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IBM would likely develop long-term, collaborative relationships with Keytronic focused on mutual benefits rather than individual transactions. Relationship purchasing requires focus on supplier retention through close cooperation and information sharing to improve factors like price, quality, and delivery. These types of relationships are useful as they allow IBM and Keytronic to work together innovatively as partners to achieve their goals. For the 'DimS' product, Paul should use a strategic alliance relationship strategy. This high-volume manufacturing industry benefits from a close, cooperative relationship where risks and rewards are shared. A strategic alliance allows for network sourcing through collaborative planning and is well-suited for the product's needs.
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SUPPLIER SELECTION AND EVALUATION
• Make Versus Buy
• Benefit of Outsourcing
• Source of Supplier Information
• Strategis Selection
• Supplier Relationship Management (SRM)
• Industry Example
Customer relationship management and supply chain management
Customer relationship management (CRM) is a model for managing a company's interactions with current and future customers using technology to organize sales, marketing, customer service, and technical support. CRM helps companies identify and reward loyal customers to retain business, acquire new customers through improved marketing efficiency, and enhance customer service to keep customers happy. Effective CRM requires centralizing customer data, supporting mobility, and flexibility to customize the software to user needs.
Strategic Sourcing
1. Strategic sourcing is a continuous process that involves discovering, prioritizing, improving, and re-evaluating sourcing activities to achieve cost savings and meet business needs.
2. The document outlines a 9-step process for strategic sourcing, beginning with internal research to analyze company spend data, categorize spending, evaluate risks, select project scope, and conduct spend, cost structure, and total cost of ownership analyses.
3. The first step of internal research lays the groundwork for subsequent steps by gathering and analyzing internal company data to understand spending patterns and costs. This information is then used to inform strategic sourcing decisions.
SUPPLY CHAIN MANAGEMENT
This chapter introduces supply chain management and discusses how changes in the business landscape necessitated a shift towards a supply chain approach. It outlines the key drivers of change, including the empowered consumer, industry deregulation, globalization, and advancing technology. The chapter also defines supply chain management and describes the development of the supply chain concept. It explains the benefits of effective supply chain practices through case studies and discusses characteristics of modern supply chain approaches, such as inventory visibility, pull systems, and collaborative relationships between partners.
Quality By Design Total Quality Management
The document discusses key aspects of Quality by Design (QbD), including:
- Definitions of quality and QbD
- Benefits of QbD such as faster product development and better quality
- Tools used in QbD such as design of experiments, statistical process control, and computer-aided manufacturing
- Potential misconceptions around QbD such as confusing it with inspection techniques or believing it guarantees success
- Pitfalls to avoid like changing specifications during design or using tight tolerances to force a one-pass design
Vendor Management
This document outlines the vendor management process from initial setup of a vendor database to ongoing evaluation and termination if needed. It involves researching potential vendors, getting quotes, evaluating vendors based on questionnaires and audits, selecting a vendor, creating contracts, ongoing performance reviews, and procedures for termination.
Supplier Relationship Management
The document discusses supplier relationship management as a key process in supply chain management. It defines supply chain management as integrating business processes from suppliers to end customers to add value. It describes supplier relationship management as providing the structure for developing and maintaining relationships with suppliers, including performance agreements to balance the needs of both parties. The goal is to improve customer service, costs, and profits through collaborative relationships rather than transactional interactions.
Introduction to Supply Chain Management
This document summarizes key concepts from Chapter 1 of a supply chain management textbook. It discusses what a supply chain is, including the flow of products and services from raw materials to end consumers. It also covers types of products, the global nature and complexity of supply chains, uncertainty and risks, and the evolution and objectives of supply chain management. Specific examples are provided to illustrate concepts around complexity, costs, and issues in managing supply chains.
Recommended
SUPPLIER SELECTION AND EVALUATION
• Make Versus Buy
• Benefit of Outsourcing
• Source of Supplier Information
• Strategis Selection
• Supplier Relationship Management (SRM)
• Industry Example
Customer relationship management and supply chain management
Customer relationship management (CRM) is a model for managing a company's interactions with current and future customers using technology to organize sales, marketing, customer service, and technical support. CRM helps companies identify and reward loyal customers to retain business, acquire new customers through improved marketing efficiency, and enhance customer service to keep customers happy. Effective CRM requires centralizing customer data, supporting mobility, and flexibility to customize the software to user needs.
Strategic Sourcing
1. Strategic sourcing is a continuous process that involves discovering, prioritizing, improving, and re-evaluating sourcing activities to achieve cost savings and meet business needs.
2. The document outlines a 9-step process for strategic sourcing, beginning with internal research to analyze company spend data, categorize spending, evaluate risks, select project scope, and conduct spend, cost structure, and total cost of ownership analyses.
3. The first step of internal research lays the groundwork for subsequent steps by gathering and analyzing internal company data to understand spending patterns and costs. This information is then used to inform strategic sourcing decisions.
SUPPLY CHAIN MANAGEMENT
This chapter introduces supply chain management and discusses how changes in the business landscape necessitated a shift towards a supply chain approach. It outlines the key drivers of change, including the empowered consumer, industry deregulation, globalization, and advancing technology. The chapter also defines supply chain management and describes the development of the supply chain concept. It explains the benefits of effective supply chain practices through case studies and discusses characteristics of modern supply chain approaches, such as inventory visibility, pull systems, and collaborative relationships between partners.
Quality By Design Total Quality Management
The document discusses key aspects of Quality by Design (QbD), including:
- Definitions of quality and QbD
- Benefits of QbD such as faster product development and better quality
- Tools used in QbD such as design of experiments, statistical process control, and computer-aided manufacturing
- Potential misconceptions around QbD such as confusing it with inspection techniques or believing it guarantees success
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This document outlines the vendor management process from initial setup of a vendor database to ongoing evaluation and termination if needed. It involves researching potential vendors, getting quotes, evaluating vendors based on questionnaires and audits, selecting a vendor, creating contracts, ongoing performance reviews, and procedures for termination.
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The document discusses supplier relationship management as a key process in supply chain management. It defines supply chain management as integrating business processes from suppliers to end customers to add value. It describes supplier relationship management as providing the structure for developing and maintaining relationships with suppliers, including performance agreements to balance the needs of both parties. The goal is to improve customer service, costs, and profits through collaborative relationships rather than transactional interactions.
Introduction to Supply Chain Management
This document summarizes key concepts from Chapter 1 of a supply chain management textbook. It discusses what a supply chain is, including the flow of products and services from raw materials to end consumers. It also covers types of products, the global nature and complexity of supply chains, uncertainty and risks, and the evolution and objectives of supply chain management. Specific examples are provided to illustrate concepts around complexity, costs, and issues in managing supply chains.
Purchasing and Supply Management
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FINANCIAL SUPPLY CHAIN MANAGEMENT
Financial supply chain management (FSCM) uses software tools and processes to optimize an organization's finances related to product flow. It integrates financial processes with physical supply chain operations to increase profitability and minimize expenses. FSCM allows leaders to monitor key performance indicators, industry trends, and compare results to projections. Effective FSCM coordinates activities like sourcing, production, and logistics across an enterprise and with partners to identify opportunities to benefit the organization and its customers financially.
Supplier evaluation & selection
Supplier evaluation & selection
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Objective
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Involvement
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Process
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Issues
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Numerical
Role of Information Technology in BPR
This document discusses the role of information technology (IT) in business process reengineering (BPR). IT capabilities like shared databases, expert systems, and decision support tools can help reshape how business is done and make BPR and IT natural partners. IT can act as an enabler during process design, a facilitator while designing new processes, and an implementer after process design is complete. Specific IT roles include enabling transactions, linking geographically dispersed resources, increasing speed, enabling automation, facilitating analysis, and managing information and knowledge. The principles of reengineering proposed by Hammer emphasize organizing around outcomes, having end users perform processes, treating dispersed resources as centralized, and capturing information once at the source.
How do institutional buyers and government agencies do their buying
Institutional markets like governments are major buyers of goods and services, typically requiring suppliers to submit bids where the contract is often awarded to the lowest bidder. Considerable paperwork is required from suppliers as government procedures are elaborate and must meet legal requirements, sometimes floating global tenders for large complex projects that involve major R&D costs and risks and are negotiated instead of awarded solely based on price.
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This document discusses improving supply chain performance by linking it to the balanced scorecard. It outlines current supply chain measures and perspectives in the balanced scorecard. It then proposes linking the two by identifying performance measures that align the internal, financial, innovation/learning, and customer perspectives of the balanced scorecard with goals like unit cost reduction, time reduction, waste reduction, and flexible response in the supply chain. Aligning key performance indicators across these perspectives can help optimize supply chain performance.
Negotiation with the suppliers
This document discusses negotiation with suppliers and source selection. It provides details on the negotiation process before, during, and after negotiations. Key factors in negotiations include preparation, knowledge, listening skills, and maintaining a positive attitude. When selecting a source, the document outlines successive stages of searching, selecting, negotiations, trial orders, and rating suppliers. Important considerations for source selection include the supplier's financial soundness, flexibility, size, and past association with the organization.
Procurement Presentation
This presentation discusses the importance of procurement policies, contract management, supplier management, and performance monitoring. It outlines the benefits of these practices, which include cost savings, compliance, visibility, efficiency, and risk reduction. Specific policies and tools are also presented, such as developing procurement guidelines, tracking purchases against contracts, consolidating supply chains, defining key performance indicators for suppliers, and using software to evaluate suppliers.
Sourcing Strategy Development
This document provides a guide for developing a strategic sourcing strategy in 6 steps: 1) Analyze current spending, 2) Assess supplier markets, 3) Issue a supplier survey, 4) Review responses and select finalists, 5) Define target performance metrics and costs, and 6) Select and communicate with suppliers. The goal is to take an organized, collaborative approach to leverage spending and select suppliers that can create the most value by meeting quality, cost, and other objectives. Key aspects include understanding total cost of ownership, defining a target "to be" state, and setting clear performance metrics for supplier evaluation and continuous improvement.
global supply chain managment
Global supply chain management involves planning and coordinating all supply chain activities, including sourcing, procurement, manufacturing, logistics, and distribution. It aims to integrate supply and demand management across companies and their suppliers and customers. The global supply chain includes suppliers, corporations, and customers, with the flow of information, products, and funds between them. Key supply chain activities are purchasing, manufacturing, logistics, distribution, transportation, and marketing. The supply chain can be simple, involving a supplier, company, and customer, or extended to include additional suppliers, customers, and service providers.
Supplier development program
Supplier development programs are strategic techniques used by companies to improve supplier performance and competitiveness. They motivate suppliers to provide better services at lower costs through continuous evaluation, measurement of goals, rewards for high-performing suppliers, and fostering competition. This enhances the supply chain and allows companies to reduce production costs while improving efficiency, outsourcing capabilities, and customer responsiveness. Supplier development is critical for companies because it cuts costs while increasing productivity and profit margins.
Supply chain risk management
Supply chain risk management (SCRM) is "the implementation of strategies to manage both everyday and exceptional risks along the supply chain based on continuous risk assessment with the objective of reducing vulnerability and ensuring continuity".
SCRM attempts to reduce supply chain vulnerability via a coordinated holistic approach, involving all supply chain stakeholders, which identifies and analyses the risk of failure points within the supply chain. Mitigation plans to manage these risks can involve logistics, finance and risk management disciplines; the ultimate goal being to ensure supply chain continuity in the event of a scenario which otherwise have interrupted normal business and thereby profitability.
Digital Supply Chain
The document discusses trends in digital supply chain management, including a move toward centralized procurement and cost tracking, better forecasting and information sharing, and increasing pressure to reduce costs. Other trends include working more closely with suppliers to shorten lead times and reduce complexity, reorganizing supply networks through consolidation and cost reduction, increasing use of e-business and data analytics, and automating more processes using real-time updates and simulation tools.
procurement overview
The document provides an overview of procurement procedures for development projects funded by IFAD. It discusses the importance of proper procurement, responsibilities of various parties, regulatory frameworks, procurement methods, and key steps in the procurement process. The roles of the borrower/project management unit and IFAD are outlined. Misprocurement and the review of prequalification of bidders are also covered.
Strategic sourcing
Strategic sourcing involves systematically analyzing internal and external data to develop an optimal supplier strategy. It aims to optimize spend, improve quality, increase ROI, and cut costs through partnership with a limited number of suppliers. The process identifies current spending and viable suppliers, develops sourcing approaches, issues RFPs, negotiates with suppliers, and integrates and monitors selected suppliers. Benefits include estimated 5-10% savings, collaborative spending improvements, new performance metrics, innovation, and better teamwork. Most Fortune 500 companies use strategic sourcing.
Indirect procurement
Most sourcing organizations focus on direct procurement, potentially overlooking indirect procurement and missing key opportunities to reduce spend. As indirect purchases increasingly become a larger percentage of overall spend, for many organizations, indirect procurement can be a diamond in the rough. This article makes the arguement that the value of indirect procurement should not be overlooked.
Creating and Managing Supplier Relationships
Companies require their suppliers to deliver innovative and quality products not only in just-in-time (JIT) fashion, but also at a competitive price.
Good supplier relations can provide many benefits such as flexibility in terms of delivery, better quality, better information, and better material flows between buyers and suppliers.
Selecting the right supply partners and successfully managing these relationships over time is thus strategically important; it is often stated that “a firm is only as good as its suppliers.”
Third party logistics
The document discusses third party logistics (3PL) providers. It begins by defining 1PL, 2PL, 3PL and 4PL providers and their roles in the supply chain. It then covers the evolution of 3PL, services provided, benefits of using 3PL, types of 3PL providers including transportation-based, warehouse/distribution-based and more. New technologies in 3PL and relationship management are also discussed. The document concludes with a case study on selecting a 3PL using multi-criteria decision making.
Supply chain management
The document discusses supply chain management concepts through a case study on Walmart's supply chain operations and another case study on Tata Nano's target costing approach.
The key points are:
1) Walmart simplified its supply chain by reducing inventory and using information to track goods more efficiently. This allowed faster transportation and delivery to stores.
2) Tata Nano used target costing to design the Nano, assigning cost targets to components to drive costs out of the supply chain. This involved reducing inventory, eliminating delays, and optimizing transportation networks.
3) Effective supply chain management can improve both efficiency through reduced costs and responsiveness through faster fulfillment of customer demand.
Buyer supplier relationship
The document discusses various types of buyer-supplier relationships including transactional relationships, value-added exchanges, and collaborative/partnering relationships. It compares and contrasts transactional relationships with partnerships. Strategic alliances are defined as relationships based on mutual trust and open communication to reduce costs and improve quality. Supplier development aims to increase supplier efficiency through assistance. Effective buyer-supplier relationships require communication, trust, and a team approach. Relationship management also depends on internal team dynamics and understanding each party's goals.
Analyzing Business Market
This document summarizes key aspects of business-to-business marketing and the organizational buying process. It defines business markets and how they differ from consumer markets. It describes the different participants in the organizational buying center and the stages in the buying process. Finally, it discusses strategies for building strong relationships with business customers, including managing risks and opportunities, and approaches for marketing to institutional and government buyers.
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Purchasing and Supply Management
• Purchasing Manager, Buyers, and Purchasing Agent
• The Supply Management Process
• Purchasing Dollar Responsibility
• Potential for Profit
• Integrated Supply Management (ISM)
• Annual Inventory-Ordering-Transportation Cost
• Organizing for Purchasing
• Centralized versus Decentralized Purchasing
• The Future Organization Concept
• The Supply Management Concept
STRATEGIC OUTSOURCING
• Why do Organizations Outsource Business Process
• The Hidden Costs of Outsourcing
• Core Competencies
• Outsourcing Trends
• Element Strategic Outsourcing
FINANCIAL SUPPLY CHAIN MANAGEMENT
Financial supply chain management (FSCM) uses software tools and processes to optimize an organization's finances related to product flow. It integrates financial processes with physical supply chain operations to increase profitability and minimize expenses. FSCM allows leaders to monitor key performance indicators, industry trends, and compare results to projections. Effective FSCM coordinates activities like sourcing, production, and logistics across an enterprise and with partners to identify opportunities to benefit the organization and its customers financially.
Supplier evaluation & selection
Supplier evaluation & selection
Introduction
Objective
Importance
Involvement
Key supplier evaluation criteria
Process
Methods of supplier Evaluation
Issues
Characteristics of a Good Supplier
Numerical
Role of Information Technology in BPR
This document discusses the role of information technology (IT) in business process reengineering (BPR). IT capabilities like shared databases, expert systems, and decision support tools can help reshape how business is done and make BPR and IT natural partners. IT can act as an enabler during process design, a facilitator while designing new processes, and an implementer after process design is complete. Specific IT roles include enabling transactions, linking geographically dispersed resources, increasing speed, enabling automation, facilitating analysis, and managing information and knowledge. The principles of reengineering proposed by Hammer emphasize organizing around outcomes, having end users perform processes, treating dispersed resources as centralized, and capturing information once at the source.
How do institutional buyers and government agencies do their buying
Institutional markets like governments are major buyers of goods and services, typically requiring suppliers to submit bids where the contract is often awarded to the lowest bidder. Considerable paperwork is required from suppliers as government procedures are elaborate and must meet legal requirements, sometimes floating global tenders for large complex projects that involve major R&D costs and risks and are negotiated instead of awarded solely based on price.
Supply Chain Performance
This document discusses improving supply chain performance by linking it to the balanced scorecard. It outlines current supply chain measures and perspectives in the balanced scorecard. It then proposes linking the two by identifying performance measures that align the internal, financial, innovation/learning, and customer perspectives of the balanced scorecard with goals like unit cost reduction, time reduction, waste reduction, and flexible response in the supply chain. Aligning key performance indicators across these perspectives can help optimize supply chain performance.
Negotiation with the suppliers
This document discusses negotiation with suppliers and source selection. It provides details on the negotiation process before, during, and after negotiations. Key factors in negotiations include preparation, knowledge, listening skills, and maintaining a positive attitude. When selecting a source, the document outlines successive stages of searching, selecting, negotiations, trial orders, and rating suppliers. Important considerations for source selection include the supplier's financial soundness, flexibility, size, and past association with the organization.
Procurement Presentation
This presentation discusses the importance of procurement policies, contract management, supplier management, and performance monitoring. It outlines the benefits of these practices, which include cost savings, compliance, visibility, efficiency, and risk reduction. Specific policies and tools are also presented, such as developing procurement guidelines, tracking purchases against contracts, consolidating supply chains, defining key performance indicators for suppliers, and using software to evaluate suppliers.
Sourcing Strategy Development
This document provides a guide for developing a strategic sourcing strategy in 6 steps: 1) Analyze current spending, 2) Assess supplier markets, 3) Issue a supplier survey, 4) Review responses and select finalists, 5) Define target performance metrics and costs, and 6) Select and communicate with suppliers. The goal is to take an organized, collaborative approach to leverage spending and select suppliers that can create the most value by meeting quality, cost, and other objectives. Key aspects include understanding total cost of ownership, defining a target "to be" state, and setting clear performance metrics for supplier evaluation and continuous improvement.
global supply chain managment
Global supply chain management involves planning and coordinating all supply chain activities, including sourcing, procurement, manufacturing, logistics, and distribution. It aims to integrate supply and demand management across companies and their suppliers and customers. The global supply chain includes suppliers, corporations, and customers, with the flow of information, products, and funds between them. Key supply chain activities are purchasing, manufacturing, logistics, distribution, transportation, and marketing. The supply chain can be simple, involving a supplier, company, and customer, or extended to include additional suppliers, customers, and service providers.
Supplier development program
Supplier development programs are strategic techniques used by companies to improve supplier performance and competitiveness. They motivate suppliers to provide better services at lower costs through continuous evaluation, measurement of goals, rewards for high-performing suppliers, and fostering competition. This enhances the supply chain and allows companies to reduce production costs while improving efficiency, outsourcing capabilities, and customer responsiveness. Supplier development is critical for companies because it cuts costs while increasing productivity and profit margins.
Supply chain risk management
Supply chain risk management (SCRM) is "the implementation of strategies to manage both everyday and exceptional risks along the supply chain based on continuous risk assessment with the objective of reducing vulnerability and ensuring continuity".
SCRM attempts to reduce supply chain vulnerability via a coordinated holistic approach, involving all supply chain stakeholders, which identifies and analyses the risk of failure points within the supply chain. Mitigation plans to manage these risks can involve logistics, finance and risk management disciplines; the ultimate goal being to ensure supply chain continuity in the event of a scenario which otherwise have interrupted normal business and thereby profitability.
Digital Supply Chain
The document discusses trends in digital supply chain management, including a move toward centralized procurement and cost tracking, better forecasting and information sharing, and increasing pressure to reduce costs. Other trends include working more closely with suppliers to shorten lead times and reduce complexity, reorganizing supply networks through consolidation and cost reduction, increasing use of e-business and data analytics, and automating more processes using real-time updates and simulation tools.
procurement overview
The document provides an overview of procurement procedures for development projects funded by IFAD. It discusses the importance of proper procurement, responsibilities of various parties, regulatory frameworks, procurement methods, and key steps in the procurement process. The roles of the borrower/project management unit and IFAD are outlined. Misprocurement and the review of prequalification of bidders are also covered.
Strategic sourcing
Strategic sourcing involves systematically analyzing internal and external data to develop an optimal supplier strategy. It aims to optimize spend, improve quality, increase ROI, and cut costs through partnership with a limited number of suppliers. The process identifies current spending and viable suppliers, develops sourcing approaches, issues RFPs, negotiates with suppliers, and integrates and monitors selected suppliers. Benefits include estimated 5-10% savings, collaborative spending improvements, new performance metrics, innovation, and better teamwork. Most Fortune 500 companies use strategic sourcing.
Indirect procurement
Most sourcing organizations focus on direct procurement, potentially overlooking indirect procurement and missing key opportunities to reduce spend. As indirect purchases increasingly become a larger percentage of overall spend, for many organizations, indirect procurement can be a diamond in the rough. This article makes the arguement that the value of indirect procurement should not be overlooked.
Creating and Managing Supplier Relationships
Companies require their suppliers to deliver innovative and quality products not only in just-in-time (JIT) fashion, but also at a competitive price.
Good supplier relations can provide many benefits such as flexibility in terms of delivery, better quality, better information, and better material flows between buyers and suppliers.
Selecting the right supply partners and successfully managing these relationships over time is thus strategically important; it is often stated that “a firm is only as good as its suppliers.”
Third party logistics
The document discusses third party logistics (3PL) providers. It begins by defining 1PL, 2PL, 3PL and 4PL providers and their roles in the supply chain. It then covers the evolution of 3PL, services provided, benefits of using 3PL, types of 3PL providers including transportation-based, warehouse/distribution-based and more. New technologies in 3PL and relationship management are also discussed. The document concludes with a case study on selecting a 3PL using multi-criteria decision making.
Supply chain management
The document discusses supply chain management concepts through a case study on Walmart's supply chain operations and another case study on Tata Nano's target costing approach.
The key points are:
1) Walmart simplified its supply chain by reducing inventory and using information to track goods more efficiently. This allowed faster transportation and delivery to stores.
2) Tata Nano used target costing to design the Nano, assigning cost targets to components to drive costs out of the supply chain. This involved reducing inventory, eliminating delays, and optimizing transportation networks.
3) Effective supply chain management can improve both efficiency through reduced costs and responsiveness through faster fulfillment of customer demand.
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This document summarizes key aspects of business-to-business marketing and the organizational buying process. It defines business markets and how they differ from consumer markets. It describes the different participants in the organizational buying center and the stages in the buying process. Finally, it discusses strategies for building strong relationships with business customers, including managing risks and opportunities, and approaches for marketing to institutional and government buyers.
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TE is looking to reduce costs for connectors. They will evaluate alternative suppliers through benchmarking and assessing key performance indicators. A make vs. buy analysis will determine whether to outsource assembly. Negotiations will focus on pricing arrangements, contractual agreements, and establishing specifications and service level agreements. TE will also explore streamlining operations through a lean approach.
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If you have any questions or comments, please send them to connect@tracegains.com. We look forward to hearing from you.
Race to win, rather than race to the bottom!
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This document discusses different types of relationships between buying organizations and suppliers. It begins by defining relationships and why effective relationships are important. It then discusses different types of relationships including competitive, transactional, collaborative, joint ventures, and co-destiny relationships. The benefits and characteristics of each relationship type are provided. The document also discusses exercises for the reader to relate the content to their own work experiences with suppliers.
Chapt 4 collaboration
The document discusses collaboration models in supply chain management. It begins by defining collaboration as companies working together toward mutual objectives through sharing information, knowledge, risks and rewards. Successful collaboration requires sharing information and benefits. Companies collaborate to access new technologies, markets, competencies or capital that would be too costly or difficult for one company alone.
It then describes different levels of collaboration on a spectrum from transactional to synchronized. Transactional involves efficient transactions while synchronized involves shared strategic visions. It advises finding the right level of collaboration for each partner.
The document concludes by providing steps for successful collaboration: master internal collaboration first, define the appropriate level for each partner, ensure all parties benefit, share information with trust, set clear expectations
Enhancing Value through Supplier Relationship Management
The document discusses strategies for enhancing value through effective supplier relationship management. It emphasizes that most potential value from strategic sourcing can be lost within 6-18 months without effective ongoing supplier management. It outlines a 5-step supplier management process including daily operations, operational reviews, top-to-top reviews, and relationship mapping to classify suppliers and ensure the appropriate relationship model is used for each. Maintaining strong communication, aligning goals, and balancing power dynamics are important for maximizing value from supplier relationships.
Supplier partnering
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supplier partnership
,
partnering
,
long-term commitment
,
shared vision
,
sourcing
,
supplier selection
,
supplier rating
,
principles of customer/supplier relations
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relationship development
,
supplier certification
Chapter 8 sourcing strategies and relationships
The document outlines chapters on sourcing strategies and relationships. It discusses the nature of sourcing decisions, attributes of good suppliers, different types of sourcing, the sourcing process, evaluating suppliers, and developing partnerships and tiers among suppliers. Strategic sourcing aims to continuously improve procurement by reducing costs, maintaining quality, and creating alliances with suppliers to support long-term organizational goals. The sourcing process involves analysis, identifying suppliers, selection, contracting, integration, and monitoring performance.
110804 NCMA contract management brazil
Effective contract management requires planning throughout the entire procurement cycle from identifying needs to closing the contract. It involves managing relationships with all stakeholders including the buying organization, supplier, and users. Different types of contracts require tailored management approaches depending on factors like risk, expenditure, and the power dynamics between buyer and supplier. Key aspects of management include setting clear performance measures, reviewing performance, and conducting a post-contract review to capture lessons learned.
International Supply Chain Management - Partnership Sourcing
This document discusses partnership sourcing in international supply chain management. It defines partnership sourcing as a long-term commitment between a customer and supplier based on clear objectives to improve competitiveness. The document examines the drivers, aims, benefits and risks of partnership sourcing. Key benefits include secured supply, faster product development, on-time delivery and improved quality for purchasers as well as long-term capabilities and financial stability for suppliers. Success requires commitment, trust, communication and compatible cultures between partners. Risks include lack of commitment, resources or unrealistic targets that can lead partnerships to fail if not properly managed.
SCM Chapter 14.ppt
This chapter discusses sourcing decisions in supply chain management. It covers key topics like supplier scoring and assessment, selection, contracts, design collaboration, procurement processes, and planning. Effective sourcing can lower costs through scale, efficient transactions, coordinated design, and risk sharing. Contracts can incentivize availability and performance. Sourcing requires analyzing spending, supplier performance, and making decisions to lower total ownership costs.
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How can companies build strong relationship with busines customers
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Corporate social responsibilities and promoting social responsibility in supply chain management. The document discusses key concepts like stakeholders and CSR. It outlines IBM's environmental responsibilities to stakeholders, including efficient raw material use, recycling, and energy saving. The document also suggests ways for IBM to screen suppliers, including questionnaires and compliance with standards. It describes IBM's strategies for promoting CSR among suppliers, such as audits, learning programs, and industry collaboration. IBM's CSR initiatives have strengthened its relationships with suppliers by assisting them to improve and sharing best practices.
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107supplier relationship
- 2. Supplier Relationships Definition of a Relationship Relationship Marketing “ A Connection or Association” Relationship Purchasing Long-term Strategy 1 Not one Sale at a Time! 2 Long-term Strategy 1 Secures Mutual Benefits 2 Requires Focus 3
- 3. Table 7.1 Main differences between transactional and relationship purchasing Supplier Relationships Focus on supplier retention Long-term orientation Closeness Complex, including internal relationships Emphasis on improving price, quality, delivery and other factors such as innovative design as a collaborative exercise between purchaser and supplier High supplier contact, with each contact being used to gain information and strengthen the relationship Significant sharing of information including cost information, transparency Reverse auctions generally inapplicable Focus on short, discrete purchasing Short-term orientation Arms length Simple buyer/seller relationship Emphasis on price, quality and delivery in the offered product No innovation Moderate supplier contact Little sharing of information; opaqueness Reverse auctions may be applicable Relationship Transactional
- 5. Relationship Formation Five Aggregation Levels Actions Episodes Sequences Relationships Partner base 1 2 3 4 5 - Individual initiatives - Groups of interrelated actions - More extensive entitles of interactions - All sequences that comprise in one relationship - Relationship portfolio Supplier Relationships
- 6. The Cox Model Core competencies Partnership relationship Arms length Adversarial Preferred supplier Single sourcing Network sourcing Strategic alliances Internal contracts – mergers, acquisitions A step-ladder of external and internal contractual relationships Supplier Relationships