当前位置：文档库 › 采购 Purchasing.doc 修改

采购 Purchasing.doc 修改

Contents

1. Introduction----------------------------------------------------------------------------------2-3

2. Centralized vs Decentralized--------------------------------------------------------------3-6

3. Single vs Multi-sourcing-------------------------------------------------------------------6-8

4. Purchasing System------------------------------------------------------------------------8-10

5. Performance Measurement of Purchasing and benchmarking---------------------10-12 5.1 Price / Cost ---------------------------------------------------------------------------10 5.2 Timeliness / Delivery----------------------------------------------------------------11

5.3 Quality / Product --------------------------------------------------------------------11

6. Vendor Evaluation-----------------------------------------------------------------------12-14

7. Contribution of Purchasing-------------------------------------------------------------15-16

8. IT and purchasing -----------------------------------------------------------------------16-18

9. Outsourcing Decision (make or buy decision)---------------------------------------18-19

10. Capital Equipment Purchase----------------------------------------------------------19-20

11. Conclusion----------------------------------------------------------------------------------20 References---------------------------------------------------------------------------------------20

1. Introduction

There is one simple question needed to be addressed: why do we need purchasing? From historical point of view, a continual development of specialization, industrialization, and international division of labor enhances interdependence among many companies. Since certain companies will be good at making or providing certain things/services, and most companies will not make everything by themselves, then there is a need to source certain commodities or services from each other. This gives a necessity to purchase those goods or services from each other.

Purchasing refers to a business or organization attempting to acquire goods or services to accomplish the goals of the enterprise. The purchasing department is responsible for obtaining by purchase, lease or other legal means, the equipment, materials supplies and services required for use in production. Though there are several organizations that attempt to set standards in the purchasing process, processes can vary greatly between organizations. According to Lysons and Gillingham (2003)1, purchasing is to obtain materials of the right quality in the right quantity from the right source, delivered to the right place at the right price.

The term ‘right’ is situational: each organization will define ‘right’ differently. The specified ‘rights’ must be consistent with c orporate goals and objectives from which functional goals and objectives are derived. For example, IKEA has emphasized a lot on sustainable development and corporate governance, therefore it has sourced its raw materials such as timbers from some suppliers who would promise to replant back the tree saplings.

In this assignment, regarding the objectives of the purchasing function, appropriate structures to manage the purchasing function in Dong Yuan will be discussed. Purchasing system and related performance measurement and benchmarking systems will be recommended as well. At the same time, the objectives of Dong Yuan’s purchasing system and its contribution to the organization will be critically evaluated.

Various ways in which IT can be utilized to enhance the efficiency of supply chain management will be analyzed.

Regarding how to evaluate and select suppliers for Dong Yuan, strategies used by Dong Yuan to develop and maintain effective supplier relationships will be examined. After the examination, suitable strategies with regard to relationships with suppliers will be proposed. At the same time, effective systems for vendor appraisal will be devised. Regarding Dong Yuan’s decision of whether maintaining Oracle system in-house or out source, appropriate recommendations will be given. Last but not least, techniques for the purchase of capital goods will be identified and assessed.

2. Centralized vs Decentralized

2.1 Centralized vs Decentralized

There are two types of purchasing structure for majority of companies. One is centralized purchasing, the other one is decentralized purchasing.

Centralized purchasing takes place at one department such as purchasing department. For example, if there is a homogeneous item required at every plant, it would be better to centralize the purchasing. The advantage could be:

(a)economic of scale since there could be ordering in bulk and to get a discount for it.

(b) avoidance of price anomalies since there could be a long term contract to fix the price in certain range.

(d) better standards, procedures and specifications since the purchasing department would come out with one unified standard operation procedures for all the divisions.

Dong Yuan has adopted the centralized purchasing system. It has a centralized department to do all the purchasing for its various divisions inside and outside of China. The purchasing department is responsible for all the purchase of spunbond fabrics for its divisions to manufacture medical mask, disposable underwear, and head covering, product packaging, and other innovative uses. With specific requirement for different divisions, the purchasing department will purchase the fabrics with certain quality and delivery time.

Decentralized purchasing takes place individually at various local plants. For example, conglomerate with different business unit producing dissimilar products would practice decentralized purchasing structure. The advantages of decentralized purchasing could be:

(a)the local business unit would be in a better position to source the supply since it has a better knowledge of local suppliers.

(b) the local business unit would respond more quickly to emergency requirements.

Dong Yuan does not practice decentralized purchasing. It has economics of scale to purchase the fabrics in large quantities since it has more or less standard requirement for its various divisions around China. Maybe Dong Yuan can practice decentralized purchasing for its new expansion in Indonesia since the local business unit would respond more quickly to emergency requirements. For example, Dong Yuan can let its Indonesia subsidiary to handle its own purchasing since it could have better liaison and tighter control by local TOP management, with local buyer reporting directly to them. There is a continuous debate on which structure is better than the other. However, all the purchasing structures should serve the fundamental objectives of the company. The form of the purchasing structure should depend on the specific context of the company.

2.2 Purchasing structure for Dong Yuan Corp

Dong Yuan Corp is an establish China based manufacturing company which has got three regular suppliers (Tung Shen, Sing Hsia and Pu Rang) among others in China. They strictly maintain the steady material and services to all of their retail stores wherever the locations are and locations will be.

This issue will lead us to discuss about the purchasing structure for Dong Yuan Corp. Since Dong Yuan has chosen three main regular suppliers to supply material to all their stores, it is a centralized purchasing structure as shown in the following diagram.

There are several advantages in centralized purchasing structure. Firstly, it has an economy of scale. It gives Dong Yuan an advantage to negotiate with suppliers with better terms such as longer time for due payment and cheaper price. Secondly, Dong Yuan can avoid price anomalies and materials supply shortages, since it can negotiate with its regular suppliers with longer term contracts. Thirdly, Dong Yuan can have a better stock management and material utilization. Dong Yuan can centralize the stock management since it can track all the stock movement more accurately with centralized purchasing system. Lastly, Dong Yuan can standardize the procedures, forms, standards and specifications easily. With those standardized system, it could lead to staff efficiency and high productivities.

Dong Yuan local management

Corporate Staff

Medical Mask Division Corporate

Purchasing Underwear Division Packaging Division

For example, Tung Shen Co has signed a supplier agreement to provided spunbond fabrics with the lowest price and good quality. But the delivery performance is poor. The range price is RMB 10 – RMB 15 per kg with min order 1000kg, payment cash due 12 days.

Sing Hsia Co provides local and overseas material delivery with medium price for the material with less quality. The range price is RMB 11- RMB 18 for local price. The FOB price: US $1,6 – US $3.2 per kg with min order 1000kg, payment cash due 21 days. (RMB1=US $7,32)

Pu Rang Co provides good quality, medium material price, and excellent in delivery performance, but only local deliver available. The range price is RMB 11 – RMB 19 per kg with min order 1000kg, cash in 12 days.

With those various suppliers, the purchasing department can deal with them centrally and more efficiently. It is also convenient for suppliers to communicate with Dong Yuan since there is one specific department dedicated to the purchasing matters.

3. Single vs Multi-sourcing

When purchasing from suppliers, there are two ways of sourcing.

One is from single supplier, the other one is to get the supplies from various suppliers. For single sourcing, there are several advantages:

(a) Ordering in bulk. This could result in better price since there are higher volumes and the buyer could have a more influential clout. For example, Tung Shen Co provided spunbond fabrics with the lowest price and good quality. But the delivery performance is poor. The range price is RMB 10 – RMB 15 per kg with min order 1000kg, payment cash due 12 days. The price is lowest among those suppliers of Dong Yuan. With lowest price and good quality, Dong Yuan just needs to stress the

delivery performance of Tung Shen. Dong Yuan can give some incentives to Tung Shen such as fast cash payment if deliver on time.

(b) Lower cost is incurred to sourcing, process, expedite, inspection and freight costs. Since there is only one supplier involved, the buyer can just save the trouble to source from other suppliers. The buyer should be very familiar with the standard procedures to deal with this sole supplier, therefore a lot of cost could be saved on processing, inspection and freight costs.

(c) It is possible to involve the supplier to the buyer’s R&D process since the supplier has the incentive to supply in the long run. For example, Sing Hsia Co provides local and overseas material delivery with medium price for the material with less quality. If Dong Yuan wants to engage Sing Hsia as one of its suppliers, Dong Yuan should involve with Sing Hsia in its quality monitoring process so as to ensure the material quality.

(d) Close collaboration with supplier to achieve Just In Time management

However, there are also problems with just one single supplier such as: vulnerability, what happened if the supplier refused to supply? The bargaining power of suppler could be enormous in certain situation.

The other type is multi-sourcing. Multi-sourcing is to buy from more than one supplier per item and negotiate for the best price. The purpose is to:

(a) maintain competition so as to maintain negotiating power and avoid complacency. For Tung Shen and Sing Hsia, since the delivery time is not desirable, it will be for the best interest of Dong Yuan to put them on hold and sign Pu Rang.

(b) to provide an alternative in case of emergency. Though Tung Shen offers the lowest price and good quality, it has a poor delivery history which is against the objective of Dong Yuan. While Pu Rang offers medium price and high quality and excellent delivery performance, Dong Yuan should engage Pu Rang instead.

However, there are disadvantages such as: there are more time and effort to select the suppliers; uncertainty of new suppliers; uncertainty at the time of shortage.

For Dong Yuan’s China based manufacturing company, it purchases high quality spunbond fabrics from many suppliers in different locations. It actually adapts a strategy of multi-sourcing where it buys from more than one supplier per item and negotiates for the best price. For example, Dong Yuan could ask Sing Hsia (RMB11-18) and Pu Rang (RMB 11-19) to lower the price comparable to that of Tung Shen (RMB 10-15).

So based on comparison above, Dong Yuan should be suggested to review new supplier based on more comprehensive approach such as balanced score proposed in the following tables in vendor valuations. A higher percentage has been put into delivery category in order to align with Dong Yuan’s corporative objectives. For example, based on the balance score card, Pu Rang scores the highest mark. Dong Yuan should continue to engage Pu Rang and stress the weak points to other suppliers as well.

4.Purchasing System

For Dong Yuan, it has many local divisions with a centralized purchasing department, it should has a master production schedule to monitor the transactions of purchasing within the organization.

Once the purchasing department has placed a purchasing order, it will pass one copy to inventory or warehouse and one copy to accounting department for data entry and reconciliation. The personnel in warehouse will record the copy in a centralized database. The bill of material will also be directed to the database for recording purpose. The central database will send out the relevant orders to purchase based on the information of inventory and production lines.

At the same time, the database will interact with Master Production Schedule (MPS) to decide when and how to re-order. The account department will value the inventory with FIFO methods according to IFARS standard. The MPS will be consolidated weekly/monthly so as to have weekly/monthly account report on profit and loss and budgeting purpose.

For the local payment, once the database received the Bill of Material (BOM), the BOM will be forwarded to accounting department and purchasing department. The accounting department will dedicate to account payable manager to handle the relevant payment procedures according to Dong Yuan’s internal policy of payment. For international payment, Dong Yuan needs to take into consideration of foreign exchange, FOB agreement and other related issues. How they pay the goods will depends on the specific contract signed with foreign suppliers since the terms and conditions could vary for different circumstances.

For example, Dong Yuan could purchase monthly for certain minimum re-ordering quantities. The company’s purchasing department will have a minimum re-ordering trigger level. The purchasing manager needs to monitor the stock level at all times for various stores within and outside China. For Indonesia stores, the supplies could come from China suppliers with minimum number of containers of cargo to be shipped to Indonesia. In case of emergency, the Indonesia stores could purchase from local suppliers such as PT Kingsindo.

Dong Yuan should also engage suppliers in Earlier Supplier Involvement (ESI). This strategy is mainly to involve the supplier in the earlier design stage. It is to use supplier’s know-how to accelerate product development and reduce cost. For example, Dong Yuan could tell Pu Rang what size of the fabrics should be manufactured based on Dong Yuan’s specific design of product packaging from the very beginning to save the cutting cost.

Dong Yuan should also engage a two way constructive communication with its suppliers and monitor the quality of the raw material at the earliest possible stage with supplier. Dong Yuan can dispatch its own employee to its supplier’s production line to monitor the quality of the fabrics. By this collaboration, it can save Dong Yuan from future hassles such as quality problems for the products or customer complains.

5. Performance Measurement of Purchasing and Benchmarking

Dong Yuan Corp also must to do calculations to analyze the suitable cost, quality, and delivery in time for China based and Indonesia based. Tung Shen Co, Sing Hsia Co, Pu Rang Co are their priority suppliers to assess for the current time, and PT Kingsindo and PT Speedy are their important additional supplier in Indonesia.

This information will lead us to discuss about performance measurement. There are three main measurements: price/cost, product/quality, timeliness/ delivery. The following paragraphs will discuss those measurements one by one.

5.1 Price / Cost

In terms of price/cost, Tung Shen Co has offered the cheapest range price of RMB 10-15 per kg with minimum order of 1000 kg. For Althea Globalido, it could buy from local PT Kingsindo as well as from Sing Hsia Co in case of PT Kingsindo run out of stocks. Based on the price list from PT Kingsindo and Sing Hsia, it would be cheaper for Althea Globalido buy from Sing Hsia though there could be higher freight cost for Asia delivery (since the price US$1,6-3,2 from Sing Hsia + freight cost of Rp7.000 per kg is still cheaper then Althea Globalido buys from local Indonesia supplier PT Kingsindo which is Rp 35000-45000 plus Rp 2000 per kg).

Here we need to consider the FOB price for Sing Hsia. Under the Incoterm standard published by the International Chamber of Commerce, FOB stands for "Free On Board", and is always used in conjunction with a port of loading.2 Indicating "FOB port" means that the seller pays for transportation of the goods to the port of shipment,

plus loading costs. Once Dong Yuan opens its subsidiary in Indonesia, it has to consider the cost of freight if it still purchases from its Chinese supplier such as Sing Hsia. Dong Yuan needs to pay cost of marine freight transport, insurance, unloading, and transportation from the arrival port to the final destination. The passing of risks occurs when the goods pass the ship's rail at the port of shipment.

5.2 Timeliness / Delivery

In terms of delivery, Pu Rang Co provides the excellent delivery performance, but only local deliver available. The lead time will be shorter as well.

Delivery time means the time taken from the time Dong Yuan issues the order of purchase until it receives the material required in its warehouse. A fast delivery time means there is minimum delay in the process which could enhance the efficiency of the production in Dong Yuan. If there is unnecessary delay in the delivery, Dong Yuan’s factory could be idle and it is waste of resources.

Based on Dong Yuan’s primary objective of supplying a steady material and service to all its retail stores, it is recommended that Pu Rang Co should be tendered as the major supplier since it has good reputation for delivery and quality as well. The performance measurement should be biased towards more on delivery rather than price/cost so as to meet the company’s main objective.

5.3 Quality / Product

In terms of quality, both Tung Shen Co and Pu Rang Co provide good quality spunbond fabrics, while Sing Hsia Co provides material with less quality. In order to cut the defect rate, it is recommended to use Tung Shen or Pu Rang as well.

Regarding defects, there could be defects in the following three areas.

(a) Marketing: if Dong Yuan has lower defects rate of its products, it could market it as one of its key selling point of its products.

(b) Manufacturing: if Dong Yuan has better quality material, it could enhance the

manufacturing efficiency as well since there is lower probability of jamming the machine or higher efficiency for the machine to work properly.

(c) Material: if the material coming with fewer defects, there is a higher probability to get a better products out of those material.

Benchmarking

The main purpose of benchmarking is to compare industrial methods, process, and performance with others in the same industry in order to learn from other so as to achieve improvement.

In order to gauge how good Dong Yuan perform compared with its counterparts in the similar industry, Althea Globalindo is chosen to compare. Althea Globalindo is one of the local manufacturing company which in the business for over 8 years. Their gross profit margin in 2009 is 0,1248 compare to Dong Yuan Corp in 2009 is 0,1158 and the industry average is 0,1567. In term of gross profit margin, Althea Globalindo is slightly higher than that of Dong Yuan. Other parameters can be used to compare are time taken for supplier to delivery after ordering, percentage of merchandize damaged during delivery, overall stock turn over, assets turnover, or return on assets.

6. Vendor Evaluation

As mentioned earlier, Tung Shen, Sing Hsia, Pu Rang are Dong Yuan’s priority suppliers for the current time, PT Kingsindo and PT Speedy are its important additional supplier in Indonesia. There should be an effective system for vendor appraisal.

There are many attributes to a good supplier: deliver on time, provide consistent quality, give good price, stable finance background, good service backup, keep promises, provide technical support, etc. In order to incorporate all those attributes into a final appraisal, a weighted factor evaluation table has been developed according to Dong Yuan’s context. The following table illustrates Pu Rang’s balance score as an

example:

A similar analysis can be carried out for other vendors as well. The final appraisal depends on the final total weighted score from the table above. It looks quite scientific. However, the weight and score can be very subjective based on purchasing manager’s perception of certain vendors.

Example: for Vendor Pu Rang

Factor Weight Score Weighted score Price 20% 60 12 Quality 20% 80 16 Delivery 30% 90 27 Financial stability 10% 80 8 Management competency 5% 80 4

EDI capability 5% 70 3.5

ESI capability 5% 60 3 Technical competency 5% 70 3.5

Total 100% 77

Example: for Vendor Tung Shen

Factor Weight Score Weighted score Price 20% 80 16 Quality 20% 80 16 Delivery 30% 50 15 Financial stability 10% 70 7 Management competency 5% 70 3.5

EDI capability 5% 60 3

ESI capability 5% 60 3 Technical competency 5% 70 3.5

Total 100% 67

Example: for Vendor Sing Hsia

Factor Weight Score Weighted score Price 20% 70 14 Quality 20% 70 14 Delivery 30% 60 18 Financial stability 10% 70 7 Management competency 5% 70 3.5

EDI capability 5% 60 3

ESI capability 5% 70 3.5 Technical competency 5% 70 3.5

Total 100% 66.5

For new supplier such as Vendor PT, a great emphasis is put on management competency and financial stability. Dong Yuan would worry more about the initial sustainability and viability of the new supplier. Anything goes wrong with the new supplier could jeopardize the supply. In order to evaluate the new vendor, Dong Yuan may have asked vendors for a list of references. Dong Yuan should phone or visit the actual factory sites for a better understanding of the new vendor. Much information about the strengths and weaknesses of the vendor can be gleaned at every level in the reference company.

At the same time, Dong Yuan should also check the data integration in the new supplier so as to enable future collaboration or earlier intervention process. Dong Yuan should monitor the daily business activities within the new supplier to get a better understanding of the business management and strength and weakness of the new supplier.

7. Contribution of Purchasing

The overall objective of a normal company is to maximize shareholder’s wealth. In concrete parameter, it means an improvement on Return on Assets (ROA). Dong Yuan is no exception. By increasing profit margin and assets turnover, the return on assets can be increased as well. The relationship has been illustrated by the following DuPont Chart.

Purchasing can contribute to improve Dong Yuan ROA by:

(a) Reduce price and cost: good purchasing system will produce a more favorable

contract with supplier who could ask for lower price for spunbond fabrics in order to secure a long term relationship with Dong Yuan. By doing so, the cost of goods will be reduced which could produce a higher profit margin. With good purchasing system, it could minimize general administrational process which could in return to save money by hiring fewer clerks in purchasing department. It also has a saving on cost side which could produce a higher Return on Assets

Profit Margin Assets Turnover

Profit Sales Sales Total Assets X /

Cost Sales Cost of Goods Gen. & Admin Expenses Depreciation

Taxes

Fixed assets

Current Assets

Cash Inventory Prepayment Account Receivable + / interest

profit margin. With good purchasing system equipped with central database, there is a big saving for manual entry and paper records.

(b)Reduce lead time: if choose a reliable supplier who could deliver on time, it

could reduce lead time and inventory which will reduce the current asset thereof total asset and increase assets turnover.

(c)Improve quality: with good purchasing system, a better quality of fabrics

could be procured. This could reduce the wastage and depreciation which could boost profit margin for Dong Yuan as well.

(d)Improve cash flow: a good purchasing system could negotiate a better

payment term with supplier such as stretching the payment days to suppliers or with minimum down payment. By doing so, it will lower the prepayment account of Dong Yuan which then lower the total asset account as well. The final effect is to improve the asset turnover.

In summary, a good purchasing system co uld contribute enormously to Dong Yuan’s objective of increasing profit margin, increasing assets turnover and return on assets.

8. IT and Purchasing

The good IT system will speed up the transaction and it will enable the manager to extract the relevant information to make certain key decisions. For example, with a good centralized IT and database system, it will help many departments to collaborate and monitor the daily operations in Dong Yuan company. The database could have information of how much inventory at the particular moment, of how many BOMs will come in during the current money so as to plan the cash flow, of HR man power at the moment, of financial report of key figures.

The good IT system will also have a very positive impact on the supply chain. The supply chain is the flow and value added from chain of suppliers/buyers to the end customers. There are many ways of utilizing IT to enhance the efficiency of supply chain management in Dong Yuan Co.

The first way of utilizing IT is to use Point of Sale (POS) system. The POS can combine with bar code scanning which allows the exact items sold to transmit back to HQ. Dong Yuan purchasing department can inform the medical mask warehouse department to prepare more inventories for the upcoming surging sales of medical mask. This is significant for marketing department as well, it will give the marketing manager the first hand information of what is a good sale and what is not popular at the store. For logistic department, it can know what is in stock, and when and how much to replete.

The second way of utilizing IT is to use Electronic Data Interface (EDI) system. EDI is the transfer of data from one computer to another, usually by electronic means by using agreed formats or standards. Once being set up, EDI can be very speedy, accurate and requires little effort since the communication protocol of EDI is directly between computer to computer. Today, EDI usually goes by the internet, the virtual private network. It usually involves just installation of software on a PC or simply using the web as interface. By using EDI system, Dong Yuan can record the data such as supply, call-offs, queries, and offers electronically by the computer system rather than traditional manual recording which is prone to human error. At the same time, the EDI system can improve the company productivity which in return could hire fewer people to handle the same workload. Any party along the supply chain can log into the system to check the current status which could optimize the human efforts and production output.

The third of utilizing IT is to use Material Requirement Planning (MRP). MRP is to link product demand to raw material supply, and letting a computer do the calculations, it would be possible to only buy what was required, at the latest possible opportunity, while ensuring that the customer forecast was met in its entirety. MRP would enable Dong Yuan’s inventories to plummet, resulting in significantly increased profitability. Dong Yuan should make MRP as part of the infrastructure. In the later stage, the MRP should be transformed into the whole Enterprise Resource Planning (ERP). The ERP would use a central database to manage information on billing, purchasing, inventory, financial report, order systems. Once this ERP formed an integrated system by using certain software such as SAP or Oracle, Dong Yuan would manage its vast information with ease and it can share its vital information with its subsidiaries around China via computer networks.

9. Outsourcing Decision (Make or Buy decision)

Dong Yuan has installed an Oracle system and the system is current maintained by in house programmer with 4 members on board. The overall cost is RMB 20,000 per month, and other expenses for tools and device is RMB 1,200 per month. Oracle’s annual maintenance support is US $ 20,000 for the first year, US $ 30,000 for the second year, and US $ 50,000 third year. Here 1US$ = 7.32 RMB.

If we incorporate the time value for money, the following table will illustrate the point. To buy from Oracle will be a cheaper option if we take the consideration of the time value of money.

in house Cash out oracle Cash out

year 1 -$34754 year 1 -$20000

year 2 -$34754 year 2 -$30000

year 3 -$34754 year 3 -$50000

Total NPV@12% -$83473total -$77361

However, cost is not the single factor to consider whether to make or buy in this scenario. One should consider Dong Yuan’s core competency before jumping into the conclusion of going for outsource.

If Dong Yuan made the software in-house, it could retain the cumulative knowledge of the software development. At the same, Dong Yuan will have personnel who are familiar with future development and trend of the business model and data management. However, if Dong Yuan outsource this soft development to Oracle, though it could save some money, it will lose its independence on this key system to Oracle. In future, Dong Yuan could lose its bargaining power to Oracle and could be forced to take new Oracle system or being forced to upgrade unnecessarily.

The Oracle is good for Enterprise Resource Planning (ERP) which runs the whole company. The ERP is crucial for Dong Yuan’s daily operations and it will provide a lof crucial information for daily or strategic decisions. Dong Yuan could rely on those key information to make certain decisions such as future expansion, purchasing, acquisition, reorganization etc. Therefore, based on various considerations, it is in Dong Yuan’s best interest to maintain the system in-house rather than outsourcing it to Oracle.

10. Capital Equipment Purchase

Oracle has recommended to replace the current system with a new system. The new system will cost US $2,000,000. It will help Dong Yuan to save US $500,000 a year improved efficiency and reduced labor cost. The new system has a useful of 7years. Dong Yuan has a cost of capital of 12%.

The NPV calculation will be a technique to access the purchase of the new Oracle system. The NPV method is to capture the time value of the money. For example, the $500000 saving in 2011 is equivalent to $500000/(1+12%) in year 2010, the $500000 saving in 2017 is equivalent to only $500000/(1+12%)^7 in year 2010. If the net

present value is a positive figure, then the project is worthwhile to proceed, otherwise it will not be worthwhile to invest since it will lose money anyway.

2010 2011 2012 2013 2014 2015 2016 2017 Cash

flow

-$2000000 500000 500000 500000 500000 500000 500000 500000

NPV 12% $251.677.

In this case, since NPV is $251.677.03 which is positive, it is worthwhile to invest US $ 2000000 upfront to replace the old system and save the US$500000 for the subsequent 7 years.

11. Conclusion

In conclusion, Dong Yuan has a centralized purchasing function. Various purchasing systems and related performance measurement and benchmarking systems are recommended. Based on DuPond Chart, the purchasing system and its contribution towards Dong Yuan’s objectives has been evaluated. At the same time, several ways in which IT can be utilized to enhance the efficiency of supply chain management. Several strategies used by Dong Yuan to develop and maintain effective supplier relationship have been discussed. An effective system for vendor appraisal is been developed. Finally, NPV method has been applied to evaluate the capital investment and Dong Yuan should not outsource its system to Oracle.

气瓶采购安全协议

气瓶（气体）米购（供应）安全协议一、协议单位甲方：__________________________________ （采购单位）乙方：__________________________________ （供应单位）二、总则为进一步贯彻执行气瓶（气体）采购（供应）相关安全管理规定，根据《危险化学品安全管理条例》、《气瓶安全技术监察规》（TSG R0006-2014、**安全管理相关规定等文件要求和精神，明确甲乙双方的权利和义务，确保乙方气瓶（气体）提供的规范性及相关人员作业过程中的人身安全，甲乙双方协商一致，达成本协议。三、气瓶（气体）采购（供应）范围乙方按甲方要求各类提供含盛装有合格气体的工业气瓶，包括氧气瓶、乙炔瓶、氩气瓶、氮气瓶、氦气瓶、二氧化碳气瓶及其中所含气体等。四、责任与权利 1、甲方的责任和权利（1）甲方应核查乙方的经营、安全资质证明、个人相关证件以及作业人员的持证情况。若乙方相关资质证明及作业人员持证情况等达不到甲方管理要求，甲方有权利拒绝接受乙方供应气瓶（气体）。（2 ）甲方向乙方进行现场风险告知，为乙方提供安全、现场管理规定。（3）甲方向乙方进行现场危险因素告知。（4）甲方安全技术管理人员有权对乙方人员违反甲方规章制度提出考核意见，并限期整改。必要时有权向甲方所在地上级部门反映

（5）未经甲方登记批准的乙方人员，甲方有权拒绝其进入甲方现场。（6）甲方必须指定专门的业务联系责任人，负责乙方在甲方作业现场的联系、协调和验收。（7）甲方在气瓶使用现场应有气瓶防止倾倒措施，并应经常对操作人员使用气瓶情况进行监督和检查。（8）甲方在使用气瓶时应注意保持气瓶的剩余压力，不得使用尽。（9）甲方有责任听取乙方对作业现场的环境、作业条件、安全防护措施及相关规章制度等提出的建议。若建议合理、条件允许，甲方必须进行整改和处理。（10）出现安全事故时，甲方有责任配合乙方进行事故抢救和对外联系。 2、乙方的责任和权利（1）乙方必须向甲方提供符合的经营资质证明复印件，且资质在有效期内，如资质审核、变更应向甲方及时报备，且乙方所提供的气瓶（气体）品种、类项不得超出许可证规定的范围。（2）乙方提供的气瓶应经过指定检验机构检测，并在检测周期内使用，每批次气瓶（气体）应合格，并承担责任，积极提供相关气瓶（气体）的安全技术说明书（MSDS）、化学品安全标签（SL）。（3）乙方应指定人员、车辆进入甲方现场，并应提前向甲方备案，如发生变更，应及时通知甲方，备齐相关资料，由甲方进行审验。（4）乙方的人员、车辆进入甲方现场，必须遵守甲方提出的在用的相关安全管理制度、要求，并接受甲方的相关的安全教育、培训和发现违章后对乙方的处理意见或建议。（5）乙方于甲方现场发现的不安全因素，应向甲方告知，通知甲方核查和整改。如甲方有重大违章或不遵守气瓶（气体）安全储存、使用的要求，且未按期整改，可终止合

气体购销合同

编号：_______________本资料为word版本，可以直接编辑和打印，感谢您的下载气体购销合同甲方：___________________ 乙方：___________________ 日期：___________________

气体购销合同篇一：气体购买合同氧气、乙快购买合同需方：中铁隧道集团三处有限公司湖州综合交通枢纽至11省道连接线工程1标项目经理部（以下简称甲方）供方：湖州精诚气体有限公司（以下简称乙方）甲方承建湖州综合交通枢纽至11省道连接线工程一标段，经与乙方湖州精诚气体有限公司友好协商，达成友好协议。乙方为甲方供应施工用工业气体，满足施工现场工业气体需求。一、合同标的：施工用工业气体供应数虽：二、根据甲方施工需要，乙方提供合足够数虽的钢瓶气以保障甲方使用。结算数虽以送货时双方签认的供货数虽为依据。甲方需提前6小时通知乙方送货。三、供应单价：本单价为产品交付甲方使用的综合单价。包含产品生产、运输过程中乙方所发生的全部费用，保险、税金及乙方应得利润，并已包含乙方对产品实施保修义务可能发生的费用

四、资金支付：每月25日乙方持送货小票与甲方对帐，双方确认当月金额，开具有效正式发票，到甲方财务列帐。甲方在当月计虽款到位后支付乙方该月货款。五、气体包装要求：根据甲方需要，乙方向甲方提供一套（三瓶氧气、两瓶乙焕为一套）瓶满足日常使用；如甲方临时需要，再增加气瓶数虽。乙方所提供气瓶时一并提供气瓶相关安全证明文件（厂家营业执照、安全生产许可证、压力容器试验报告、产品质虽证明书等），且具备防震橡胶圈。如因乙方气瓶酿成安全事故，乙方承担一切经济及法律后果。六、乙方需出具的证明文件：企业营业执照、税务登记证、安全生产许可证等相关技术证件复印件交甲方备档。乙方提供的产品必须符合国家规定的技术要求和相关安全规范要求。七、乙方在施工过程中应完全按照《浙江省安全生产条例》文明施工，对合同实施过程中可能发生的交通、安全事故甲方不承担任何相关责任。甲方对乙方可能发生的第三方责任不承担任何关联责任。八、本协议自甲乙双方法定代表人或委托代理人签署并加盖公章之日起生效。本协议一式参份，甲方执两份，乙方执一份。九、解决纠纷的方式：双方协商解决，协商不成时双方

气瓶采购安全协议

气瓶（气体）采购（供应）安全协议一、协议单位甲方：（采购单位）乙方：（供应单位）二、总则为进一步贯彻执行气瓶（气体）采购（供应）相关安全管理规定，根据《危险化学品安全管理条例》、《气瓶安全技术监察规》（TSG R0006-2014)、**安全管理相关规定等文件要求和精神，明确甲乙双方的权利和义务，确保乙方气瓶（气体）提供的规范性及相关人员作业过程中的人身安全，甲乙双方协商一致，达成本协议。三、气瓶（气体）采购（供应）范围乙方按甲方要求各类提供含盛装有合格气体的工业气瓶，包括氧气瓶、乙炔瓶、氩气瓶、氮气瓶、氦气瓶、二氧化碳气瓶及其中所含气体等。四、责任与权利 1、甲方的责任和权利（1）甲方应核查乙方的经营、安全资质证明、个人相关证件以及作业人员的持证情况。若乙方相关资质证明及作业人员持证情况等达不到甲方管理要求，甲方有权利拒绝接受乙方供应气瓶（气体）。 (2)甲方向乙方进行现场风险告知，为乙方提供安全、现场管理规定。 (3)甲方向乙方进行现场危险因素告知。 (4)甲方安全技术管理人员有权对乙方人员违反甲方规章制度提出考核意见，并限

期整改。必要时有权向甲方所在地上级部门反映。 (5)未经甲方登记批准的乙方人员，甲方有权拒绝其进入甲方现场。 (6)甲方必须指定专门的业务联系责任人，负责乙方在甲方作业现场的联系、协调和验收。（7）甲方在气瓶使用现场应有气瓶防止倾倒措施，并应经常对操作人员使用气瓶情况进行监督和检查。（8）甲方在使用气瓶时应注意保持气瓶的剩余压力，不得使用尽。（9）甲方有责任听取乙方对作业现场的环境、作业条件、安全防护措施及相关规章制度等提出的建议。若建议合理、条件允许，甲方必须进行整改和处理。 (10)出现安全事故时，甲方有责任配合乙方进行事故抢救和对外联系。 2、乙方的责任和权利（1）乙方必须向甲方提供符合的经营资质证明复印件，且资质在有效期内，如资质审核、变更应向甲方及时报备，且乙方所提供的气瓶（气体）品种、类项不得超出许可证规定的范围。（2）乙方提供的气瓶应经过指定检验机构检测，并在检测周期内使用，每批次气瓶（气体）应合格，并承担责任，积极提供相关气瓶（气体）的安全技术说明书（MSDS）、化学品安全标签（SL）。（3）乙方应指定人员、车辆进入甲方现场，并应提前向甲方备案，如发生变更，应及时通知甲方，备齐相关资料，由甲方进行审验。（4）乙方的人员、车辆进入甲方现场，必须遵守甲方提出的在用的相关安全管理制度、要求，并接受甲方的相关的安全教育、培训和发现违章后对乙方的处理意见或建议。（5）乙方于甲方现场发现的不安全因素，应向甲方告知，通知甲方核查和整改。

板材购销合同

集成板材购销合同合同编号: 签约地址: 供方（甲方）需方（乙方）：为增强供需方的责任感和确保需方的正常生产，经甲乙双方充分协商致，特签订本合同，以供甲乙双方遵守履行。一、规格（mrj）、数量（立方）、单价（元）二、交货时间：_________ 年_____ 月日开始三、供货方式：每月根据需方计划分12个月交清，上述规格集成材。四、付款方式：根据需方每月计划的集成材当月付款，分12个月付清，每月21日对账，30日前付清当月货款。五、集成材的外表允许小色差、小活结（? 10mm以下）。六、集成材的表面不得有脱胶、透胶、虫眼、表面皮开裂、凹凸等现象，不可粘纸胶带，集成材的两面需砂光。七、胶水：用环保胶（德国汉高）。

八、集成材拼接部位是错接但不能出现缝隙、空洞，要严密。九、供方逾期不能交货（宽限两天），如超过宽限期，按不能交货的货款的每日1%向需方偿付违约金。十、供方交货数量不足的，需方仍然需要的，供方应当照补交，并按期交货。无法补办的，按不能交货处理。十一、供方交货的产品不符合质量要求和技术标准的，供方应负责收回和更换，因更换导致不能交货或者交货时间延期的，按不能交货或者逾期交货处理。供方未更换或者更换的数量不足的，按交货数量不足论处。十二、供方应负责需方在生产过程中所出现的第十一条质量问题（负责集成材的退货）；十三、需方无故拒收供方产品或者中途无故退货的，应按拒收或者退货部分产品货款总埴的15%向供方偿付违约金。另：对供方已制成的成品应按70%向供方偿付违约金。十四、需方逾期付款的（宽限期6天），应按该货款总值的1%向供方偿付违约金。十五、合同期限：年月日起至年月日本合同结束。十六、争议的解决办法：双方对合同履行中发生的争议，应当尽量通过协商解决，协商不成时，任何一方均可向合同履行地的法院起诉。十七、本合同自签订日起生效，传真件亦具有同等法律效益。合同一式两份，甲、乙双方各执一份。供方：（盖章）法定代表：（签名）电话：需方：（盖章）法定代表：（签名）电话:

工业燃料油采购合同(铁路运输)专业版

YOUR LOGO 工业燃料油采购合同（铁路运输）专业版 After The Contract Is Signed, There Will Be Legal Reliance And Binding On All Parties. And During The Period Of Cooperation, There Are Laws To Follow And Evidence To Find 专业合同范本系列，下载即可用

工业燃料油采购合同（铁路运输）专业版使用说明：当事人在信任或者不信任的状态下,使用合同文本签订完毕，就有了法律依靠,对当事人多方皆有约束力。且在履行合作期间,有法可依,有据可寻，材料内容可根据实际情况作相应修改，请在使用时认真阅读。合同编号：_________ 供方：_________ 需方：_________ 签署地：_________ 经供需双方友好协商，供方同意以火车运输方式在 _________年_________月_________日至_________年_________月_________日期间为需方发运工业燃料油，具体条款如下：一、产品名称及数量工业燃料油_________吨（以铁路实际发货结算单为准）。二、产品价格及运输费用双方商定火车装车价格为_________元/吨（不含运杂费），运杂费由需方承担。三、结算方式银行汇票或汇兑（电汇、信汇）方式付款，先款后货。需方应于_________年_________月_________日前将全额货款划入供方银行帐户；款到后供方开始办理请车事宜。如果因为铁路部门原因造成火车不能发运，供方于_________月

设备采购及技术服务合作合同协议书范本

甲方：乙方：甲乙双方本着自愿、平等的原则，经友好协商，双方就进行6千瓦激光熔覆系统成套设备采购及后续技术服务合作等相关事宜达成一致性意见，并签订本协议，以便双方共同遵守。一、设备采购： 1.甲方自愿向乙方采购且乙方自愿向甲方出售“成套设备”（下简称“标的设备”）； 2.标的设备所包含的设备详情（品名、数量、技术参数、质保情况等）详见本合同附件A。二、采购货款及货款支付 1.标的设备的采购货款为XXX美元，该款项同时包含标的设备的运输（含保险）费用； 2.上述采购货款不包含标的设备运至甲方指定地点后的安装、调试费用，也不包含诸如港口税、关税等其他须在中国境内所缴纳的各项税费，该等税费均由甲方自理； 3.上述货款的支付安排如下：（1）本协议签订之日起日内，甲方向乙方支付首笔货款XXX美元；（2）标的设备于澳大利亚装船前，乙方将通知（方式包括但不限于电话、传真、电子邮件等，下同）甲方支付第二笔货款即美元，自甲方接收乙方通知之日起日内，甲方应完成向乙方的第二笔货款支付；（3）上述首笔及第二笔货款的支付方式均为现金，甲方应将对应货款付至乙方指定账户；（4）乙方取得标的设备已装船提单后将通知甲方支付最后一笔货款美元，该笔货款甲方可在乙方通知后日内通过不可撤销信用证的方式支付，其开证行应经乙方事先同意，信用证的付款期限不得超过日；（5）货款支付完成后，乙方应向甲方提供相应的标的设备的发票。三、设备交付安排 1.自本协议签订之日起至周内（截止日均计算至对应“周”的最末一日，时间均以澳大利亚

当地时间为准，下同），乙方将完成标的设备的设计、制造及前期调试； 2.自本协议签订之日起的周至周内，标的设备将运至甲方指定的中国洛阳工厂，因船舶航运中所不可预见的情况导致运输时间延长，则买方予以谅解，并同意顺延后续时间； 3.自本协议签订之日起的周至周内，在甲方指定的洛阳工厂完成标的设备的安装并调试； 4.调试完成后，甲乙双方将签订书面的确认函以确认标的设备调试“合格”，自该确认函签订之日起，视为乙方已完成标的设备的交付； 5.鉴于交付之前，标的设备已由甲方工厂实际接管，故自标的设备运至甲方指定的洛阳工厂之日起，甲方须保障标的设备的完整及安全，并独自承担标的设备损毁或灭失的风险；四、质保服务 1.标的设备所享有的质保服务及质保期限均参照本协议附件A所述的内容执行； 2.标的设备中由乙方制造的设备将由乙方直接向甲方提供质保服务，其他设备甲方须自行向对应的厂商寻求质保服务。五、甲方支持 1.为确保标的设备得以在甲方指定的洛阳工厂得以顺利安装、调试及运行，甲方须提供如下支持：（1）标的设备运转所需的必要厂房，面积不小于100平方米；（2）足以支持激光设备、机械臂、喷料器、冷却设备及其他辅助设备运转所需的电力连接及供应；（3）整套压缩气体系统（包括气体干燥器及额外的过滤器），以提供激光设备所需的纯净干燥的压缩气体；（4）具备15千瓦冷却能力的水冷却器，确保其在洛阳工厂能在各种环境下提供16摄氏度的冷却水；（5）简单大型可滑动车床尾座及可滑动车床尾座焊接机器底座；（6）为放置尾座及主轴承而设计的转动设备制作机床；（7）根据乙方的设计要求所设计制造的机械人底座；

木材买卖合同,协议

木材买卖合同,协议篇一：木材交易合同范本木材购销合同甲方（购货方）：乙方（供货方）：经双方协商，拟定以下几条，以供双方共同遵守。 1．今有甲方向乙方定购缅甸花梨木（原木）1500吨，价格为8600 （活动差额不能超过100吨），价格不含报关税，元每吨，运费。 2．甲方于XX年5月17日星期五向乙方支付定金50万人民币，乙方不得再将木材卖给别人，否则按定金双倍赔偿（100万人民币）甲方。 3．每天拉走木材的货款当天结清，定金为最后一天的货款结算，多退少补。 4． 5．乙方负责在货场装车，甲方负责后期物流运输事务。甲方必须在XX年6月5日前将木材全部拉走，否则定金赔偿给乙方，当做补偿。 6．合同如有未尽事宜，须经双方共同协商，作出补充

规定，补充规定与合同具有同等效力。本合同正本一式二份，甲乙双方各执一份购货单位（甲方）：________（公章）供货单位（乙方）：______（公章）法定代表人：____________（公章）法定代表人：____________（公章）地址：____________________ 地址：__________________ 开户银行：________________ 开户银行：______________ 帐号：____________________ 帐号：__________________ 电话：____________________ 电话：__________________ ________年____月____日订篇二：木材购买合同木材代理合同甲方（买受人）：乙方（出卖人）：根据《中华人民共和国合同法》及其他有关法律、行政法规，遵循平等、自愿、公平和诚实信用的原则，甲、乙

天然气购销合同

合同编号：天然气购销合同销售方：购买方：签订时间：签订地点：天然气购销合同销售方：（以下简称甲方）购买方：（以下简称乙方）

为了明确甲、乙双方在天然气买卖中的权利、责任和义务，保障双方的合法权益，根据《中国人民共和合同法》和国家燃气管理相关法律、法规的规定，现就甲方向乙方供应销售天然气事宜，经双方协商一致，特签订本合同，以便双方共同遵守执行。一、供气事宜甲方采用管道供气的方式向乙方CNG加气站（标准站）供应销售天然气，乙方承诺加气站仅向出租车、公交车及国家法律法规允许的车辆加气，除此之外不做其它任何商业用途的销售，否则甲方有权停止供应并由乙方承担由此带来的一切责任和后果。二、供气时间：自2016年9月日起，甲方开始向乙方供气。在今后的供用气合作过程中，甲乙双方任何一方均有权单方面提出终止合作，但需提前15天以书面形式向对方进行告知，届时本合同自动作废，同时双方互不追究责任。三、供气价格及购气方式： 1、经双方协商，甲方向乙方供气价格为：2.10元/Nm3。 2、甲乙双方今后的供气价格采取随行就市的非固定模式运行，如因市场因素或天然气调价等原因，双方在相互理解的基础上协商新的供气价格，并签订补充协议执行。如新的供气价格双方无法协商一致，则双方确定好停止供气时间后按本合同第二条内容办理。 3、乙方采用IC卡预购气方式进行购气，乙方单次购气量按照甲方售气系统设定的气量进行购气（每次不超过10万方立方米）。四、结算方式 1、乙方每次购气时，实行现款结算。

2、甲方双方约定每月最后一天对乙方计量表具进行抄表交割，甲方根据乙方每月实际使用气量向乙方开具凤翔县国税局监管的增值税发票。如乙方所在地税务机关存在其它异议，由乙方负责协调处理。 3、今后如遇价格调整，甲乙双方对计量表具进行抄表交割。对于乙方已购但仍未使用的气量，由乙方补交差额气款。五、供气质量及加臭事宜 1、供气质量：气质符合中华人民共和国国家标准GB17820-1999《天然气》中所规定的二类天然气标准（以上游气源单位提供的气质为准）。 2、加臭事宜：甲方向乙方供应的天然气未进行加臭，如需加臭则由乙方自行负责解决。六、交付点及供气设施产权分界点 1、供气设施产权分界点：甲方自有产权的天然气管道开口处最近的PE球阀出口为双方产权分界点，产权分界点（含PE球阀）之前的所有供气设施产权归甲方所有，由甲方负责安全，维护和管理。产权分界点（不含PE球阀）之后的所有供气设施产权归乙方所有并由乙方自行负责安全、维护和管理（乙方站内调压计量撬上的流量计及控制器由甲方负责日常管理和维护，但流量计及控制器维修、更换配件及流量计的定期标定等事宜由乙方负责并承担相关费用）。为确保供气安全，乙方前端的供气球阀必须由甲方控制，乙方不得擅自开启或关闭阀门，否则产生的一切后果由乙方承担。 2、供气交付点：乙方加气站内双方贸易计量装臵的出口法兰为双方天然气交付点，甲方将通过管道在交付点向乙方交付天然气。天

工业厂房购买合同书正式版

编号：YK-HT-052455 工业厂房购买合同书 Industrial plant purchase contract 甲方：_________________________ 乙方：_________________________ 日期：_________年_____月_____日精品合同 / Word文档 / 文字可改编订：Yunbo Design

工业厂房购买合同书卖方(以下简称甲方)：_________________________________________ 买方(以下简称乙方)：_________________________________________ 根据《中华人民共和国合同法》的有关规定,甲、乙双方遵循自愿、公平和诚实信用的原则,经协商,就乙方向甲方购买标准厂房和使用配套场地达成如下协议,以资共同遵守。一、基本情况： 1、乙方购买甲方坐落在_________市_______________区(县)_____________路_________弄(新村)______________支弄_____________号________号厂房______层,厂房建筑面积_____________平方米,并配套场地______________平方米,按房

产证为准。 2、土地使用权限为_______年,自_______年_____月_____日到_______年_____月___日止,实际年限按产权证。 3、厂房区域东侧在_______米内、南侧到_________米内、西侧到_________米内、北侧到__________米内。二、厂房价格及其它费用： 1、厂房价格每平方米人民币______________________元(大写),总价(含人民币土地价格)人民币_______________________________元(大写)。 2、土地使用税费按国家有关规定由_______方每年支付给有关部门。 3、乙方在甲方园区内的物业管理费每年人民币___________________元(大写)。三、付款方式、期限及交房期： 1、厂房总价分二次付清,签约日乙方支付定金人民币________________万元(大写)。

气体采购合同样本

某某有限公司工业气体产品购销合同供方：签订地点：需方：合同编号：一、产品名称、质量要求、规格型号、计量单位、单价是、数量、金额产品名称质量要求规格型号计量单位单价（元）数量金额（元）备注工业氮按国家标准40L 瓶30 合计二、执行标准：按国家质量标准。三、交、提地点：供方送货到需方指定库房或生产现场，当场验收。四、运输方式及费用：需方电话通知送货，提前一日报所需品种和数量。运输费用由供方承担。五、包装要求：供方提供合格的气瓶，气瓶安全管理按《气瓶安全监察规程》执行。六、到货验收及提出异议的期限：当场验收，以双方提货卡签字认可生效。需方气体产品入库后，如产品质量有缺陷，供方派员到现场询问处理。召回该产品进行质量检测，检测结果及时通知需方并及时改进。七、结算方式：转帐支票或现金，供方每月25 日前核对气体用量并开具发票，需方于30日前付清款项。八、违约责任：按合同法中有关规定解决。九、解决合同纠纷的方式： 1、双方协商解决。 2、在买卖过程中若买卖双方发生法律纠纷，法律诉讼地为买方所在地法院。十、其它约定事项：

1、供方有责任为需方提供气体方面的技术支持。宣讲气体气瓶安全使用方法，注意事项等相关内容。 2、需方有义务提供气瓶的安全存放场地，并对供方所提供的气瓶实行安全管理、监督。 3. 为了安全，在气瓶使用时拴好铁链以防撞到伤人。 4、需方在使用过程中，要爱护气瓶及其附件，若人为损坏气瓶则按以下价格进行赔偿：钢瓶650元/支、手轮10元/支、胶圈5元/支、瓶阀60元/支。 5、需方在供货前一次性交纳气瓶押金元。在钢瓶交接手续完成及货款付清后，由供方一次性退还所交押金。 6、需方在气体使用完后需保留0.5 MPa的余气，以确保下一次的气体纯度。如无余气按50元/瓶收取钢瓶处理费。 7、需方在气体使用完后，需要保持钢瓶清洁，忌油、忌水。如有污染，按50元/瓶收取钢瓶处理费。 8. 十一、为了保证供需双方的商业利益，本合同不得向同行业的第三方泄露。十二、本合同有效期限：年月日至年月日供方：需方：单位地址：单位地址：法定代表：法定代表：委托代理人：联系人：电话：电话：年月日年月日

气体购销合同样本

气体供销合同

双方签字确认，如有损坏、不全，甲方当面提出，事后自行负责。 2、乙方提供给甲方使用的钢瓶，甲方不得与其它供货单位进行周转使用，钢瓶在使用过程中若发生处理费用或配件损坏，按乙方提供的钢瓶维修处理价格表（见附件）执行。 3、甲方自备钢瓶，在供气过程中与乙方提供的钢瓶周转使用，甲乙双方应对甲方投入使用的钢瓶签订“钢瓶托管协议”，双方业务终止时，乙方按同等出厂年限钢瓶归还甲方，如归还的钢瓶出厂年限高于或低于投入使用时的钢瓶，甲乙双方按8元/只计算差价。 4、甲方使用的钢瓶，所有权归乙方，甲方享有使用权，但是不得转让或作为财产抵押，未经乙方同意，不得在钢瓶上增加或拆除任何附件。 5、甲乙双方人员应定期（个月）对现场钢瓶进行一次清点，确认甲方钢瓶占用数量是否与双方确认的卡本相符，如有短少或损坏，甲方按元/只赔偿乙方。 6、乙方提供钢瓶应符合有关安全技术规范。五、气体验收标准： 1、气体验收标准按第一条执行。 2、甲方使用的气体，压力不够或其他原因应在验收后48小时内向乙方书面提出，乙方1个工作日内作出回复。 3、若甲方对乙方所提供的产品在质量上存在异议，必须在验收后3个工作日内，向乙方提出书面通知，质量经第三方权威计量单位验证，确属乙方问题，乙方向甲方免费进行退换。在此期限内如甲方无任何书面通知乙方，视为对产品在质量上无异议，甲方将不得要求乙方退换、补齐。六、合同履行期限 1、本合同自双方签字之日起生效，由年月日至年月日止。 2、在合同期内，如因市场因素引起价格变动，浮动在10%范围内的，不予以调整。浮动在10%范围内以上，可由双方协商增价或降价，其价格调整必须经双方书面确认。 3、双方应在该合同到期前一个月商订新的年度合同。如无异议，则视为该合同有效期自动延展一年。 4、合同的任何一方在权利移交、终止、兼并或合并时，其权利继承人应继续履行本合同。七、不可抗力甲乙双方如果在履行本合同过程中遇到不可抗力因素，致使不能履行本合同时，受影响的一方应及时通知另一方，告知不能履行或须延期履行、部分履行合同的理由。在取得有关证明后，本合同可以不履行或延期履行或部分履行，并全部或者部分免予承担违约责任。

工业产品采购合同

工业产品采购合同甲方(需方)：指令号：合同编号：乙方(供方)：合同签订地点：合同签订日期：年月日经甲、乙双方友好协商，本着平等互利的原则，根据《中华人民共和国经济合同法》及相关法律法规的规定，为明确甲、乙双方在合同实施过程中的权利、义务和责任，现就乙方向甲方供应产品事宜，达成一致意见，特订立本产品采购合同：第一条产品的名称、规格和价格产品供货明细及价格表单位：元序号货物名称型号和规格单位数量单价总价备注 1 中间包翻包喷雾抑尘装置按技术协议供货套小计合计大写：小写：元（含 17%增值税、含运输费）备注：第二条产品执行的技术标准及技术参数 1、产品必须符合国家质量标准规定。附技术协议书。 2、产品必须符合双方签订的技术协议、图纸等技术文件要求。 3、安装时，乙方需派技术人员现场指导安装；现场调试时，乙方需安排 BEC 专家到现场指导调试，专家的食宿费用由甲方负责。 4、本合同为闭口合同，乙方需保证喷雾抑尘效果，如需增加喷嘴、更改主机型号等补救措施，费用由乙方负责。 5、本项目涉及的安装材料（管材、电缆、支架等）由乙方负责提供，甲方负责安装。第三条交货时间、地点： 1、乙方于本合同签署之日起，在 30 天内，保证设备具备安装条件，实际具体交货期可双方协商确定；、甲方安装测试前35天告知乙方，乙方安排日方2人/日的调试人员，乙方负责设备调试，直至调试完毕并通过验收。 2、交货地点：需方指定地点。 3、乙方应在交货前 3 日内，以传真向甲方提供交货计划（内容包括合同号、设备名称、型号规格、数量、重量和体积的约数、交货时间、地点、运输安排）。甲方应及时作好准备，办妥一切接货手续。 —————————————————————————————————————————————————————— 第1页共4页

工业气体买卖合同范本

工业气体买卖合同范本供方：签订地点：需方：编号：一、产品名称、质量要求、规格型号、计量单位、单价是、数量、金额二、执行标准：按国家质量标准。三、交、提地点：供方送货到需方指定库房或生产现场，当场验收。四、运输方式及费用：需方电话送货，提前一日报所需品种和数量。运输费用由供方承担。五、包装要求：供方提供合格的气瓶，气瓶安全管理按《气瓶安全监察规程》执行。

六、到货验收及提出异议的期限：当场验收，以双方提货卡签字认可生效。需方气体产品入库后，如产品质量有缺陷，供方派员到现场询问处理。召回该产品进行质量检测，检测结果及时通知需方并及时改进。七、结算方式：转帐支票或现金，供方每月25 日前核对气体用量并开具发票，需方于30日前付清款项。八、违约责任：按合同法中有关解决。九、解决合同纠纷的方式： 1、双方协商解决。 2、在买卖过程中若买卖双方发生法律纠纷，法律诉讼地为买方所在地法院。十、其它约定事项： 1、供方有责任为需方提供气体方面的技术支持。宣讲气体气瓶

安全使用方法，注意事项等相关内容。 2、需方有义务提供气瓶的安全存放场地，并对供方所提供的气瓶实行安全管理、监督。3. 为了安全，在气瓶使用时拴好铁链以防撞到伤人。 4、需方在使用过程中，要爱护气瓶及其附件，若人为损坏气瓶则按以下价格进行赔偿：钢瓶650元/支、手轮10元/支、胶圈5元/支、瓶阀60元/支。 5、需方在供货前一次性交纳气瓶押金方一次性退还所交押金。 6、需方在气体使用完后需保留0.5 MPa的余气，以确保下一次的气体纯度。如无余气按50元/瓶收取钢瓶处理费。 7、需方在气体使用完后，需要保持钢瓶清洁，忌油、忌水。如有污染，按50元/瓶收取钢瓶处

板材采购合同范本标准版

板材采购合同范本标准版 Model plate purchase contract standard version 甲方：___________________________ 乙方：___________________________ 签订日期：____ 年 ____ 月 ____ 日合同编号：XX-2020-01

板材采购合同范本标准版前言：采购合同是企业供方与分供方，经过双方谈判协商一致同意而签订的“供需关系”的法律性文件，合同双方都应遵守和履行，并且是双方联系的共同语言基础。签订合同的双方都有各自的经济目的，采购合同是经济合同，双方受“经济合同法”保护和承担责任。本文档根据采购合同内容要求和特点展开说明，具有实践指导意义，便于学习和使用，本文档下载后内容可按需编辑修改及打印。甲方（采购方）：地址：电话：法定代表人/委托代理人：乙方（供应方）：地址：电话：法定代表人/委托代理人：一、标的，数量，价款及交货时间： 1．1合同单价，数量

材料名称规格型号单位暂定数量单价金额交提货时间及数量（1）自____年____月___日起开始供应；（2）每批数量，规格及供货时间以甲方电话通知为准。 1．2本合同价格系乙方供应原木或锯材至甲方工程现场并卸至指定位置之包干价，含乙方加工费，装运卸车费，政府规定的检验检疫费以及乙方所发生的其它费用； 1．3合同数量系暂定量，双方按实际供应数量进行结算。二、质量标准： 2．1乙方供应的锯材质量须符合国家现行标准（GB/T144，GB4814，GB449，GB4822）及当地政府有关规定；

工业品购销合同模板

工业品购销合同模板购销合同供方:合同编号: 需方:签约时间: 签约地点:交货时间: 根据《中华人民共和国经济济合同法》“平等互利、协商一致”的原则和有关规定，现经供、需双方充分协商，签订本合同以共同信守。第一条标的、数量、价款及交货时间。标的名称牌号及规格及型号计量数量单价金额商标单位合计人民币金额(大写) 备注: 第二条质量标准: 第三条供方对质量负责的条件及期很:,,,,,,,,,,,,,,, ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,第四条包装标准、包装物的供应与回收:,,,,,,,,,,,,,, ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 第五条标的货物所有权自时起转移，但需方未能履行支付价款义务的，标的物仍属于供方所有。第六条交提货方式、地点: 第七条运输方式及到达站(港)和费用负担: 第八条检验标准、方法、地点及期限:

第九条结算方式、时间及地点: 第十条担保方式(也可另立担保合同):,,,,,,,,,,,,,, ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 第十一条本合同解除的条件: 第十二条违约责任: 第十三条合同争议的解决方式:本合同在履行过程中发生的争议，由供、需双方当事人协商解决;也可由当地工商行政管理部门调解;协商和调解不成的，按下列笫种方式解决:(一)、提交,,,,,,,,,,,仲裁委员会仲裁; (二)、依法向人民法院起诉。第十四条本合同自,,,,,,,年,,,月,,,日生效。第十五条其他约定补充事宜:,,,,,,,,,,,,,,,,,,, ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 第十六条本合同一式四份，双方各执两份，以共同信守。供方(章):需方(章): 住所:住所: 法定代表人:法定代表人: 委托代理人:委托代理人: 电话:电话: 开户银行:开户银行: 帐号:帐号: 邮编:邮编:

轴流风机技术协议

[键入文字] 包头海平面高分子工业有限公司40万吨/年PVC项目轴流风机技术协议书需方：包头海平面高分子工业有限公司供方：河北宏润玻璃钢有限公司设计方：中国成达工程有限公司二〇一〇年八月

第一章技术规范 1 .1 总则 1.1.1 本技术协议仅适用于包头海平面高分子工业有限公司40万吨/年PVC项目轴流风机设备，它提出了该设备的功能设计、结构、性能、和试验等方面的技术要求。 1.1.2 需方在本技术协议中提出了最低限度的技术要求，并未规定所有的技术要求和适用的标准，供方应提供一套满足本技术协议和所列标准要求的高质量产品及其相应服务。 1.1.3 如果供方没有以书面形式对本规范书的条文提出异议，则意味着供方提供的设备完全符合本规范书的要求。 1.1.4 供方应执行本技术协议所列标准。有不一致时，按较高标准执行。 1.1.5 供方提供的设备、附件、外部油漆等材质必须满足本工程所处地理位置、环境条件的要求。 1.1.6 合同签订后7日内，按本规范要求，供方提出合同设备的设计﹑制造﹑检验/试验﹑装配﹑验收﹑试验﹑运行和维护等标准清单给需方确认。 1.1.7 本设备技术规范书未尽事宜，由需方、供方共同协商确定。 1.2 设计和运行条件 1.2.1 工程主要原始资料 1.2.1.1 气象参数冬季采暖室外计算温度： -20℃ 冬季通风室外计算温度： -13℃ 冬季空调室外计算温度： -22℃

夏季通风室外计算温度： 27℃ 夏季空调室外计算温度： 30.9℃ 历年极端最低温度： -31.4℃ 历年极端最高温度： 39.2℃ 日平均温度≤5℃的天数： 163天冬季空调室外计算相对湿度： 55% 最热月平均室外计算相对湿度：59% 冬季平均风速： 3.2m/s 夏季平均风速： 3.2m/s 冬季室外主导风向及频率： N/18 夏季室外主导风向及频率： ESE/16 冬季大气压力： 90.4kPa 夏季大气压力： 89.1kPa 最大冻土深度： 175cm 1.2.1.2依据《中国地震动峰值加速度区划图》（GB18306—2001）和国家标准GB50011-2001《建筑抗震设计规范》本地区抗震设防烈度8度，设计基本地震加速度为0.20g。 1.2.2 运行条件 1.2.2.1在控制室和厂房内现场均能控制风机启停，风机启动与可燃气体报警装置连锁，当报警信号启动时，风机必须立即启动，当报警器无信号时，风机启停由现场人员控制。

板材供货合同书

板材供货合同购买方（以下简称甲方）：供货方（以下简称乙方）：甲方与乙方进行商品交易的任何相关程序为达到双方平等、互利、合法、公平的交易原则，经双方友好协商，签署如下协议。一、合作关系甲、乙双方自协议签订之日起形成供需合作伙伴关系： 1.乙方所供产品，必须符合国家相应质量、环保标准。 2.乙方按甲方所需产品规格、数量及时送达乙方。二、供货质量、周期及价格调整 1.乙方提供的产品质量必须符合标准：GB/T 11718-1999《中密度纤维板》、GB 18580-2001 《室内装饰装修材料人造板及其制品中甲醛释放限量》及北京市相关质量、环保标准。 2.在收到甲方的订货通知后，乙方需于 3 天内送达乙方；对短期缺货的产品，乙方必须及时与甲方沟通最晚送货日期；对市场断货的产品，乙方需提前30天书面通知乙方。 3.乙方供应产品品牌、规格、价格详见附件；在本合作协议书有效期内，如乙方调整产品价格，需及时通知甲方，双方另行商定结算价格。三、货款结算方式甲、乙双方协商货款采用如下结算方式： 1 .双方按押一个月（以前月的26 日至当月25 日为当月的结算周期）滚动结算，甲方应予次月上旬支付乙方本月之前月所供合格产品全部价款。 2.每月结算时，乙方应执相应的票据办理结算手续。在甲方需要开具增值税票时，乙方需为甲方开具符合甲方要求的增值税票。四、违约责任 1.乙方所供产品，若出现质量问题，乙方在甲方能承受的期限内无条件给予换货或退货。若是因乙方的产品质量问题给甲方造成客诉的，乙方需承担相应的赔偿责任。 2.乙方所供产品，若出现环保不达标问题而给甲方造成经济和商誉损失，乙方需承担相

采购 Purchasing.doc 修改

气瓶采购安全协议

气体购销合同

气瓶采购安全协议

板材购销合同

工业燃料油采购合同(铁路运输)专业版

设备采购及技术服务合作合同协议书范本

木材买卖合同,协议

天然气购销合同

工业厂房购买合同书正式版

最新产品购销合同06814

气体采购合同样本

气体购销合同样本

工业产品采购合同

工业气体买卖合同范本

板材采购合同范本标准版

工业品购销合同模板

轴流风机技术协议

板材供货合同书

最新液化气购销合同范本