e commerce supply chain management lecture notes

... 4B2B E-Commerce & supply Chain ManagementSome Basic Terminologies: (Continued) Selle- side Solutions Seller biased market that are owned by ; and show only goods from, a single seller EDI (Electronic ... Collaborative Commerce SystemTrang 25Two Types of Internet-Based B2B Commerce1 Net marketplaces: Bring together potentially thousands of sellers and buyers in single digital marketplace operated over ... schedule, HR requirements, Invoice against P.O and payments to the suppliers Trang 16Trends in Supply Chain Management and Collaborative Commerce Supply chain management (SCM): ◦Wide variety

Ngày tải lên: 18/01/2020, 16:14

... costs, resulting in revenue loss, decreased market share, and increased expenses due to expedited logistics services To minimize these risks, a SC needs to be designed with event preparedness, efficient ... policymakers to develop effective strategies for strengthening Cross-border E-commerce Supply Chain, especially in developing countries like Vietnam, where this resilience can be a driver of economic ... businesses to navigate the increasingly intricate and uncertain global landscape more effectively Keyword: Cross-border E-commerce, Supply Chain resilience, Cross-border E-commerce Supply Chain,

Ngày tải lên: 14/05/2024, 15:39

... Operations and Supply Chain Management chapter nineteen Trang 3Learning Objectives• Understand the concept of supply chain management • Recognize the relationship between design and supply chain ... and supply chain management • Describe the five global sourcing arrangements • Appreciate the importance of added costs of global sourcing • Understand the increasing role of electronic purchasing ... Developing countries may lack skilled workers – Resources directed to professional vs technical education – Use of specialized machines favored – Absenteeism Trang 27Impediments to Standardization•

Ngày tải lên: 04/02/2020, 17:26

... Stronger emphasis on becoming lean • Stable price through Long­term agreements  • Centralized procurement as a competitive weapon • E.g., Honda of America 10 Trang 11• The 2 Main Decisions: 1 Where should the purchasing functions be located in the  ... W. C. Benton Jr., All rights reserved.        Trang 2New Era of Openness and Accountability • The 3 powerful forces • Economics • European Union’s (EU) financial crises • Technology • Internet, ERP, etc. • Technology displacing labor ... Need to understand the relationship between the  purchasing function and other functional areas! 3 PAST • Labor­intensive manufacturers • Large standardized batches • Neglect materials and parts  management Present • Technology driven manufacturers

Ngày tải lên: 02/03/2020, 13:54

... Reasons for the emergence of supplier partnerships as a  competitive weapon: • Increased competition • Deregulation • Relaxed antitrust requirements • Increased use of electronic data interchange (EDI)  • Increased just­in­time (JIT) manufacturing ... the firm’s competitive priorities • its resource capabilities • the environment • Purchasing strategy must consider  • competitive priorities • organization’s strengths and weaknesses • competitive environment ... A complete understanding of corporate strategies and marketing  plans  • An extensive evaluation/study of current suppliers, how  performance is measured, and the expectation of suppliers  relative to the industry Trang 11Questions?

Ngày tải lên: 02/03/2020, 13:55

... Time Limits of an Offer: • Specified  • Unspecified 2 The offer may be rejected. • Either verbal or written • If the offer is amended, it becomes a counter­offer Trang 7The Four Outcomes to an Offer (cont.) 3 The offer may be revoked. ... Must be included in an enforceable contract • Price is determined when the offer is accepted. • Price escalation clauses • Negotiate the credit terms with the supplier. 9 Trang 10• Delivery Terms • Formalize the responsibilities of the buying and selling firm for  ... 3 The offer may be revoked. • According to the law, an offer can be revoked anytime before it  is accepted.  • However, this should be avoided if possible. 4 The offer may be accepted. • A contract is made

Ngày tải lên: 02/03/2020, 13:55

... Periodical replacement in a piece of equipment • Resupply by original equipment manufacturer • Specified by manufactured part number and the model number of  the unit • Repair Materials • Unexpected replacement • Usually not carried as inventory ... 1Purchasing and Supply Chain Management 3rd edition 1 Chapter 4: Materials Management Purchasting and Supply Chain Management, 3rd edition, Copyright 2013 W.  Trang 2Materials Management • The purpose of materials management ... Conform closely to specifications • Objective Quality • Satisfy consumer expectations • Subjective Quality • However, objective quality can be too high. 8 Trang 9• Maintenance Materials • Periodical replacement in a piece of equipment

Ngày tải lên: 02/03/2020, 13:55

... 13rd edition Chapter 5: Inventory Management Trang 2• Independent demand  • Dependent demand Trang 3Decoupling stocks Trang 4ABC ClassificationTrang 5ABC Analysis CurveTrang 6• EOQ is the optimal lot size for purchasing ... EOQ is the optimal lot size for purchasing • Minimizes the total cost of ordering and holding inventory • Place an order of EOQ when the inventory levels fall below reorder  point (R) • Simplified total cost associated with inventory ... Constant unit price Fixed­order cost per order Trang 106 Instantaneous replenishment 7 No shortages allowed 8 No demand uncertainty 9 No quantity discounts available Trang 11• Relaxation  • A probability distribution of demands

Ngày tải lên: 02/03/2020, 13:56

... 1Purchasing and Supply Chain Management 3rd edition 1 Chapter 7: Purchasing Procedures, E­Procurement, and Systems Contracting Purchasing and Supply Chain Management, 3rd edition, Copyright 2013, W.  C. Benton Jr., All rights reserved ... Cost of training employees and getting suppliers to participate Trang 9Reverse Auctions • The buying firm initializes the auction by submitting a description  of the product or service. • Sellers place bids based on their offer to fulfill the buyer’s needs. ... Buying goods and services for use by the buying organization • Procuring items for resale 3 Trang 4routine. Trang 5Purchasing Tools 5 Trang 6• A negotiated agreement between buyers and sellers including:

Ngày tải lên: 02/03/2020, 13:57

... 20~25% of all outsourcing relationships fail within two  years  • Nearly half fail within five years • Conditions needed to realize expected outsourcing  benefits: • Extensive strategic assessment of the case • True commitment to a cooperative relationship ... 2• Complete transfer of a business process to an  independent external organization • Once the process is outsourced, assets are no longer  maintained • People, facilities • Equipment, technology  ... IT infrastructure and management costs • Supplier development programs costs Trang 93. Internal Coordination • The overhead expenses incurred solely due to the  decision to internally source a product or service

Ngày tải lên: 02/03/2020, 13:58

... 8Global Provider Opportunism destroying role in global outsourcing relationships: • The extent to which the service provider is inclined to deliberately  underperform or withhold resources • The extent to which the service provider is inclined to utilize  ... 1Purchasing and Supply Chain Management 3rd edition 1 Chapter 10: Global Sourcing Purchasing and Supply Chain Management, 3rd edition, Copyright 2013, W.  C. Benton Jr., All rights reserved Trang 2Current Trends ... 5Strategic Considerations of Global Sourcing against the associated risk • Exchange rate uncertainties • Direct costs of importation  • Indirect importation costs • National interests • Ethical consequences of “sweat shop” labor

Ngày tải lên: 02/03/2020, 13:58

... 6Power of a Supply Chain Member • Definition: • The ability of one channel member (the source) to influence the  actions and intentions of another supply chain member (the  target) • Characteristics: ... • Benefits of a large competitive supplier base: • Higher manufacturer bargaining power • Lower costs, higher quality, reasonable delivery times, and special  exigencies • Shelters against supply interruptions  ... A composite relationship–oriented variable • Extremely complex in nature • Affects both the target and the source  • Key factor in a supplier–buyer alliance 6 Trang 7Types of Power • Mediated power sources 

Ngày tải lên: 02/03/2020, 13:58

... Field failure and reliability requirements • Warranty agreement • Urgency to solve problems Trang 8Manufacturing Process Control • Reactive and expensive • Select production samples and examine for defectives ... Select suppliers with a TQM philosophy • Replace suppliers that ignore the TQM • Investigate customer requirements  • Include suppliers in the new product development process Trang 6TQM Implementation Failures ... Lack of leadership internally and externally 6 Trang 7• Suppliers’ quality assurance systems must be consistent with the  in­house quality requirements of the customer • PPM target agreement • Field failure and reliability requirements

Ngày tải lên: 02/03/2020, 13:59

... 1Purchasing and Supply Chain Management 3rd edition 1 Chapter 13: Price Determination Purchasing and Supply Chain Management 3rd edition, Copyright 2013 W.  C. Benton Jr.  All rights reserved Trang 2Contents ... Popular discount types: • When payments for goods and services are promptly remitted • Example: Cash discount of 3/10, net 30 • If the buyer pays within 10 days of the shipment date of the invoice, it  may deduct a 3 percent from the invoice price ... 8Pricing Methods (cont.) • Competitive bidding  • Conditions for competitive bidding: the expense of the competitive bidding process enough for both the buying and selling firms to accurately  estimate

Ngày tải lên: 02/03/2020, 13:59

... 15Formal Negotiation Seller’s Perspective VS. Buyer’s Perspective 15 Trang 16The Buyer’s Procedure for a Formal  Negotiation 16 Select team and chief negotiator Determine objectives Prepare a price/cost analysis ... Contingent rewards make a difference in negotiation outcomes 2 Purchasing organizations need to be aware of the  salesperson’s reward system 3 Management must develop stronger contingencies to  encourage purchasing effectiveness 14 Trang 15Formal Negotiation ... Qualitative or quantitative variations in the general level of payoff  values 6 Whether payoffs are based solely on one’s own profit schedule or are  based, in whole or in part, on the degree to which one’s profits exceed  those of others 7 Whether conflict is constant­sum or varying­sum

Ngày tải lên: 02/03/2020, 14:00

... The shipper owns the freight • Collect  • The consignee owns the freight • Prepaid/collect beyond  • There is a shipper’s prepayment portion of the freight and the  consignee is responsible for the balance of the payment ... Used to transport low­valued, nonperishable products  • e.g., oil, diesel fuel, jet fuel, kerosene, and natural gas 11 Trang 12Carrier Selection specific carrier within the mode must be determined movement of a product from one location to another  ... 6Mode Selection • Each of the modes has specific operating and cost  characteristics • e.g., cost, reliability, and speed • The buying professional must evaluate the trade off  between characteristics and select the most appropriate 

Ngày tải lên: 02/03/2020, 14:00

... • New equipment requires less maintenance than used equipment  employed • Used Equipment Purchases • The true value of used equipment is extremely difficult to estimate • The trade­off between:  ... Significant long term expectation of  returns 2 Trang 3The Processes 1 Department Requisition • A department requests equipment replacements and expansions • Involves the plant manager or the executive in charge of the  ... 4The Processes (cont.) 3 New Project Ideas • Capital projects categories: • Replacements • Increase quality, reduce operating expense, and provide more  efficiency • Expansion (new products) • Expand into a newly introduced product line

Ngày tải lên: 02/03/2020, 14:00

... Product management • Sourcing and contracting • Distribution and inventory management • Technology enablement  • Supply management must be elevated to an integral  component of the hospital executive management team ... Rank the needs within and among the departments 5. Enter information into a database  • Develop a comprehensive database   Trang 15• The process: 1) Develop a list of functional specifications  • Necessary feature • Desirable feature ... cost has become extremely important Trang 8Hospital Supply  Management Trends • Training and education have become a key priority  • Reduction in inventory levels is becoming less important  • More of the supply managers report to VP­level upper 

Ngày tải lên: 02/03/2020, 14:01

... Large, task­diverse outsource arrangements – Require higher level of control and coordinate to  be effective – The cost may largely nullify the benefits of lower  labor rates, provider economies of scale, and so  ... Adequacy of site management – Relationship between the owner and the contractor  • Plan using schedule before preforming any  function Purchasing and Supply Chain Management  3rd edition, Copyright 2013 W. C. Benton Jr.,  ... Establish the planned rate of progress 3. Form the basis for management to issue  instructions to subordinates 4. Establish the planned sequence for the use of  manpower, materials, machines, and money Before Starting Project

Ngày tải lên: 02/03/2020, 14:01

... productivity  Net income per employee  Revenue (or sales) per employee  Asset productivity  Receivables turnover ratio  Inventory turnover Trang 11Careers in Operations and Supply Chain Management Trang ... differences between services and goods producing processes. 3. Define efficient and effective operations. 4. Identify operations and supply chain management career opportunities. Trang 3Strategy, ... pioneered by the J apanese Service quality and productivity Total Quality Management (TQM) and Quality Certification programs Business Process Reengineering (BPR) Electronic commerce Service

Ngày tải lên: 05/11/2020, 03:32