عوامل تصمیم گیری برای تأمین الکترونیکی تجهیزات صنعتی موثر

For companies to remain cost-competitive in the market, they must reduce the costs of their components and materials by sourcing from least-cost suppliers. One method to achieve this is through open bidding via the Internet using a scheme called “reverse e-auction.” In this article, an in-depth literature review was carried out, followed by interviews with experts in procurement departments. This helped us to understand and evaluate the major concerns of companies that have already adopted an e-procurement system. Findings from our research may offer guidelines and more potential sources that can be utilized in strategic planning for buyers and suppliers, as well as enhancing companies’ e-procurement policies.

The Internet is a powerful tool for enhancing operational effectiveness. As companies strive to use Internet technology to improve their marketing processes, the fast-growing B2B e-procurement segment has became a popular purchasing medium that automates procurement [1], tracks shipment status, and manages payments that can be made in an online environment [2]. Companies such as TSMC, UMC, and Formosa Plastic Group in Taiwan have a long history of using e-procurement as a competitive strategy, which allows the purchasing staff to shift from administering a procurement process to managing tools that automate many steps in the highly intense, manual sourcing process [3]. Since the purchasing is done online, companies may now better utilize automated purchasing processes and negotiation mechanisms for their procurement operations [1]. Online auctions are used not only to reduce the time-to-market product life cycle, but they also allow companies to purchase in volume and negotiate lower prices by comparing vendors’ prices worldwide and eliminating unnecessary procurement costs. Savings average from 5% to 15%, procurement costs benefit by 70%, and cycle time is lowered by 50% [4], [5], [6], [7] and [8]. Since 1999, Motorola has used Ariba's e-procurement software tool to successfully conduct its business with more than 21,500 users representing 309 locations in 19 countries. In another example of e-procurement going mainstream, Nestles, Renault, and Schlumberger have joined e-Marketplace [9] and [10].

Implementing a successful e-procurement strategy involves careful analysis as to how it will affect a company and in which area and products it will obtain financial and intangible benefits. Strong procurement strategies enhance the use of e-procurement when care is taken to adopt a low-error system and when companies clearly understand the purpose for launching such a system. At the end, e-procurement is a process, not an easily learned, inconsequential tool to speed up online negotiation. Companies need to strategically utilize an e-procurement system and assess the actual intrinsic and extrinsic benefits. With good planning, it can produce a win–win result in an e-auction for both buyer and seller. Companies should be convinced of the value of e-procurement, know the exact needs of their clients, and focus on the services they need.