4 900 words required…………………. e-Procurement Business Case Development Team B ISCOM/361 e-Procurement Business Case Development A commodity product includes a series of physical substances that have basic use that could be taken from natural sources. The company we chose to write about and that has a commodity product is the Bean Company. It is a company that sells 100% organic, healthy Arabica bean coffee. The customers can purchase whole beans, already ground up beans, or in K-cup form. However, typically the company is popular for the coffee beans more so than the other variety it offers. For instance, this paper involves all activities in e-Procurement that allows a commodity product to be released in an easy way because the company uses tools such as ERP and MRP that includes transactions, forecasting, and among other challenges with these systems to create a better flow in production. Define the elements of e-Procurement employed with the commodity supplier. ERP/MRP system ERP and MRP codes represent systems that a business utilizes to ensure they are coordinating their planning activities according with the production process. ERP (Enterprise Resource Planning) allows the company to cover areas that include accounting and purchase ledgers, human resources including payroll and time sheets, supply chain such as stock control and purchasing, or warehouse data to manage every document. Similarly, MRP (Manufacturing Resource Planning) focusses on sales, job costing, purchasing and production orders. Both are necessary in manufacturing because they facilitate upper management to locate their resources and to control inventory levels of raw material as well as final products or services. Transactions These agreements are made between two parties, the supplier and the buyer in which they both exchange products or services that will turn into payments. These transactions can get complicated if they are not clear or if the parties have not settle their terms and conditions. Every company is responsible to be accounted for their financial records and tax reports. For instance, some of these transactions include, credits, deposits, and among other forms of payment rules to make sure each party is corresponding to their agreements. Moreover, each company has their internal control of what financial transaction are being made and one department is responsible to authorize purchases, receipts, and payments. Forecasting Forecasting is a vital yet demanding job in supply chain that consists of a full-time position, making sure and understanding what is needed ahead of time will help keep the company producing products in a more productive manner. As a supply chain manager, it is your duty to save the corporation costs as needed, and by forecast supplies that are needed you can order in larger quantities with better pricing. Having a software that can analyze history of products will better be able direct you to not over or under ...

1. 4
900 words required………………….
e-Procurement Business Case Development
Team B
ISCOM/361
e-Procurement Business Case Development
A commodity product includes a series of physical substances
that have basic use that could be taken from natural sources.
The company we chose to write about and that has a commodity
product is the Bean Company. It is a company that sells 100%
organic, healthy Arabica bean coffee. The customers can
purchase whole beans, already ground up beans, or in K-cup

2. form. However, typically the company is popular for the coffee
beans more so than the other variety it offers. For instance, this
paper involves all activities in e-Procurement that allows a
commodity product to be released in an easy way because the
company uses tools such as ERP and MRP that includes
transactions, forecasting, and among other challenges with these
systems to create a better flow in production.
Define the elements of e-Procurement employed with the
commodity supplier.
ERP/MRP system
ERP and MRP codes represent systems that a business utilizes
to ensure they are coordinating their planning activities
according with the production process. ERP (Enterprise
Resource Planning) allows the company to cover areas that
include accounting and purchase ledgers, human resources
including payroll and time sheets, supply chain such as stock
control and purchasing, or warehouse data to manage every
document. Similarly, MRP (Manufacturing Resource Planning)
focusses on sales, job costing, purchasing and production
orders. Both are necessary in manufacturing because they
facilitate upper management to locate their resources and to
control inventory levels of raw material as well as final
products or services. Transactions
These agreements are made between two parties, the supplier
and the buyer in which they both exchange products or services
that will turn into payments. These transactions can get
complicated if they are not clear or if the parties have not settle
their terms and conditions. Every company is responsible to be
accounted for their financial records and tax reports. For
instance, some of these transactions include, credits, deposits,
and among other forms of payment rules to make sure each
party is corresponding to their agreements. Moreover, each
company has their internal control of what financial transaction
are being made and one department is responsible to authorize
purchases, receipts, and payments.
Forecasting

3. Forecasting is a vital yet demanding job in supply chain that
consists of a full-time position, making sure and understanding
what is needed ahead of time will help keep the company
producing products in a more productive manner. As a supply
chain manager, it is your duty to save the corporation costs as
needed, and by forecast supplies that are needed you can order
in larger quantities with better pricing. Having a software that
can analyze history of products will better be able direct you to
not over or under order supplies needed.
Ordering
In E-Procurement the ordering process can same the employee’s
time and allows them to concentrate on much more critical tasks
at hand. When ordering through the system there is a process
that it needs to go through that consists of the employee that
needs the supplies creates a requisition in the system that gets
sent to his direct supervisor for approval, once the supervisor
has reviewed the requisition he approves it, then the purchasing
team is able to pull this in on a report of approved requisitions
and is able to create a purchase order to send electronically
transmit to the supplier.
Advance shipping notification
“Advanced Shipping Notice (ASN) is an electronic
notification of an upcoming delivery which is sent directly from
a supplier or third-party logistics company to a buyer, in
advance of the shipment. The content of the ASN typically
includes:
· order information
· delivery date and time
· location information
· pallet codes
· product details
· physical characteristics of the delivery, such as the type of
packaging, and
· information about the carrier” ("True Commerce", 2018).
One of the goals of any advanced shipping notification is to
allow any buyer to prepare for the incoming delivery and

4. expedite the receiving process. This allows the buyer to review
the information before hand, designate a storage location based
on the load size, and utilize the codes to scan products into
inventory.
Financial transactions
We want to use a system that saves us time and makes our
transactions more efficiently. We have a lot of support from
electronic handling that supports any purchasing and will
increase some transaction’s speed. We know that we need to
maintain an establish relationship with our supplier’s cycles so
that they can speed their process as well. By using financial
transactions, we can eliminate unplanned issues, so we can
focus our operations in other valuable areas. E-procurement will
save us money because it avoids our team to spend more time in
double spending or buying unnecessary products. Moreover,
using these systems saves us costs regarding paper-based
systems including the cost of mail. We need to have a solid
business that increases working capital and operating profit at
the same time that increases our payment optimization when the
business is having negative rates.
Supplier Communication
Explain the benefits of e-Procurement.
e-Procurement has many benefits including lowering costs,
visibility of spending, productivity, control, and technology. ("5
E-Procurement Advantages", 2017). E-Procurement eliminates
paperwork, in which reduces reworks and errors. This causes
less costs for mistakes. This also shows how spending is
conducting, where all reports are visible. Selecting what is
needed for productivity is easier, which puts more time where it
matters. Standards can be easier stated and followed, to where
controls can set the standard. Using technology, reduces
paperwork, and creates electronic forms, this reduces the carbon
footprint.
Identify the challenges of implementing and maintaining an e-
Procurement system and recommend mitigation actions.
Some of the challenges that a company faces when

5. implementing e-Procurement is that it is a constant changing
system. Some of the users or customers might refuse to use it or
would create resistance to the system. It is important that we
acknowledge all possible challenges by training our staff
internal and external and to constant communicate with our
customers to ensure they are aware of the programs we offer.
Moreover, adopting change and new technology with a new e-
Procurement can cause our customers an inability to integrate to
our system, and gives the company conflicts when we send them
or receive orders.
Commodity products, or products with physicality are
interchangeable with other same products. Determining
effective E-Procurement decisions is valuable in the supply
chain process. With the use of ERP and MRP systems,
procurement processes are made much more efficient and
effective. These systems benefit internal transactions such as
forecasting, ordering, and advanced shipping notifications.
Supplier communications are imperative to ensure the supply
chain works flawlessly and can determine the success or failure
of a company. Benefits of E-procurement include reduced
transaction times, increased standardizations and productivity,
simple configurations and scalability, and increased
efficiencies. Challenges implementing E-procurement processes
include; lack of trust and security problems, difficulty
implementing IT systems, and reluctant suppliers.
References:
5 E-procurement advantages (2017). Retrieved from
https://www.purchasing-procurement-center.com/e-
procurement-advantages.html
Johnson, P.F. & Flynn, A. (2014) Purchasing and supply

6. management (15th ed.). New York, NY: McGraw-Hill.
True Commerce (2018). Retrieved from
https://www.truecommerce.com/uk-en/resources/faq-eng/what-
is-asn
1
81100 words required………..Effective Supplier Evaluations
ISCOM 361 - Purchasing and Procurement
Effective Supplier Evaluations
In today's highly competitive markets, supplier selection is a
crucial component to our business survival. In the past months,
we have had multiple issues with our suppliers. We have
experienced an unfavorable trend in low productivity because of
the supplier's lack of component availability, re-working of
product, and increased inventory levels of nonconforming
material. As a result, we have not been able to effectively
measure supplier performance due to a lack of knowledge of the
different metrics, and which ones will implement positive
changes in our supply chain process. Our company is currently
working on an expansion project and working to become
ISO9001 certified, part of this certification requires supplier
evaluation. As we have researched Supplier Evaluation, we are
recommending implementing this process immediately. In this
presentation, will discuss the purpose of this process, provide a
template for approval, discuss the implementation plan,
communicating the new process to our suppliers, and how this
data will drive performance improvements.
Purpose of a Supplier Evaluation Process
Supplier selection is a key component in our business
operations. The products and services we receive, ultimately
determine our customer's satisfaction. As we have previously
discussed, we have been experiencing multiple issues with our

7. current vendors, some of which could have been avoided if we
had evaluated our suppliers. "The way we approach supplier
evaluation may turn out to be the difference between a short,
difficult arrangement and a long-lasting, productive business
relationship" (Balle, 2018). When we select suppliers and make
business purchases, our goal is to get the best products for the
right price. The purpose of a Supplier Evaluation Process is to
ensure the vendors are complying with our requirements
develop a system of reporting that “demands suppliers conduct
business fairly, honestly, safely and in adherence to local, state
and federal laws. By establishing these requirements, we set
expectations for performance. Key performance areas may
include assurance of supply, responsiveness, support costs and
product or service quality” (Duggan, 2018).
Evaluation Criteria, Implementation, and Template
As we work to obtain our ISO9001 certification, we are required
“to document the following:
· Quality Manual
· Quality Policy
· Quality Objectives
· Quality Records
· Six Procedures
1. Control of Documents (4.2.3)
2. Control of Records (4.2.4)
3. Internal Audit (8.2.2)

8. 4. Control of Nonconforming Product (8.3)
5. Corrective Action (8.5.2)
6. Preventive Action (8.5.3)”
By implementing these standards, it will help our company to
meet our customers’ requirements for their product/service
while fulfilling any regulatory requirements ("9000 Store",
2018). As we researched other company’s supplier evaluation,
we structured our assessment to include the following criteria:
(1) Timeliness, (2) Product Quality, (3) Price, (4) Terms and
Conditions (5) Credit Rating (6) Support Tech & Sales, (7)
Customer Support, (8) Reputation, (9) Compliance, and (10)
Overall performance. We are recommending the use of the
following template:
VENDOR EVALUATION FORM
DATE:
TIME:
EMPLOYEE NAME:
EMPLOYEE TITLE:
VENDOR INFORMATION
COMPANY NAME:
PHONE: FAX:
COMPANY STREET ADDRESS:
CITY: STATE:

9. COMPANY CONTACT:
DELIVERY DRIVER:
VENDOR EVALUATION
1
2
3
4
5
Timeliness
Deliveries – On time
Response Time
Product Quality
Reliability
Conformance

10. Durability
Price
Competitive
Consistent
Terms and Conditions
Meets Overall Contract Requirement’s
Meets Delivery Requirement’s

11. Meets Price Requirement’s
Credit Rating
Company Score
Financial Stability Review
Support
Experience Rating
Sales – New Products Notification

12. Technical Support
Customer Support
Customer Satisfaction
Response Time
Reputation
Client References

13. Reviews Status
Compliance
Compliances to Local Regulations
Compliant with Facility Requirement’s
Compliant with Safety Regulation’s
Overall Rating
EVALUATION FOLLOW UP

14. EVALUATOR NAME:
TITLE:
SIGNATURE:
DATE
VENDOR CONTACT REQUIRED: YES
NO
VENDOR CONTACT DATE: TIME:
RESULTS:
Accompanies with this new process, when we contract with a
vendor, these meetings will be face to face with the vendors. In
this meeting, we will review our expectations, and provide the
vendor with a welcome binder, including our “quality manual,
quality policy, quality objectives, quality records and six
procedures” ("9000 Store", 2018). Our goal in this process to
set our expectations, and begin to build our vendor/client
relationship.
Supplier Communication Plan
“A company that institutes supplier metrics also must provide
performance feedback to its suppliers. Feedback must come in
the form of actionable feedback, for example sending an e-mail
stating that a supplier had an 80 percent on-time performance
metric does not engage the supplier to improve. This
information is best given in a one-on-one environment, where
an open dialogue exists. Sending a supplier, a spreadsheet
report of his service via e-mail devalues the supplier and the
company’s relationship with the supplier" (Hamlett, 2018). Our
recommendation is to meet with our suppliers on a regular
basis. This can be monthly, bi-monthly or even quarterly. The
purpose is to discuss what is going right, and what areas need
improvements. These meetings should be scheduled, organized
and documentation should be provided for the vendors to
references. In the event of major issues, that need immediate
resolution, emails with pictures and documentation can prove
valuable. It is key to remember that "the result of measuring
supplier performance comes in the form of results or increased

15. value gained from the supplier" (Hamlett, 2018). Open
communication and a strong working relationship is the
foundation of good supplier performance and continuous
improvements. Our goal is to develop these relationships,
through the common goal of customer satisfaction. As our
business adapts, so must our vendors, this will ensure we meet
our customer's needs.
Evaluation of Data and Supplier Performance Improvements
“Continuous improvement; speed to market; customer,
employee, and supplier satisfaction; and global competitiveness
require dedication to productivity and value-adding activities.
These organizational goals drive management attitudes to
quality, quantity, and delivery, with profound impact on the
acquisition process. This is evident in supply management’s
focus on inventory reduction and shortened lead times. (Johnson
& Flynn, 2015, 200). When working with suppliers, there are
going to be issued, and unforeseen occurrences. Our success is
directly linked with that of our suppliers. It is how we evaluate
the data and drive performance improvements that will make the
difference. To reduce our company's risk, and to mitigate our
damages we will be introducing a team whose focus will be
receiving. This team will report directly to the Warehouse Chief
Operations Manager, and can communicate the following to our
suppliers when pushing for improvements:
· “Understand the needs of the business – Ensure our suppliers
clearly understand, and can comply with the needs of our
business. When improvements are required, communicate the
what improvements are required.
· Define measurements - Identifying key performance indicators
or other measurement indicators by which you judge supplier
improvement, discuss the implementation of these measures

16. with the vendor.
· Monitor the output - The measurement regime is in place and
suppliers are on-board, our company must monitor the resultant
flow of information. Whatever the agreed time-frame (either
daily, weekly, monthly or quarterly) both the buyer and the
business stakeholders must have visibility of all the relevant
data-points. The buyer’s role is to ensure that these data are
extant but also that they are disseminated to the relevant
parties” (Webb, 2017).
In the event our performance goals are not met by the vendor,
we then adjust course and proceed to vet other vendors based
upon our criteria. Moving forward, we recommend this be the
standard operating procedure with new, and existing vendors.
Conclusion
“Outstanding supplier performance requires extensive
communication and cooperation between various representatives
of the buying organization and the selling organization over a
long period. Progressive thinking and planning is a further
assurance of improved quality tomorrow” (Johnson & Flynn,
2015, 372). Our goal as a company is ultimately customer
satisfaction, this requires procuring quality products, through
reputable quality vendors. We are hoping that this proposal
helps our company move past the supplier issues, and creates a
process that will reduce the unacceptable risk product related
issues.
References
9000 Store (2018). Retrieved from https://the9000store.com/iso-
9000-tips-iso-9001-requirements/iso-9000-tips-documentation-
requirements/
Balle, L. (2018). Chron - Approach in Supplier Evaluation.
Retrieved from https://smallbusiness.chron.com/approach-

17. supplier-evaluation-5164.html
Duggan, T. (2018). Chron - How to Manage Supplier
Performance. Retrieved from
https://smallbusiness.chron.com/manage-supplier-performance-
43677.html
Hamlett, K. (2018). Chron - Supplier Performance Analysis.
Retrieved from https://smallbusiness.chron.com/supplier-
performance-analysis-3293.html
Johnson, P. F., & Flynn, A. E. (2015). Purchasing and Supply
Management (15th ed.). Retrieved from
https://phoenix.vitalsource.com
Webb, J. (2017). Forbes - How to Improve Supplier
Performance: 4 Steps to Fix A Misfiring Supply Chain.
Retrieved from
https://www.forbes.com/sites/jwebb/2017/05/29/how-to-
improve-supplier-performance-4-steps-to-fix-a-misfiring-
supply-chain/#18ce30356111