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惠而浦中国的采购战略
惠而浦的亚洲国际采购部位于上海。 2011年4月10日，国际采购部主任詹卢卡通过同事得知，公司将在短短六个月内推出一款新的冰箱。作为最大的家电生产商之一，伴随全球目前对能源节约的关注，惠而浦中国计划推出一款新型节能冰箱。詹卢卡很快发现，公司计划在如此短时间内推出一款新型节能冰箱是个极大挑战。在当前全球倡导节能的趋势下，消费者对新节能产品的需求将增强，这必然会涉及新技术。新旧款冰箱的区别是电机，旧款使用的低成本交流电机，需要用高能效的直流电机取代。詹卢卡需要在不到六个月的时间内找到一个合适的直流电机供应商。他是从公司当前的供应商中寻求可能性还是迅速与现有的直流电机供应商接触？
长度：8页
关键词：合适的供应商、IPO、全球采购、供应商质量、采购战略、供应商选择准则、中国
适用课程：运营管理
适用对象：硕士生，MBA
Strategic Sourcing at Whirlpool China: Finding the Ideal Supplier
Martin Lockstrom, Thomas E. Callarman, Shengrong (Linda) Zhang
Product Number:9B12DC12 Publication Date:05/30/2014 Revised Date:06/19/2012 Length:8 pages
It was April 10,2011, when the head of Whirlpool’s Asia International Procurement Office in Shanghai was informed by his colleagues that the company was about to launch anew energy-efficient refrigerator model in just six months. For the new refrigerator model, the basic difference was in the motor; the current AC motor would need to be replaced with a DC motor, which was more efficient but also more expensive. He would have to find a suitable supplier of DC motors in avery short time. Delayed sourcing of components would cause delays in the production of a new refrigerator and result in a later launch of new products.Within the home-appliance industry, the fierce level of competition meant that any delays in launching new products would result in a loss of sales. How should Whirlpool go about the process of finding a suitable supplier for there quired DC motor parts? Should the company explore the possibility of developing its current supplier, or should it quickly engage an existing supplier of DC motors?
Learning Objective:This case is written for a graduate or MBA course in purchasing and/or supply management, especially one related to setting up or designing a new supplychain. The case gives students a chance to develop their analytical and decision-making skills on a complex strategic sourcing decision. This case should motivate students to think about the important dimensions of strategic sourcing in orde rto identify, evaluate, and select an optimal supplier. Overall, the case involves the following issues:
Strategic sourcing: searching, evaluating, and selecting suppliers.
Single sourcing versus multiple sourcing: pros and cons.
Technology sourcing versus raw material sourcing.
Supply risk management: hedging and alternative suppliers, mitigating supply chain disruptions.
Supplier evaluation and supply-balanced score cards, key performance indicators (KPIs),supplier Performance measurement.
Supplie rperformance improvement and development.
Supplier quality management: total quality management (TQM), supplier certification (ISO9001 and TS16949).
Issues:Suitable Supplier, IPO,Global Sourcing, Supplier Quality, Strategic Sourcing, Supplier Selection Criteria, China
Disciplines: OperationsManagement
Industries: OtherServices
Setting: China,2011
Intended Audience:MBA/Postgraduate
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