Tài liệu tiếng Anh thương mại quản lý Chapter 11 Sourcing

Tài liệu tiếng Anh thương mại quản lý Chapter 11 Sourcing

Richard Pinkerton

Developing Suppliers Managing Suppliers

“Green” Supply Management Minority- And Women-Owned Business Enterprises Ethical Considerations

Reciprocity

The Strategic Sourcing Plan

oply management to develop

upply management will

discover, evaluate, select, develop and manage a viable supplier base

Strategic Sourcing Plan Stages

Discove

Evaluation Selection Development

Departments Phone Directories

Professional Organizations

Evaluating Potential Suppliers

Facility Visits

Quality Capability Analysis

Capacity Capability Analysis Management Capability Analysis Service Capability Analysis

Flexibility Capability Analysis Information Technology Capability Analysis

selecting Suppliers

Two-Step Bidding/Negotiation The Solicitation

Weighted-Factor Analysis

° Responsibility for Source Selection

Bidding versus Negotiation

Sions than bidding versus

0n should be decided by using objective criteria, a total cost perspective and sound supply management logic

Conditions Demanding Negotiation

Purchasing firm anticipates a need to make changes in the specification Special tooling of setup costs are major factors

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Even if the previous list is met

here are two arguments for Negotiation

Reverse Auctions

ons produce “real-time”

Though effective for achieving cost savings, reverse auctions are not appropriate for all situations

Reverse bid process can have an adverse affect on long-term relationships

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Two-Step Bidding/Negotiation

ations preclude the initial

» Step 1: Technical Proposals

—— IFBs for Step 2 are sent only to those sellers who submitted acceptable technical proposals

»» Step 2: Price Bidding

The Solicitation

Info on quantities

Delivery schedules Special terms and conditions

Standard terms and conditions

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Weighted Factor Analysis

» Develop a scoring factor

»» Score or evaluate the supplier

Developing Suppliers

test untapped frontiers in

Even suppliers recognized as the “best of the best” require investment

on the part of the buying firm to realize the full benefit of the collaborative relationship

This important topic is addressed in detail in the chapter on Supplier Development

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Managing Suppliers

as required

ods

ements the firm may:

»» Assist with financing / technological assistance

» Develop new sources

» Be required to develop the capability internally

Additional Strategic Issues

Reciprocity

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Early Supplier Involvement

ach in supply management to

yy Of suppliers into the design

Today, early supplier involvement (ESI) is an accepted way of life at many proactive firms and a requirement for WCSM

Reasons for Utilizing ESI

Let the supplier know that it is part of the team

Supply Base Reduction

both reducing variety and

by John Deere are:

increased leverage with suppliers

»» better focus and supplier integration in product development

Increased leverage is also due to the increased involvement with the suppliers which builds goodwill and trust

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Considerations for Single Sourcing

Total system inventory will be reduced

Supplier will have an improved commitment

Improved interdependency and risk sharing result

Dual Sourcing Using the “70-30° Approach

Ig supplier”

® The “little supplier’ provides competition

* When the “big supplier” fails to perform the percentages may be reversed by the buyer

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Considerations for Multiple Sourcing

Meet customer’s volume requirements When the customer is a small player in the market for a specific item Avoid complacency on the part of a supplier

When the technology path is uncertain Suppliers tend to “leapfrog” in technology

Share of Supplier's Capacity

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Local, National and International Sourcing

sourcing have become blurred in

ity or region where the materials or

services will be used

Local Buying Advantages

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National Buying Advantages

ortages are less IiKely

“Green” Supply Management

Minority- And Women-Owned Business Enterprises

e that MWBE businesses

as:

»» Actions of regulatory bodies

» Firm’s “corporate social consciousness”

»» Customer base includes MWBE businesses and their employees

»» Bottom-line profitability

»» Good business sense

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Ethical Considerations

loyalty between the firm which

ource selection decisions

Reciprocity

ive preference to suppliers

2rs at fair market prices, ent of restricting competition Reciprocity can become illegal when the activity restricts competition

and trade

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Reasons to Not Engage in Reciprocity

New customers may be hard to find because of pre-established relationships with competitors

Company reputations may be impaired because of bad publicity Conspiracy and restraint-of-trade situations can develop, with their attendant legal dangers

Concluding Remarks

ationships is highlighting the

g how suppliers will be

iscovered developed and managed

The plan should be developed in a collaborative environment that includes all relevant functional area representatives and supply chain

members

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