

Chapter  17 Purchasing Services 657

Introduction 659

Transportation Management 659

Deregulation of Transportation and Supply Management’s New Role 661

A Decision-Making Framework for Developing a Transportation Strategy 663

Current Transportation Issues 676 Performance-Based Logistics 678

Outsourcing Logistics to Third-Party Logistics Providers 680

 Select Providers 680

Gain Access to Critical and Timely Data 682

Develop Systems Visibility to Material Shipments 682 Develop Closer Relationships with Fewer Providers 682 Establish Companywide Contracts 683

Purchasing Services and Indirect Items 683

Internal Methods of Managing Indirect Spend 684 External Methods of Managing Indirect Spend 686 Enabling Tactics and Strategies   686

Sourcing Professional Services 688

Have a Clearly Defined Scope 689

Move to a Centralized Procurement Structure 689 Develop a Professional Services Database 690

Develop a Sound Procedure for Evaluation and Selection of Consultants 691

Optimize the Supply Base 691 Develop a Standardized Contract 692 Monitor Results 692

Develop Policy Compliance 692 Service Supply Chain Challenges 693

Chapter  18 Supply Chain Information Systems and Electronic Sourcing 700 Introduction 703

Evolution of E-SCM Systems 704

An Overview of the E-Supply Chain 705

Supply Chain Information Flows 706

Drivers of New Supply Chain Systems and Applications 711 Internal and External Strategic Integration 712 Globalization and Communication 712

Data Information Management 712 New Business Processes 712 Replacement of Legacy Systems  712 Strategic Cost Management 713

Internal Information Systems—Enterprise Resource Planning (ERP) 713

Implementing ERP Systems 715

Purchasing Databases and Data Warehouses 717 Electronic Data Interchange (EDI)—Pioneering External Electronic Communication 719

The Electronic Order Process 719 EDI and the Internet 720

E-S ourcing Basics 721

E-Sourcing Models—The External Information Systems 721

E-Sourcing Suites—General 722

E-Sourcing Suites—Supplier Relationship Management (SRM) 722

Spend Analysis 722

 Sourcing 723

Contract Management and Compliance 728 Risk Management and Supplier Performance Measurement   728

Total Cost Reporting 729

Internal and External Systems Integration 729

Social Networking Software in SCM—Improving Collaboration and Visibility 730

Professional Networking Software in SCM 732 Blogs, Tweets, and Cloud Computing 733

Information Visibility in SCM 735 Benefits of Information Visibility 735 Information Visibility in the Cloud 736

Collaboration and Big Data 737

Chapter  19 Performance Measurement and Evaluation 746 Introduction 749

Purchasing and Supply Chain Performance Measurement and Evaluation 749

Why Measure Performance? 750

Problems with Purchasing and Supply Chain Measurement and Evaluation 751

Purchasing and Supply Chain Performance Measurement Categories 752

Price Performance Measures 754 Cost-Effectiveness Measures 756

Revenue Measures 757

Quality Measures 758

Time/Delivery/Responsiveness Measures 758 Technology and Innovation Measures 759 Environmental Sustainability Measures  760

Asset and Integrated Supply Chain Management Measures 761

Administration Efficiency/Overhead Cost Measures 762 Governmental/Social Measures 763

Safety Measures 763

Internal Customer Satisfaction Measures 763

Supplier, Risk, and Strategic Performance Measures 764 Strategic Performance Measures 764

Developing a Performance Measurement and Evaluation System 765

Determine Which Performance Categories to Measure 766 Develop Specific Performance Measures 766

Establish Performance Objectives for Each Measure 768 Finalize System Details 769

Implement and Review System Performance and Measures 770

 Performance Benchmarking: Comparing Against the Best 770

Benchmarking Overview 770 The Benchmarking Process 772

Balanced Scorecard for Purchasing and Supply 774 A Summary of Purchasing Measurement and Evaluation Characteristics   775

System Characteristics 775

Human Resource Characteristics 776

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。

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编辑推荐

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。

前言

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