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论文作者:www.51lunwen.org论文属性:论文指导登出时间:2014-05-31编辑:lzm点击率:10179
论文字数:2111论文编号:org201405311729382323语种:英语 English地区:中国价格:免费论文
关键词:澳大利亚金融专业开题报告范文Johnson Electronicsgloomy economy environment
摘要:Johnson Electronics’ SCS department faced extreme volatility in human resource aspect, along with the gloomy economy environment. For whole company’s cost controlling, global sourcing and purchasing come to be the key and critical aspect.
1.Abstract
As the leader in motion subsystems industry, Johnson Electric (shorted as JE in following) was founded in 1959. Its growing history can be easily seen from following series data: in 1970, sales of Johnson Electric reached $1.7 million; in 1980, this number came to be $16 million; sales of 1990 increased to $ 126 million; and in 2000, this number was swelled up to $677 million; in 2012, total sales amounted to $ 2,060 million. Even like this, comparing with the number of 2011, sales of Johnson Electronic decreased 4%. This decreasing cannot stop evaluating Johnson Electric as one rapid expanding company.
2. Background
In Johnson Electronic, Supply Chain Management Department has another name: SCS, which is the combination of Supply Chain Service’s 1st letters. Headquarter of JE's SCS department is located at Shajing, Shenzhen. The main business of SCS covers three aspects: purchasing, quality controlling, shipping and custom. At the end of 2012, Karen, as the General Manager of JE SCS’s Global Sourcing Team quitted the job. Along with Karen’s leaving, three managers also left the office. One disaster after another, since the gloomy of whole world economy and rising cost, so many suppliers ask for price increasing. It can be said that Global Sourcing Team is in turbulent period now. Besides, General Manager and three other managers’ quitting also means there will be a blanking period in the aspect of keeping and maintaining Supplier Relationship, since this has always been in charge of General Manager. For keeping and improving Supplier Relationship, Rob Gillete decided to hold 2013 Global Supplier Conferences. For conferences’ successfully holding and achieving setting objectives, Rob Gillete consulted Win-Win.
Through communicating with Rob Gillete, he wants to identify key and strategic suppliers, ensure a good and smooth transition in the personnel changing period, maintain one stable and good supplier relationship, and control purchasing cost effectively. Toward these requirements, win-win recommended to hold 2013’s Global Supplier Conference.
3. Overall aim and purpose
The overall aim can be described as successfully holding the Global Supplier Conference. For measuring whether the conference is success, there are following specific targets:
※ Before holding the conference, establishing one measuring mechanism to identify strategic suppliers; this mechanism should include three evaluation indexes and be implemented in IT system.
※ Strategic Suppliers Sinorama is one part of this conference. Each sub-team should hold its own Strategic Suppliers Sinorama. Rob and the new General Manager should participate first 5 largest strategic suppliers sinorama (purchasing amount will be the only 1 measuring index over here) and sub-teams of the three managers who left the office.
※ Toward the suppliers asking for price increasing, the acceptable range is 5% of negotiation range and 3% of all suppliers asked price increasing.
※ Clearly stating and explaining the supplying management strategy; Releasing the information that Karen resigned and announced the successors.
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