项目采购管理
合集下载
相关主题
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
• Experts, both internal and external, can provide valuable inputs in procurement decisions
8
Make-or wk.baidu.comuy Example
• Assume you can lease an item you need for a project for $150/day. To purchase the item, the investment cost is $1,000, and the daily cost would be another $50/day.
• Procurement planning involves identifying which project needs can be best met by using products or services outside the organization. It includes deciding
• How long will it take for the lease cost to be the same as the purchase cost?
• If you need the item for 12 days, should you lease it or purchase it?
• Make-or-buy analysis: determining whether a particular product or service should be made or performed inside the organization or purchased from someone else. Often involves financial analysis
• Contract close-out: completion and settlement of the contract
4
Figure 11-1. Project Procurement Management Processes and Key Outputs
5
Procurement Planning
9
Make-or Buy Solution
• Set up an equation so the “make” is equal to the “buy” • In this example, use the following equation. Let d be the
number of days to use the item.
– whether to procure – how to procure – what to procure – how much to procure – when to procure
6
Collaborative Procurement
• Several organizations, even competitors, have found that it makes sense to collaborate on procurement for some projects
• Other terms include purchasing and outsourcing
• Experts predict that by the year 2003 the worldwide information technology outsourcing market will grow to over $110 billion
• Solicitation: obtaining quotations, bids, offers, or proposals as appropriate
• Source selection: choosing from among potential vendors
• Contract administration: managing the relationship with the vendor
Chapter11: ProjectProcurementManagement
1
Importance of Project Procurement Management
• Procurement means acquiring goods and/or services from an outside source
2
Why Outsource?
• To reduce both fixed and recurrent costs • To allow the client organization to focus on its
core business • To access skills and technologies • To provide flexibility • To increase accountability
$150d = $1,000 + $50d
• Solve for d as follows:
– Subtract $50d from the right side of the equation to get $100d = $1,000
3
Project Procurement Management Processes
• Procurement planning: determining what to procure and when
• Solicitation planning: documenting product requirements and identifying potential sources
• Kodak worked with several competitors to develop the Advantix Advanced Photo System (see What Went Right?)
7
Procurement Planning Tools and Techniques
8
Make-or wk.baidu.comuy Example
• Assume you can lease an item you need for a project for $150/day. To purchase the item, the investment cost is $1,000, and the daily cost would be another $50/day.
• Procurement planning involves identifying which project needs can be best met by using products or services outside the organization. It includes deciding
• How long will it take for the lease cost to be the same as the purchase cost?
• If you need the item for 12 days, should you lease it or purchase it?
• Make-or-buy analysis: determining whether a particular product or service should be made or performed inside the organization or purchased from someone else. Often involves financial analysis
• Contract close-out: completion and settlement of the contract
4
Figure 11-1. Project Procurement Management Processes and Key Outputs
5
Procurement Planning
9
Make-or Buy Solution
• Set up an equation so the “make” is equal to the “buy” • In this example, use the following equation. Let d be the
number of days to use the item.
– whether to procure – how to procure – what to procure – how much to procure – when to procure
6
Collaborative Procurement
• Several organizations, even competitors, have found that it makes sense to collaborate on procurement for some projects
• Other terms include purchasing and outsourcing
• Experts predict that by the year 2003 the worldwide information technology outsourcing market will grow to over $110 billion
• Solicitation: obtaining quotations, bids, offers, or proposals as appropriate
• Source selection: choosing from among potential vendors
• Contract administration: managing the relationship with the vendor
Chapter11: ProjectProcurementManagement
1
Importance of Project Procurement Management
• Procurement means acquiring goods and/or services from an outside source
2
Why Outsource?
• To reduce both fixed and recurrent costs • To allow the client organization to focus on its
core business • To access skills and technologies • To provide flexibility • To increase accountability
$150d = $1,000 + $50d
• Solve for d as follows:
– Subtract $50d from the right side of the equation to get $100d = $1,000
3
Project Procurement Management Processes
• Procurement planning: determining what to procure and when
• Solicitation planning: documenting product requirements and identifying potential sources
• Kodak worked with several competitors to develop the Advantix Advanced Photo System (see What Went Right?)
7
Procurement Planning Tools and Techniques