1 / 15

Pomen Nabavne funkcije za uspešnost podjetja

Pomen Nabavne funkcije za uspešnost podjetja. Mitja Praprotnik, Maj 2007.

kermit-slater
Download Presentation

Pomen Nabavne funkcije za uspešnost podjetja

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Pomen Nabavne funkcije za uspešnost podjetja Mitja Praprotnik, Maj 2007 May 2007

  2. ….. We now see lead-times far beyond what is reasonable and not at all in line with how “beeeepppp” would like to serve its customers.This problem is to part a planning problembut also a problem of missing matearials.I know all of you are well aware of that the XXXX market currently is very hot. XXXX has suppliers that live up to their commitments and we receive quantities above the forecasts that were presented when plans were made.One of our suppliers this summer had a fire at a plant.….. In order to get more material we are constantly seeking additional quantities for which are more and more frequently charged spot market prices.In addition the key materials show immense increases. ……..These price levels has not been considered in our cost calculations and the prices we charge. It is not possible to continue supply products, for which the purchasing cost is not covered. The situation is complex and needs to be analyzed in detail.We have therefore decided with immediate effect not to accept any new orders and consequently to stop to all entries . This is a drastic and temporary step but is considered necessary ….. . 1. Pismo predsednika uprave kupcem May 2007

  3. 2. Procesi v podjetju in željeni rezultat Proces razvoja novih izdelkov Donos na vložen kapital (EVA, RONA) ali Dobičkonosna rast podjetja Planiranje  Nabava  Proizvodnja  Dobava (plan) (source) (make) (deliver) Prodaja May 2007

  4. 2. Procesi v podjetju in željeni rezultat Prihodki Donos na vložen kapital (EVA, RONA) EVA = EBIT – r x Net Assets Proizvodni stroški EBIT Fiksni stroški Neto osnovna sredstva Zaloge Accounts R-P Vrednost opreme May 2007 **EVA=economic value added, r=obrestna mera za vezan kapita, Accounts R-P= Accounts recievable – accounts payable

  5. 3. Procesi v podjetju in željeni rezultat Razvoj novih izdelkov Glavni kazalniki uspešnosti razvojnega tima: • Inovativnost • Trajanje razvoja • Cena izdelka 90% stroškov izdelka je definirano z razvojem !!! Kje je tukaj prisotna Strateška Nabava: • Make – buy analize v zgodnji fazi razvoja. • Izbira ustreznih dobaviteljev iz obstoječega portfolia dobaviteljev. • Ocenjevanje primernosti dobavitelja, če so to novi dobavitelji. • Zgodnje vključevanje dobaviteljev v razvoj komponent izdelka. • Izkoriščanje in upoštevnje dobaviteljevega znanja. May 2007

  6. 4. Procesi v podjetju in željeni rezultat Planiranje  Nabava  Proizvodnja  Dobava Proizvodni stroški Donos na vložen kapital (EVA, RONA) EVA = EBIT – r x Net Assets EBIT Prihodki (servis kupcem) Neto osnovna sredstva Zaloge Vrednost opreme May 2007

  7. 4. Procesi v podjetju in željeni rezultat Planiranje  Nabava  Proizvodnja  Dobava Proizvodni stroški Proizvodni stroški 1. Vsi lahko vidimo, da materiali običajno predstavljajo približno 70% celotnih stroškov dela 2. Vprašanje, ki se pri tem postavlja, kako lahko te materialne stroške razumemo? May 2007

  8. 4. Procesi v podjetju in željeni rezultat Planiranje  Nabava  Proizvodnja  Dobava Materialni stroški?? Proizvodni stroški 1. Nekaj kar predstavlja nujno zlo in nam včasih povzroča probleme 2. Priložnost za izboljšanje poslovnega rezultata podjetja, če z njimi aktivno upravljamo in jih razumemo kot: - Stroški, ki niso 100% v naši kontroli - Tehnološke in človeške kapacitete, ki jih nujno potrebujemo za doseganje naših ciljev - Znanje, ki nam je na razpolago - Poslovno tveganje - Družbeno odgovornost May 2007

  9. 5. Materialni stroški Različne materialne skupine zahtevajo glede obvladovanja stroškov in ostalih nabavnih parametrov različen pristop s stališča: - različnih nabavnih strategij - celotnega pristopa k dobavitelju - pogajalskih strategij - pristopov k operativni nabavi - informacij, ki jih posredujemo May 2007

  10. 6. Upravljanje kapacitet pri dobaviteljih Poleg posredovanja nabavnega plana dobaviteljem, pomeni aktivno upravljanje dobaviteljevih kapacitet: - določitev kritičnih dobavitlejev - pregled zasedenosti kapacitet - določitev “ovir”, ki onemogočajo doseganje plana - skupno niveliranje zasedenosti kapacitet - plan aktivnosti odprave “ovir” - posredovanje dolgoročnih planov dobaviteljem ter dogovor o novih investicijah Produktivnost & učinkovitost 1. Prihodki (servis kupcem) 2. Dodatni proizvodni stroški (produktivnost) May 2007

  11. 7. Procesi v podjetju in željeni rezultat Planiranje  Nabava  Proizvodnja  Dobava Dolgi dobavni roki Višje zaloge Povečana nezanesljivost Pomenita povečanje naslednjih možnosti: - napačne zaloge, manjko mat. - daljši dobavni roki kupcem - možnosti odpisa - večje stroški nekurantnih zalog - večja skladišča - več vezanega kapitala May 2007

  12. This problem is to part a planning problem but also a problem of matearial shortage. I know all of you are well aware of that the XXXX market currently is very hot. XXXX has strong suppliers that live up to their commitments and we receive quantities above the forecasts that were presented when plans were made. One of our suppliers this summer had a fire at a plant.….. In order to get more material we are constantly searching additional quantities for which we more and more frequently are charged spot market prices. 8. Poslovno tveganje ???? May 2007

  13. 9. Družbena odgovornost • do kolikšne mere izkoriščamo svojo pogajalsko moč • kako dobavitelj ravna z odpadki • kako dobavitelj ravna z nevarnimi materiali oz. materiali iz “črne liste” • kakšno delovno silo zaposluje • …. . • ali je preveč odvisen od nas? May 2007

  14. 11. Pomen Nabavne funkcije za uspešnost podjetja Strateška Nabava Obvladovanje poslovnega tveganja Direktni vpliv na poslovni rezultat in donosnost Razpoložljivost materialov in višino zalog Družbena odgovornost Izkoriščanje dobaviteljevega znanja May 2007

  15. ….. We now see lead-times far beyond what is reasonable and not at all in line with how “beeeepppp” would like to serve its customers.This problem is to part a planning problem but also a problem of missing matearials. I know all of you are well aware of that the XXXX market currently is very hot. XXXX has suppliers that live up to their commitments and we receive quantities above the forecasts that were presented when plans were made. One of our suppliers this summer had a fire at a plant.….. In order to get more material we are constantly seeking additional quantities for which are more and more frequently charged spot market prices.In addition the key materials show immense increases. ……..These price levels has not been considered in our cost calculations and the prices we charge. It is not possible to continue supply products, for which the purchasing cost is not covered. The situation is complex and needs to be analyzed in detail. We have therefore decided with immediate effect not to accept any new orders and consequently to stop to all entries . This is a drastic and temporary step but is considered necessary ….. . May 2007

More Related