采購與供應(yīng)鏈管理

前言

　　在我國高校，用英語或雙語教授專業(yè)課程（以下簡稱：英／雙語教學(xué)）始于改革開放引進(jìn)熱潮，歷經(jīng)30年，雖發(fā)展不快，仍在緩慢推進(jìn)。20世紀(jì)80年代，改革開放后留學(xué)歸來的教育界學(xué)者們不僅引進(jìn)了各學(xué)科先進(jìn)的研究成果，也隨之引進(jìn)了西方高校的教材。以清華大學(xué)出版社為領(lǐng)軍的國內(nèi)出版社適時(shí)地引進(jìn)了西方優(yōu)秀教材的影印版，推動(dòng)了一些高校開始在專業(yè)課程中開展英／雙語教學(xué)。2007年以來，國家教育質(zhì)量工程專設(shè)的“國家高校雙語教學(xué)示范課程建設(shè)點(diǎn)”的評定項(xiàng)目被視為政府教育發(fā)展的政策風(fēng)向標(biāo)，正有力地推動(dòng)著高校英／雙語教學(xué)的發(fā)展。　　但對英／雙語教學(xué)的必要性，我國高校內(nèi)部一直爭議不斷。爭議首先圍繞著中國人用英語教學(xué)的必要性。在公認(rèn)英語是目前世界通用語言的前提下，英／雙語教學(xué)的必要性取決于我國高校師生是否有必要及時(shí)汲取世界最新的知識和研究成果。答案是不言而喻的。況且英／雙語教學(xué)省卻了翻譯過程，可以避免常見的信息減損和曲解問題。不過，信息發(fā)布者一教師的英語演講能力和信息接收者——學(xué)生的英語解讀能力不足又成為開展英／雙語教學(xué)的障礙。因而常見的反對意見是，開展英／雙語教學(xué)，課堂教學(xué)內(nèi)容就會縮水，因?yàn)橹v授者和聽眾都得花費(fèi)精力和時(shí)間解譯內(nèi)容。如此看來，我國開展英／雙語教學(xué)的高校教師必須應(yīng)對挑戰(zhàn)，洞察在我國現(xiàn)有條件下用英文原版教材開展英／雙語教學(xué)的利和弊，并找到可行的揚(yáng)長避短的路徑?！　≡诮?jīng)濟(jì)開放和全球化的大趨勢推動(dòng)下，我國中小學(xué)英語教學(xué)分量加重，英語普及程度逐年提高，高校新生的英語基礎(chǔ)愈益扎實(shí)；教師的英語能力也隨著師資的新陳代謝而日見增強(qiáng)。這一趨勢無疑在為英／雙語教學(xué)營造越來越有利的條件。盡管如此，不同于以英語為主要語言或官方語言的一些國家，英語在我國的普及率仍較低。在青少年中，英語的普及程度和英語應(yīng)用能力還僅處于初級水平；高校中能用英語演講的教師尚屬少數(shù)，且熟練程度還有待大幅提高。這樣的師生英語基礎(chǔ)，使得英／雙語教學(xué)面臨巨大的挑戰(zhàn)。

內(nèi)容概要

本書從戰(zhàn)略和管理兩個(gè)視角提供關(guān)于采購和供應(yīng)鏈問題的深入探討，著重突出采購和供應(yīng)鏈管理的應(yīng)用性質(zhì)，注重理論聯(lián)系實(shí)際。該書內(nèi)容以事實(shí)為依據(jù)，并以相關(guān)的案例分析來說明問題。每一章之后都有一個(gè)詳細(xì)的結(jié)語，使讀者在學(xué)完一章內(nèi)容之后會對本章有一個(gè)系統(tǒng)的理解。在一些章節(jié)后面還包含一些作者采集的綜合案例，以方便讀者更好地掌握所學(xué)內(nèi)容。

書籍目錄

第一部分核心概念 　第一章采購在價(jià)值鏈中的作用 　第二章工業(yè)購買行為：采購中的決策 　第三章采購管理過程 　第四章采購和設(shè)施管理 　第五章采購商業(yè)服務(wù) 　第六章政府采購 　第七章市場結(jié)構(gòu)與供應(yīng)市場研究 第二部分戰(zhàn)略與計(jì)劃 　第八章產(chǎn)品外包和風(fēng)險(xiǎn)管理 　第九章采購和經(jīng)營戰(zhàn)略 　第十章類別采購：從供應(yīng)商那里獲得更好的業(yè)績 　第十一章采購、創(chuàng)新和質(zhì)量管理 　第十二章采購、物流和供應(yīng)鏈管理 　第十三章組織和采購結(jié)構(gòu) 　第十四章業(yè)績評估和采購管理 第三部分執(zhí)行 　第十五章準(zhǔn)備與供應(yīng)商進(jìn)行合作：成本方法和技術(shù) 　第十六章零售業(yè)中的采購和供應(yīng)管理

章節(jié)摘錄

　　In summary, the first step in the stage of supplier selection consists of determiningwhether to opt for partial or turnkey contracting out. Second, it should be decided whetherexecution will take place by means of fixed-price or a cost-reimbursable agreement. A third type of contract which is often used in the subcontracting world and whichshould be mentioned here is the unit-rate contract. These contracts determine the cost peractivity for standardized and routine work. Petrochemical companies, for example, annu-ally negotiate unit rates for simple installation and maintenance activities, which are sub-contracted to suppliers （for instance unit rate per metre of piping that is installed, orunit rate per square metre of ground floor which is cleaned）. Unit rate contracts are usedfor activities which are standardized but which are difficult to estimate in terms of volumeand time. The selected contracting method determines to a great extent how the next steps of thebuying process will evolve. For that reason, these decisions must be made together withthe user or budget holder. However, the buyer presents the different contracting methodsdeemed possible and outlines the considerations that may influence the decision. The selection of a supplier is one of the most important steps in the purchasing processand several activities precede this decision. Activities start with summarizing the prequali-fication requirements, based on the purchase order specification, that the suppliers who aregoing to be approached for a quotation will have to meet. Next, the initial bidders list（so-called bidders long list） that indicates which suppliers may probably do the job, isassembled. Usually, those suppliers with an excellent vendor rating score, which repre-sents excellent past performance, will be put on the initial bidders list. Next, to each ofthese long listed suppliers a request for information （RFI） will be sent. These suppliers arecontacted to provide references of prior projects and previous experience and other infor-marion that will help them qualify for the order. At this stage it may be necessary to con-duct a supplier visit or audit in order to get a precise idea of the suppliers capabilities.Large companies generally work with approved vendors lists in order to select the sup-pliers for the long list. The long list of suppliers is then reduced to a supplier short list.Based upon the information that was gathered the most promising suppliers are selected.These short-listed suppliers will be contacted through a request for quotation （RFQ）. Atthis stage suppliers are invited to submit a bid which meets the requirements as laid downin the request for quotation. The idea behind this is that suppliers should submit their bidsin such a way that they can be compared by the buyer. An important aspect of their bids isthe price that they will offer to the prospective buyer.

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