为价格而战.doc
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1、A new kind of professional purchaser bent on getting rock-bottom costs threatens suppliers of basic materials. But these companies can save themselves by taking up the purchasers?weapons T There is a killer on the loose near the start of the value chain. Suppliers of basic materials1 have seen tough
2、 times as their own suppliers consolidated and customers squeezed their margins. Now some of those customers are using a kind of sophisticated professional purchaser, known as a sourcer, who threatens to rub out the meager margins that remain. Armed with a detailed knowledge of the suppliers?economi
3、cs, the sourcer spurns the traditional approach of building close relationships in favor of extracting the most value at the lowest possible cost. Some suppliers may not survive the assault. Indeed, this mismatch can destroy value quickly. One global producer of specialty lubricants recently acquire
4、d several service businesses in an effort to distinguish itself from competitors. The initial strategy was sound. But then sourcers demanded that the supplier bundle its new services with the lubricants at no extra charge. To preserve sales volumes, the supplier acquiesced. In the end, what had star
5、ted as a sensible effort to combine a chemical business that had a 5 percent return on sales with service businesses that had a 15 percent ROS gave the company an overall ROS of less than 5 percent. Some suppliers have suffered so much from the sourcers?attacks that countering them, rather than pass
6、ively watching margins erode further, must now be a strategic priority. A first step is for suppliers to understand how sourcers have shifted the odds against them. The second is to use that understanding by fighting back through internal improvements and by taking advantage of the mentality of the
7、sourcers to create value for both them and the suppliers. And suppliers must take a much tougher negotiating stand 梚 f necessary, reducing their services to customers or even abandoning customers, however long-standing, that have become too expensive to serve. SMARTSMART STUFFSTUFF Professional sour
8、cers first appeared about ten years ago. Initially, they targeted retailers and distributors; later they moved up the value chain to include suppliers of basic materials. Instead of looking for suppliers that offer the lowest unit price for products, sourcers concentrate on reducing their companies?
9、total cost of owning the products in question. The total cost of ownership (TCO) includes all expenses incurred in getting and using products 梟 ot only invoice prices, but also costs such as delivery, storage, and the disposal of packaging materials and by-products. Sourcers start by using their vol
10、ume to squeeze as much value out of a supplier as possible. This approach isn 抰 new, but they win additional value by shifting costs and risks to suppliers. Sourcers don 抰 care about the effect this line of attack might have on relationships: the goal is to grab value. Knowledge is the second import
11、ant weapon of the sourcers, who understand their own economics and the total cost of using products or services and, no less important, the economics and offerings of their key suppliers 梠 ften better than the suppliers do. Why? Because sourcers systematically aggregate all of the available informat
12、ion from their own organizations, other suppliers, trade magazines, other customers (legally, through consortiums), industry experts, and the like. Meanwhile, the information that suppliers have about themselves lies in various functions and IT systems and usually hasn 抰 been pulled together. Source
13、rs therefore have intimate knowledge of the economic impact of their options (for example, the cost of switching suppliers), so they can generally decide on their sourcing strategies and pinpoint acceptable trade- offs before they even start discussions with suppliers. Sourcers, for example, typical
14、ly shift costs such as freight, storage, and financing to sellers by having sales contracts specify delivered rather than plant-departure prices, thereby excluding the cost and risk of getting goods from the supplier 抯 to the user 抯 plant. Another tactic is to shift risk to the supplier by using fix
15、ed-price contracts,2 which force it to absorb unexpected price hikes for raw materials. Since the mid-1990s, pulp and paper manufacturers, for example, have demanded fixed prices for hydrogen peroxide on contracts with terms of up to a year. Because of this price cap, many hydrogen peroxide makers p
16、osted returns well below their cost of capital in 2001, when a sharp rise in natural-gas prices pushed up their costs. In theory, suppliers benefit from fixed-price contracts if raw-materials prices fall. In reality, when that happens, suppliers bent on preserving relationships with their customers
17、often let sourcers, who watch upstream prices carefully for such opportunities, cut prices by renegotiating contracts prematurely. Costs in most basic-materials industries are rising because consolidation among their own suppliers has pushed up the price of raw materials and because a drive for high
18、-tech, efficient production has forced them to make large capital investments. Meanwhile, strong competition and the commoditization of formerly differentiated products are holding down the price of the basic materials these companies sell. The supplier 抯 sales force is an easy target for profession
19、al sourcers, since in basic-materials industries most incentive plans for sales reps are based on volume, which predisposes them to accept the sourcers?demands. When margins are thin, sales reps often try to build sales volumes by offering buyers the lowest list price and even giving away services,
20、particularly to large customers. Managers encourage this volume mentality by pressing for greater market share at almost any cost. And these industries as a whole emphasize the importance of retaining customers, thereby prompting sales reps to avoid measures that could jeopardize relationships with
21、them. THETHE SOURCERS?APPRENTICESOURCERS?APPRENTICE Most companies in basic-materials industries already feel pressure from sourcers. Many such companies have so far followed a strategy of stealth defense; that is, they hope to stay off the sourcers?radar screens by keeping a low profile. But source
22、rs are systematically moving up the value chain and will eventually confront almost all companies. When that happens, suppliers must be able to avoid surrendering value on any terms the sourcers choose. The key to success is to understand the sourcers?approach, which focuses on total value rather th
23、an lowest price, and to prepare the organization for a new kind of selling. In this way, a supplier can restore the balance of power with its buyers and give them greater value while not threatening its own viability. For most basic-materials suppliers, two measures should go a long way toward rebal
24、ancing the scales: countering the knowledge of the sourcers by understanding the economics of the companies they work for and retraining the supplier 抯 entire organization to sell not just volume but also more value (Exhibit 1). The amount of emphasis a supplier places on each option should depend l
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