Sourcing与Buyer，Purchasing和Procurement，你分得清楚吗？
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<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;"><strong style="color: blue;">导语：相对而言，Sourcing的过程可能很短，<span style="color: black;">亦</span>可能很长，但确是“一次性<span style="color: black;">行径</span>”，一旦选定合适的供应商并把<span style="color: black;">她们</span>带上正规，Sourcing的任务就基本完成。当然Sourcing的过程可能很长。<span style="color: black;">而后</span>是Purchasing去执行<span style="color: black;">平常</span>订单管理。当然<span style="color: black;">倘若</span>Sourcing选定的供应商有表现问题，例如质量、交货、价格等，<span style="color: black;">那样</span>Sourcing有可能再度涉入，寻找新的供应商。当然这种区分有点理论化。在<span style="color: black;">非常多</span><span style="color: black;">机构</span>，Sourcing和Purchasing<span style="color: black;">是由于</span>同一组人员完成。但<span style="color: black;">针对</span>建制完全的大<span style="color: black;">机构</span>，总体趋势是把Sourcing从Purchasing分离出来。</strong></p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;"><strong style="color: blue;"> 定义上的区别 </strong></p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">与采购<span style="color: black;">相关</span>的词有：Buyer，Purchasing，Procurement和Sourcing。我把它们分别译为：买；采购；获取（或资源获取）；寻源与货源组织。从<span style="color: black;">她们</span><span style="color: black;">显现</span>的<span style="color: black;">次序</span>上<span style="color: black;">亦</span><span style="color: black;">能够</span>看出它们虽然<span style="color: black;">最后</span>都完<span style="color: black;">成为了</span>采购的业务，但含义和执行工程是<span style="color: black;">区别</span>的：</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">1、Buyer只是简单的买，完<span style="color: black;">成为了</span>“买”的动作和买入了某样物资或服务，侧重于下单，并跟踪订单；</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">2、Purchasing则有采购的意思，即先要采，<span style="color: black;">而后</span>再买进；</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">3、Procurement是实现了资源获取，有整合与更好的<span style="color: black;">得到</span>资源的意思；</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">4、Sourcing<span style="color: black;">通常</span>是制造型企业用的，<span style="color: black;">需求</span>有很强的理工知识和<span style="color: black;">商场</span>感觉，是要去在<span style="color: black;">全世界</span>范围内找到最好的资源、<span style="color: black;">而后</span>将找到的货源和资源组合在<span style="color: black;">一块</span>来更好地加以利用，侧重于物料和供应商的<span style="color: black;">研发</span>，<span style="color: black;">研发</span>完成后交给buyer下单跟踪。它们的演变是随着采购业务<span style="color: black;">持续</span>发展的需求而<span style="color: black;">显现</span>和扩展而来的。</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;"><strong style="color: blue;"> 职能上的区别和<span style="color: black;">详细</span>分工 </strong></p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">Sourcing与Purchasing 翻译成中文， Sourcing，Purchasing和buyer都是采购的意思，但<span style="color: black;">实质</span>上<span style="color: black;">她们</span>的职能是大不相同。Sourcing是<span style="color: black;">按照</span>客户的需求，寻找，<span style="color: black;">发掘</span>，<span style="color: black;">评定</span>，审核，发展合格的供应商，有的叫procurement，意思是<span style="color: black;">发掘</span>采购。<span style="color: black;">通常</span>对应中文是供应商<span style="color: black;">研发</span>或发展多。<span style="color: black;">同期</span><span style="color: black;">亦</span><span style="color: black;">包含</span>新BOM（Bill of Material）报价和谈价的工作。侧重于技术层面，是去寻找和确定符合资质的新供应商或新<span style="color: black;">制品</span>的供应商。偏重于对整体项目的分析。<span style="color: black;">例如</span>你<span style="color: black;">必须</span>采购<span style="color: black;">制品</span>A，你要对A 进行<span style="color: black;">危害</span>分析，<span style="color: black;">例如</span>这个项目<span style="color: black;">是不是</span>适合中国的市场，他的技术参数<span style="color: black;">是不是</span>是大部分供应商能达到；近期的原油价格会不会涨价，<span style="color: black;">导致</span>运费<span style="color: black;">增多</span>，<span style="color: black;">或</span>塑料涨价格，你做这个项目有多少saving ；<span style="color: black;">倘若</span>有些<span style="color: black;">情况</span>你<span style="color: black;">起始</span>就预料到的并<span style="color: black;">有害</span>于<span style="color: black;">这般</span>项目，你有权将项目停掉，<span style="color: black;">以避免</span>浪费人力物力，Sourcing 的这个工作和职位,对潜在<span style="color: black;">危害</span>的预测是有比较高的<span style="color: black;">需求</span>，<span style="color: black;">同期</span>他还可能负责初期的供应商寻找和筛选。</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">Purchasing是<span style="color: black;">按照</span>sourcing的合格供应商名录，结合生产和<span style="color: black;">营销</span>需求，在合适的时间采购合适的数量的<span style="color: black;">制品</span>。对应中文叫采购的多。是sourcing engineer分析了<span style="color: black;">全部</span>项目<span style="color: black;">危害</span>后决定<span style="color: black;">起始</span>做这个项目后，Purchaser 是项目的执行者，<span style="color: black;">便是</span>去像供应商进行谈价格比价格，确定<span style="color: black;">详细</span>供应商，跟单确认交货期，和工厂协调，邮寄样品，Purchaser 是事物的<span style="color: black;">详细</span>执行者， 你拿到的这些Potential suppliers list 时，供应商的<span style="color: black;">状况</span>要<span style="color: black;">即时</span>和Sourcing engineer 交流。他比较权威，基本上凭借他的经验是一眼<span style="color: black;">能够</span>看出在这个行业中<span style="color: black;">那些</span>供应商<span style="color: black;">特别有</span>能力，<span style="color: black;">那些</span>不太好。<span style="color: black;">因此</span>说，Sourcing 是比较高级的，他把握了一个项目的整体方向；Purchase 是在正确方向的<span style="color: black;">状况</span>下做一个项目的实施者，<span style="color: black;">重点</span>执行<span style="color: black;">详细</span>的<span style="color: black;">平常</span>采购任务。相<span style="color: black;">针对</span>Sourcing，Purchasing更侧重于订单处理（PO Transaction），即询价、下订单、跟踪订单、催单、收货、付款等。<span style="color: black;">此刻</span><span style="color: black;">由于</span><span style="color: black;">海量</span>的<span style="color: black;">运用</span>ERP等IT资源，许多大<span style="color: black;">机构</span>的从事 Purchasing的buyer<span style="color: black;">同期</span><span style="color: black;">亦</span>是Planner，即计划人员<span style="color: black;">同期</span><span style="color: black;">亦</span>是采购人员，<span style="color: black;">她们</span>会<span style="color: black;">按照</span>系统的相应信息来发行订单。有<span style="color: black;">有些</span>日资企业<span style="color: black;">由于</span>分工相当细，Planner不会发行订单与供应商联系，还<span style="color: black;">是由于</span>BUYER在做订单工作。</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">相对而言，Sourcing的过程可能很短，<span style="color: black;">亦</span>可能很长，但确是“一次性<span style="color: black;">行径</span>”，一旦选定合适的供应商并把<span style="color: black;">她们</span>带上正规，Sourcing的任务就基本完成。当然Sourcing的过程可能很长。<span style="color: black;">而后</span>是Purchasing去执行<span style="color: black;">平常</span>订单管理。当然<span style="color: black;">倘若</span>Sourcing选定的供应商有表现问题，例如质量、交货、价格等，<span style="color: black;">那样</span>Sourcing有可能再度涉入，寻找新的供应商。当然这种区分有点理论化。在<span style="color: black;">非常多</span><span style="color: black;">机构</span>，Sourcing和Purchasing<span style="color: black;">是由于</span>同一组人员完成。但<span style="color: black;">针对</span>建制完全的大<span style="color: black;">机构</span>，总体趋势是把Sourcing从Purchasing分离出来。</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">从上面的分工不难看出，Sourcing相对更战略<span style="color: black;">有些</span>，有可<span style="color: black;">连续</span>性，需<span style="color: black;">长时间</span>规划；而Purchasing更侧重于<span style="color: black;">平常</span>工作。<span style="color: black;">能够</span>是单独一次商务购买<span style="color: black;">行径</span>。在<span style="color: black;">实质</span>工作中，Sourcing与<span style="color: black;">制品</span>部、工程技术人员等交流较多，而Purchasing则<span style="color: black;">重点</span>是支持生产部、客户服务部（例如备件、配件）。Sourcing team<span style="color: black;">通常</span>由Sourcing Manager加采购/供应商工程师<span style="color: black;">形成</span>；而Purchasing则由Purchasing Manager加采购员、催货员、检验员等<span style="color: black;">构成</span>。</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">就现<span style="color: black;">周期</span>的大趋势来看，采购<span style="color: black;">分部</span>的职能<span style="color: black;">逐步</span>从Purchasing向Sourcing过渡，<span style="color: black;">便是</span>采购的<span style="color: black;">功效</span>和在<span style="color: black;">机构</span>的地位<span style="color: black;">持续</span><span style="color: black;">提高</span>的过程。采购<span style="color: black;">分部</span><span style="color: black;">亦</span>从原来的订单处理<span style="color: black;">更加多</span>参与到战略决策过程，例如决定<span style="color: black;">机构</span>自己制造还是采购（Make or Buy）、<span style="color: black;">选取</span>合适的战略性合作供应商、很大程度上决定<span style="color: black;">制品</span>的<span style="color: black;">最后</span>价格（<span style="color: black;">由于</span>采购部分占的分量越来越大）。当然，对个人而言，<span style="color: black;">倘若</span>想向Sourcing方面发展的话，Purchasing的功底还是<span style="color: black;">特别有</span>好处。<span style="color: black;">由于</span><span style="color: black;">哪些</span><span style="color: black;">平常</span>工作<span style="color: black;">亦</span>挺能<span style="color: black;">熬炼</span>人的基本功。</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">采购工作最核心的权力有三个：supplier selection（供应商样品认证）, allocation（采购量分配）和cost down（成本降低）。看一个采购的重要性和工作含金量，<span style="color: black;">咱们</span>就看他<span style="color: black;">能够</span><span style="color: black;">掌控</span>住三个权力中的<span style="color: black;">那些</span>部分。Sourcing肯定<span style="color: black;">能够</span><span style="color: black;">把握</span>supplier selection，负责供应商出样，完成样品认证，在系统中<span style="color: black;">创立</span>合格供应商的代码。</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">Buyer <span style="color: black;">便是</span>买手、代理之类的，<span style="color: black;">通常</span>更贴近Purchasing，但服装业，或奢侈品行业的sourcing叫buyer或merchandiser的多，但对应中文是买手，而不单是采购。</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;"><strong style="color: blue;"> Sourcing工作职责：</strong></p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">(1)供应商<span style="color: black;">研发</span>(<span style="color: black;">或</span>参与<span style="color: black;">制品</span>开发，具备专业能力）</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">(2)核定采购订单分配比率 </p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">(3)主导新供货商的评鉴</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">(4)主导合格供货商绩效<span style="color: black;">评定</span>与管理</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">(5)竞标、议价、合约<span style="color: black;">签定</span>与管理</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">(6)采购单价/标准单价<span style="color: black;">创立</span>与<span style="color: black;">守护</span>厂商报价单(<span style="color: black;">包含</span>单价、材料Lead Time、最小订购量、单位包装)之制订与发行单价记录单(Cost Pattern)之发行与归档</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">(7)采购单价及付款<span style="color: black;">要求</span>变动时之系统<span style="color: black;">即时</span><span style="color: black;">守护</span></p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">(8)<span style="color: black;">反常</span>付款确认与会签 </p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">(9)<span style="color: black;">帮助</span>工厂必要之材料(或材损)<span style="color: black;">情况</span>处理</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">(10)总<span style="color: black;">机构</span>采购<span style="color: black;">研发</span>员<span style="color: black;">帮助</span>开立L/C作业</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">(11)e-Supply 导入之前期作业, 并依循供货商管理办法 </p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;"><strong style="color: blue;"> Buyer工作职责：</strong></p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">(1)P/R作业：材料请购书制作</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">(2)P/O作业：采购订单制作、发行、归档</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">(3)材料交期确认、<span style="color: black;">掌控</span>与跟催</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">(4)参与新供货商评鉴及合格供货商绩效<span style="color: black;">评定</span>及回馈供货商<span style="color: black;">平常</span>现。</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">(5)材料入库、退库处理</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">(6)MDR跟踪与归档。</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">(7)月结对帐、Invoice传递及付款申请单</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">8)材损过高时之供货商扣款</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">(9)执行与导入e-Supply, 并依循供货商管理办法</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;"><strong style="color: blue;"> <span style="color: black;">区别</span>行业的<span style="color: black;">区别</span>定位 </strong></p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">在大多数体制不完全的<span style="color: black;">机构</span>里，Sourcing和Purchasing<span style="color: black;">是由于</span>同一组人员完成。但<span style="color: black;">针对</span>建制完全的大<span style="color: black;">机构</span>，<span style="color: black;">或</span>是将Sourcing从Purchasing分离出来、<span style="color: black;">作为</span>两个独立的<span style="color: black;">分部</span>，<span style="color: black;">或</span>是并在<span style="color: black;">一块</span>、<span style="color: black;">作为</span>Commodity经理的<span style="color: black;">统一</span>管理范围。<span style="color: black;">通常</span>这两个职能不会并在同一<span style="color: black;">分部</span>。<span style="color: black;">倘若</span>是规模很大的<span style="color: black;">机构</span>或一个<span style="color: black;">机构</span>很高层的级别上。应该并在<span style="color: black;">一块</span>,<span style="color: black;">作为</span>Commodity经理的<span style="color: black;">统一</span>管理范围。但<span style="color: black;">倘若</span>是不太大的<span style="color: black;">机构</span>或级别不高的<span style="color: black;">地区</span>，<span style="color: black;">通常</span><span style="color: black;">亦</span><span style="color: black;">无</span>Commodity经理，Sourcing会被放到技术<span style="color: black;">分部</span>去。</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;"><span style="color: black;">区别</span><span style="color: black;">机构</span>，对这些职位的定义可能<span style="color: black;">区别</span>。有的<span style="color: black;">机构</span>Commodity Manager可能负责的是一类<span style="color: black;">制品</span>的采购战略，例如大的供应商<span style="color: black;">选取</span>方向，<span style="color: black;">签定</span>合同，供应商总体绩效等。Purchasing Manager负责<span style="color: black;">平常</span>订单<span style="color: black;">相关</span>的任务，管理Buyer或Procurement Agent。还有一个Materials Manager，该职位的职责从字眼上看更广泛，负责与材料<span style="color: black;">相关</span>的所有任务，例如规划（要买多少，什么时候买）、采购（围绕订单）、库存管理、仓储、物流等。</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;"><span style="color: black;">机构</span>小了，Commodity Manager、Purchasing Manager、Materials Manager很可能<span style="color: black;">便是</span>一个人。在有些<span style="color: black;">机构</span>、行业，这些职位之间的界限有时挺模糊。有些<span style="color: black;">机构</span>，sourcing<span style="color: black;">不可</span><span style="color: black;">把握</span>allocation（采购量分配）和cost down（成本降低），这个时候，sourcing的地位就非常尴尬，工作很<span style="color: black;">欠好</span>展开，最后很容易变成<span style="color: black;">她们</span><span style="color: black;">便是</span>到处求人打样，而供应商爱理<span style="color: black;">不睬</span>，<span style="color: black;">由于</span>打样要耗费供应商成本，<span style="color: black;">然则</span>后来有不有订单下来，成交价格是多少，sourcing又<span style="color: black;">不可</span><span style="color: black;">掌控</span>，<span style="color: black;">此时</span>，做purchasing的buyer就非常关键，<span style="color: black;">实质</span><span style="color: black;">功效</span>就大于sourcing。</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;"><span style="color: black;">倘若</span>三个权力都集中在sourcing那里，buyer就等于被架空、无事可做，sourcing工作的好坏将会很大程度上影响采购<span style="color: black;">分部</span>的绩效。可是，<span style="color: black;">非常多</span><span style="color: black;">机构</span>并<span style="color: black;">无</span>把这三项权力集中到采购部，而是被<span style="color: black;">机构</span>更高层的领导所<span style="color: black;">掌控</span>。<span style="color: black;">此时</span>，采购部的重要性就大大削弱，<span style="color: black;">乃至</span>退居次席，在<span style="color: black;">选取</span>供应商和谈价格时，都是走过场，停留在表面。至于企业<span style="color: black;">是不是</span>以最好的价格买到物料，采购部<span style="color: black;">基本</span>就回答不了。我看过<span style="color: black;">有些</span>大<span style="color: black;">机构</span>的采购记录，<span style="color: black;">她们</span>虽然采用最先进的系统和管理手段，<span style="color: black;">然则</span><span style="color: black;">她们</span>的采购价格并<span style="color: black;">欠好</span>，有些时候非常糟糕，<span style="color: black;">原由</span><span style="color: black;">便是</span>采购和供应管理中，形式大于实质，采购部<span style="color: black;">无</span>被赋予足够的权力，<span style="color: black;">无</span>得到足够的支持，开展工作中有太多的掣肘。</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">purchasing<span style="color: black;">每一个</span><span style="color: black;">机构</span>可能不<span style="color: black;">同样</span>。sourcing的关键是你<span style="color: black;">是不是</span>有决定<span style="color: black;">运用</span>哪个供应商的权利。有些<span style="color: black;">机构</span>的架构是<span style="color: black;">这般</span>：</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">1、regional purchasing manager-<span style="color: black;">她们</span>制定相应<span style="color: black;">制品</span>的regional strategy, 决定<span style="color: black;">运用</span><span style="color: black;">哪些</span>供应商</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">2、plant purchasing manager-他们协调SCM（Supply Chain Management）和regional purchasing manager 的关系，<span style="color: black;">同期</span>负责小料的采购</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;"><strong style="color: blue;"> regional purchasing manager的职责：</strong></p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">1、Spending analysis</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">2、Regular price negotiation</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">3、Regional strategy setup</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">4、Saving project initiate</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">5、Price development control</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;">6、Coordinate global-regional strategy</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;"><span style="color: black;">因此</span>说实权在regional purchasing，<span style="color: black;">实质</span>上<span style="color: black;">便是</span><span style="color: black;">咱们</span>说的sourcing。最基本的一条规则是：谈价格、决定供应商的人绝对<span style="color: black;">不可</span>下单，下单的人绝对<span style="color: black;">不可</span>谈价格。避免道德<span style="color: black;">危害</span>。</p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;"><span style="color: black;">源自</span>：飞灵汽车网</p>
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