案例库 · 财务与会计 · 财务决策 · 2001–2004
这条还没译成中文，下面是英文原文。
Motorola turned supplier negotiations into an optimised online award.
In a telecom downturn Motorola cut material cost by making sourcing an optimisation problem, negotiating $16 billion online and saving over $600 million.
Motorola · Emptoris
那一手
As the telecom market collapsed in the early 2000s, Motorola had to cut the cost of direct and indirect materials dramatically. Its procurement was spread across sectors, so negotiations were loosely coordinated and hard to compare.
It adopted Emptoris's platform, combining reverse auctions, online negotiation and scenario-based optimisation. Sourcing teams model the total cost of ownership of each bid, constrained by qualification, supplier count and capacity, and choose the optimal award strategy per scenario.
By April 2004 Motorola had negotiated more than $16 billion of purchases online and saved more than $600 million, about $200 million of it from the optimisation and collaboration capability. The change moved buying from sector-by-sector haggling to genuinely global, joint negotiation.
为什么管用
- Awarding thousands of line items together lets you balance price, risk and capacity rather than go cheapest each time.
- Scenario-based models test how different policies change the total cost of ownership.
- Joint online negotiation across sectors consolidates volume and removes duplicate effort.
- Qualification and capacity constraints keep the winning mix deliverable, not just cheap.
可以搬走什么
When many suppliers and many line items interact, treat the award as one optimisation rather than a set of separate negotiations, so the aggregate mix is optimal.
后来呢
The work won the 2004 Edelman Award and put supplier-negotiation optimisation on the map, helping make Emptoris a leading spend-optimisation vendor. The portfolio-aware award approach became standard in strategic sourcing, where the sourcing mix is judged as a whole rather than as one auction.
资料来源
- Reinventing the Supplier Negotiation Process at Motorola (Interfaces 35(1), pp. 7–23)
- Reinventing the Supplier Negotiation Process at Motorola
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