Tài liệu tiếng Anh (cao học) Chapter 3 An organization spanning activity

Tài liệu tiếng Anh (cao học) Chapter 3 An organization spanning activity, dành cho cao học.

Chapter 3

Supply Management: An

Organization

Spanning Activity

Key Concepts

Departments

Chain

and Customers

Supply Management’s Relations with Other

Internal Departments

• Engineering

• Manufacturing and Operations

• Quality

• Marketing

• Finance

• Information technology

• Logistics

• Accounts Payable

• Legal

Internal Interfaces

of the Supply Management Function

Supply Mgmt

Marketing

Engineering

Marketing Manufacturing

Fo rec

as ts

Co nfig ura tion

ma nag

em ent

Timing Quantities

Prod uctio

n pla ns Sche dules

Pro du

ct a vail abil ity

Qu ali

ty co

m pl ain ts

Qu alit

y p roc edu res Ins pec tion

Source approval Inspection

Quali ty m

ap

Pro du

ct q uali ty r eq uire m

en ts

Customers

Suppliers

Figure 3-1

Effect of Different Materials on Productivity and

Cost

Exhibit 3-1

Supply Management in Non-Manufacturing

Organizations

requirements process

» Professionals that often lead the effort in

manufacturing organizations are often not available

pricing elasticity, technology inflow and

continuity of supply are all still issues

impact on a non-manufacturing firm's

sales and bottom line!

Supply Management in Government

on the efficient and effective use of our tax dollars at all levels of government

originated in the federal government

manufacturing organizations are present

in government procurement

Monitoring the Supply Environment

Six-step Environment Monitoring Strategy

1 "Determine the cost, supply, and technology

drivers of the materials and services "

2 "Identify the major suppliers and customers of

the materials and services."

3 "Determine the sources of information for those

drivers."

4 "Build a model that predicts the material (or

service) behavior."

5 "Monitor the model to determine its accuracy."

6 "Continuously make improvements as new

relationships are understood and additional data becomes available."

Concluding Remarks

responsibility, the activities of supply

managers have increased to include

spanning organizational boundaries

organization’s internal functions, but

should span over the supply chain as well

END