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降低采购成本是商业永恒的话题。在汽车行业,采购成本可能占到一辆车成本的80％。在石油天然气行业,采购成本占销售额达50％到60％。通过集中采购降低采购成本成为面临利润压力的CEO首选之策。汇总集团内部的需求,以规模优势和供应商谈判,企业可以获取更好的采购价格和服务。但是纵观国内的集团型企业,集中采购做得仍然不尽如人意。撇开体制改革因素不谈,缺乏经过规划的集中采购系统是重要的原因之一。 国内某大型集团企业,缺少一套集中采购的系统,采购业务由各分(子)公司独立运行,集团采购制度得不到有效的执行,造成整体库存的居高不下。与之形成对比的是具有100亿美元年收入的某国际石油公司,该公司建立了SAP公司提供的
Reduce the cost of procurement is the eternal business topic. In the automotive industry, purchasing costs can represent up to 80% of the cost of a car. In the oil and gas industry, purchasing costs account for 50% to 60% of sales. Reducing purchasing costs through centralized procurement becomes the preferred strategy for CEOs facing profit pressure. Summarizing the internal needs of the group, negotiating with suppliers on a scale advantage, companies can get better purchasing prices and services. However, looking at the domestic group-type enterprises, centralized purchasing is still not satisfactory. Leaving aside the institutional reform factors, the lack of a planned centralized procurement system is one of the important reasons. A large group enterprise in China lacks a centralized procurement system. The procurement business is operated independently by each branch (sub) company, and the group procurement system can not be effectively implemented, resulting in a high overall inventory. In contrast, an international oil company with $ 10 billion in annual revenue has set up a