Taiwan International Procurement Office ( IPO ) in an Age of Globalization - A Study on Major US Specialty Retail IPO in Taiwan

• Main Authors: Wang，Daniel C., 王治中
• Other Authors: Weng，Yungho
• Format: Others
• Language: zh-TW
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/17451650748902609813

碩士 === 國立政治大學 === 國際經營管理碩士班 === 95 === Globalization, procurement automation, outsourcing, and supply market instability have simultaneously elevated the procurement discipline and increased supply management challenges. Procurement executives recognize that responding to these challenges will require them to upskill their teams, adopt new sourcing, compliance, and supply management strategies, and improve systems infrastructures to drive continuous improvements in supply costs and performance and demonstrate strategic value to the enterprise. However, moving from tactical or transactional sourcing operation to a more strategic view often starts with combining buys across divisions and consolidating suppliers can enable better negotiating leverage. Globalization is driving this interest in strategic sourcing operation and analytics because it has vastly multiplied the complexity of supplier relationships. IPOs ( International Procurement Office ) are "dancing with a lot of partners," says Dr. John Vande Vate, executive director of the Executive Masters in International Logistics program at Georgia Tech University. These partners include the contract manufacturers themselves, their suppliers, and third-party logistics providers. This operation complexity has sourcing managers looking beyond lowering costs to assuring supply. That requires buying organizations to shift methodology. They need to use technology not to beat suppliers up on price, but to get more flexibility. Expect the trend in global sourcing to increase. Driving the trend are cost advantages, best-market capabilities, and shared risk. Leading procurement practices include: * A strong procurement infrastructure that enables strategic supply initiatives. * Rationalization of the global and regional supplier base, including supplier-managed inventory and replenishment. * Electronic sourcing to manage requests for information, quotations, and requests for proposal and supplier awards. * Electronic procurement order processing for non-strategic goods and services. * Daily performance monitoring and supplier scorecards. The case company in this essay, RadioShack Corporation, is executing its Strategic Growth Plan aimed at reinvigorating the retail experience and leveraging the company's sourcing expertise. This research is aimed to discuss how an IPO ( or Global Sourcing ) in Taiwan can lead the way to comply and complement company’s Strategic Growth Plan; how to renew RadioShack Global Sourcing’s vision and strategic focus; how to add value to the products by entering product life cycle at early stage; how to enhance RadioShack brand through third party channels; and how to transform current transaction buying organization to Strategic Sourcing Function Team.