The document discusses supplier relationship management (SRM) and describes Bouygues Telecom's use of Ariba's sourcing solution. Bouygues Telecom is the third largest mobile operator in France with over 11 million customers. It has an annual purchasing budget of over 2.4 billion euros managed by 80 people. Bouygues Telecom implemented Ariba's on-demand sourcing solution in 2010 for supplier information management, performance management, and sourcing events across all commodity areas. The contract module will be deployed in June 2012 to further improve SRM.
The document discusses supply chain best practices and provides an overview of key topics including metrics, inventory velocity, cycle time compression, lean logistics, technology, supplier performance, and segmenting supply chains. It emphasizes that companies should develop multiple, tailored supply chain approaches rather than a one-size-fits-all model in order to improve flexibility, responsiveness, and demand planning. Metrics like inventory turns and reducing cycle times are important for optimizing supply chain performance.
Today’s business environment is more volatile than ever, organisations have to conduct business within ever increasing uncertainty of the market place, we have experienced how the coronavirus has affected the entire supply chain.
A lean and agile supply chain organization is vital to thrive in uncertainty and enable a demand driven, responsive and cost effective operation.
I hope you will find useful this attached introduction white paper that I developed few years ago for Transformation purposes and to provide a basic understanding between the models and differences of a #lean, #agile and #leagile #supplychain #strategy
This document provides an overview of applying automotive best practices in commodity strategy development and supplier relationship management to the banking industry. It outlines tools and approaches for conducting a portfolio analysis, developing an ideal sourcing strategy, assessing gaps between current and ideal practices, and implementing action plans. Key aspects include conducting workshops to analyze spend and position commodity groups, developing strategies based on a hexagon analysis of power regimes, using matrices to select the best-fit strategy, and creating a standardized tracking tool to monitor progress.
Supplier partnership involves strategically managing interactions with third-party suppliers to maximize value. Key requirements include personnel from both organizations meeting beyond purchasing, eliminating price-only negotiations, and suppliers guaranteeing quality through their processes. Both partners must be able to share information electronically to support just-in-time practices without hindering paperwork. Suppliers must understand and practice just-in-time to avoid buyers maintaining inventories.
This document discusses the importance of supplier selection and outlines the supplier selection process. It begins by explaining that selecting suppliers is now as important as developing new products. It then describes the typical supplier selection process, which includes evaluating needs, gathering a pool of vendors, interviewing vendors, and selecting an evaluation method. Next, it outlines common supplier evaluation criteria like financial health, expertise, and operational performance. Finally, it discusses specific evaluation methods like the categorical method, weighted point method, and cost-ratio method. It concludes that determining clear requirements and communicating them to vendors allows for an objective supplier selection decision.
Introduction to Vendor Management Inventory Abu Talha
What is Supply Chain Management ? Integrating Management and information technology to flourish performance.
What Is Vendor Managed Inventory ?
1. Vendor Managed Inventory or VMI is a process where the vendor creates orders for their customers based on demand information that they receive from the customer. 2. VMI involves collaboration between suppliers and their customers which changes the traditional ordering process.
Schematic Diagram of VMI
WHY USE VMI ?
VMI removes the need for the customers to have significant safety stock. Lower inventories for the customer can lead to significant cost savings.
The customer can make profit from reduced purchasing costs. As the vendor receives data so the customer don’t need to produce purchasing costs ever.
Moreover, the need for purchase order corrections and reconciliation is removed which further reduces purchasing costs.
DUAL BENEFITS (both Supplier and Customer) 1. Less data errors and the overall speed of processing is increased. 2. Having aim to provide better service to the end consumer. 3. Purchase orders are generated on predefined basis. 4. Relation between suppliers and customers are getting strong enough.
Customer Benefits
1. A decrease in stockouts and a decrease in inventory levels. 2. Planning and ordering cost will be decreased. 3. Overall service level is elevated. 4. The customer is more focused in providing great service.
Suppliers Benefits
1. A reduction in customer ordering errors. 2. Promotions can be easily promoted to inventory plans. 3. Customers' point of sell data makes forecasting easier. 4. Philosophy to customer’s stock levels helps to identify priorities.
Comparison between VMI & RMI
Vendor Managed Inventory(VMI)
1. Vendor stocks the resources in suppliers premises. 2. Vendor is solely responsible for the stock availability. 3. VMI focuses on collaboration and share information between trading partners. 4. It is termed as a model of family business.
Retail Managed Inventory (RMI)
1. Supplier stocks the resources in buyer’s premises.2. Retailer is solely responsible for the stock availability. 3. RMI always focused on improving forecasting. 4. It is termed as business model of business.
Competition imposes growing expectations concerning the impact of the purchasing function and the suppliers on overall value creation of a firm. Purchasing is the gateway between the external suppliers and the internal functions creating and delivering value for customers. This shift has incredibly enhanced the importance of the supplier base. While the old arm length collaboration is perfectly suitable for some suppliers others should be treated as close partners. However, an overall framework of Supplier Relationship Management (SRM) integrating such different types of suppliers along the course of the relationship remains desirable. Our research aims to contribute by developing a framework for Supplier Relationship Management. For this purpose this research adapts and applies insights from Customer Relationship Management (CRM) as well as existing findings in supplier management literature in order to give managers guidance on how to manage their supplier relationships.
Access more material, e.g. an infographic and related research on: www.sabinebenoit.com
Access the original article here: DOI: 10.1300/J033v13n04_03
The document discusses supply chain best practices and provides an overview of key topics including metrics, inventory velocity, cycle time compression, lean logistics, technology, supplier performance, and segmenting supply chains. It emphasizes that companies should develop multiple, tailored supply chain approaches rather than a one-size-fits-all model in order to improve flexibility, responsiveness, and demand planning. Metrics like inventory turns and reducing cycle times are important for optimizing supply chain performance.
Today’s business environment is more volatile than ever, organisations have to conduct business within ever increasing uncertainty of the market place, we have experienced how the coronavirus has affected the entire supply chain.
A lean and agile supply chain organization is vital to thrive in uncertainty and enable a demand driven, responsive and cost effective operation.
I hope you will find useful this attached introduction white paper that I developed few years ago for Transformation purposes and to provide a basic understanding between the models and differences of a #lean, #agile and #leagile #supplychain #strategy
This document provides an overview of applying automotive best practices in commodity strategy development and supplier relationship management to the banking industry. It outlines tools and approaches for conducting a portfolio analysis, developing an ideal sourcing strategy, assessing gaps between current and ideal practices, and implementing action plans. Key aspects include conducting workshops to analyze spend and position commodity groups, developing strategies based on a hexagon analysis of power regimes, using matrices to select the best-fit strategy, and creating a standardized tracking tool to monitor progress.
Supplier partnership involves strategically managing interactions with third-party suppliers to maximize value. Key requirements include personnel from both organizations meeting beyond purchasing, eliminating price-only negotiations, and suppliers guaranteeing quality through their processes. Both partners must be able to share information electronically to support just-in-time practices without hindering paperwork. Suppliers must understand and practice just-in-time to avoid buyers maintaining inventories.
This document discusses the importance of supplier selection and outlines the supplier selection process. It begins by explaining that selecting suppliers is now as important as developing new products. It then describes the typical supplier selection process, which includes evaluating needs, gathering a pool of vendors, interviewing vendors, and selecting an evaluation method. Next, it outlines common supplier evaluation criteria like financial health, expertise, and operational performance. Finally, it discusses specific evaluation methods like the categorical method, weighted point method, and cost-ratio method. It concludes that determining clear requirements and communicating them to vendors allows for an objective supplier selection decision.
Introduction to Vendor Management Inventory Abu Talha
What is Supply Chain Management ? Integrating Management and information technology to flourish performance.
What Is Vendor Managed Inventory ?
1. Vendor Managed Inventory or VMI is a process where the vendor creates orders for their customers based on demand information that they receive from the customer. 2. VMI involves collaboration between suppliers and their customers which changes the traditional ordering process.
Schematic Diagram of VMI
WHY USE VMI ?
VMI removes the need for the customers to have significant safety stock. Lower inventories for the customer can lead to significant cost savings.
The customer can make profit from reduced purchasing costs. As the vendor receives data so the customer don’t need to produce purchasing costs ever.
Moreover, the need for purchase order corrections and reconciliation is removed which further reduces purchasing costs.
DUAL BENEFITS (both Supplier and Customer) 1. Less data errors and the overall speed of processing is increased. 2. Having aim to provide better service to the end consumer. 3. Purchase orders are generated on predefined basis. 4. Relation between suppliers and customers are getting strong enough.
Customer Benefits
1. A decrease in stockouts and a decrease in inventory levels. 2. Planning and ordering cost will be decreased. 3. Overall service level is elevated. 4. The customer is more focused in providing great service.
Suppliers Benefits
1. A reduction in customer ordering errors. 2. Promotions can be easily promoted to inventory plans. 3. Customers' point of sell data makes forecasting easier. 4. Philosophy to customer’s stock levels helps to identify priorities.
Comparison between VMI & RMI
Vendor Managed Inventory(VMI)
1. Vendor stocks the resources in suppliers premises. 2. Vendor is solely responsible for the stock availability. 3. VMI focuses on collaboration and share information between trading partners. 4. It is termed as a model of family business.
Retail Managed Inventory (RMI)
1. Supplier stocks the resources in buyer’s premises.2. Retailer is solely responsible for the stock availability. 3. RMI always focused on improving forecasting. 4. It is termed as business model of business.
Competition imposes growing expectations concerning the impact of the purchasing function and the suppliers on overall value creation of a firm. Purchasing is the gateway between the external suppliers and the internal functions creating and delivering value for customers. This shift has incredibly enhanced the importance of the supplier base. While the old arm length collaboration is perfectly suitable for some suppliers others should be treated as close partners. However, an overall framework of Supplier Relationship Management (SRM) integrating such different types of suppliers along the course of the relationship remains desirable. Our research aims to contribute by developing a framework for Supplier Relationship Management. For this purpose this research adapts and applies insights from Customer Relationship Management (CRM) as well as existing findings in supplier management literature in order to give managers guidance on how to manage their supplier relationships.
Access more material, e.g. an infographic and related research on: www.sabinebenoit.com
Access the original article here: DOI: 10.1300/J033v13n04_03
The document discusses supply chain management and procurement. It defines supply chain management as overseeing the flow of materials, information, and finances between suppliers and manufacturers. Procurement involves acquiring goods and services and managing supplier relationships. Key aspects of procurement management in the supply chain include supplier selection and contract negotiation, ensuring compliance, and overseeing the purchasing process. The document also outlines several issues procurement managers must address like risk management, sustainability, diversity, and digital transformation.
Max Healthcare is a hospital chain in India that implemented a CRM system to improve the patient experience. The CRM framework includes patient outreach through promotions and education, case management of appointments and referrals, care delivery such as medical records and billing, and connecting with patients for feedback. This CRM implementation provides benefits like better patient experience, self-service options, enhanced data security, improved community outreach and service management, and an effective loyalty program.
Purchasing, Procurement, Vendor, Contract and RFP Process Management with Sha...Optimus BT
Using the Document management, Collaborative and Self service features of SharePoint to implement a turn key procurement management business solution, that will streamline the procurement process, help you comply with regulations, enable you manage contracts, empower self service and participative procurement, aid in informed procurement decisions, in executing an effective procurement strategy and make your procurement function hassle free. Optimus BT is a leader in providing Procurement software and other turnkey solutions using SharePoint.
Presenting this set of slides with name - Vendor Evaluation PowerPoint Presentation Slides. This PPT deck displays twenty six slides with in depth research. Our topic oriented Vendor Evaluation PowerPoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Vendor Assessment Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Total Quality Management involves supplier certification, rating, and performance measurement strategies. [1] Supplier certification requires suppliers to meet certain quality standards over a period of time before being certified. [2] Customer rating of suppliers helps evaluate supplier performance in quality, delivery, and other areas to improve relationships and communication. [3] Performance measurement uses metrics in various areas like human resources, customers, production, and marketing to establish trends, identify improvement needs, and make informed decisions.
Supply chain finance involves optimizing cash flow by allowing businesses to lengthen payment terms to suppliers while providing suppliers an early payment option. This results in optimized working capital for buyers and enhanced cash flow for suppliers while minimizing risk. Specifically, reverse factoring involves a bank making early payment on selected supplier invoices, with repayment obligation on the buyer rather than supplier. All parties, including suppliers, buyers, and banks, can benefit from increased liquidity, standardized processes, and reduced costs.
In this slideshare presentation we discuss Supplier Relationship & Performance Management (SRPM) and how you can link your HSEQ programme to this.
SRPM is the proactive management of supplier relationships to secure strategic advantage and to add value to your organisation.
Here’s what will be covered:
- An introduction to SRPM
- Why SRPM & who is involved
- Objectives, process, roles & responsibilities of SRPM
- The benefits of SRPM
- How to link your HSEQ programme to your SRPM
The recording to this webinar can be found here: http://www.mangolive.com/blog-mango/how-to-link-your-hseq-programme-to-your-supplier-relationship-and-performance-management-system
This document discusses key drivers and obstacles in supply chain management. It identifies the main drivers as facilities, inventory, transportation, information, and sourcing. For each driver, the document describes their role in the supply chain and competitive strategy. It also outlines components to consider for decisions around each driver. The document concludes by discussing obstacles to achieving strategic fit between a supply chain and competitive strategy.
The document discusses supply chain management (SCM). It defines SCM as the management of relationships between suppliers, manufacturers, warehouses, distribution centers, and customers to deliver value to customers at a low cost. The goal of SCM is to optimize efficiency through integrating these entities. The document also describes how SCM has evolved from a "push" model driven by forecasts to a "pull" model driven by actual customer demand.
The document discusses various processes for vendor management. It outlines determining a company's requirements, searching for appropriate vendors, selecting a vendor operating model, creating a 30-60-90 plan, conducting negotiations and strategic planning, evaluating vendors using a matrix, selecting vendors through a defined process, establishing a vendor selection timeline, and classifying vendors. The overall document provides guidance on effectively managing external vendors.
1. Strategic fit is achieved when a company's competitive strategy and supply chain capabilities are aligned and support the same goals. This means the supply chain does what the competitive strategy requires to be successful.
2. Understanding customer needs and supply chain uncertainties is important for strategic fit. Customer attributes like response time, variety, and innovation impact demand uncertainty. Supply factors like quality, capacity, and process stability impact supply uncertainty.
3. A company's supply chain strategy should be tailored to its competitive context. For example, Walmart focuses on low cost through efficient suppliers and logistics, while Dell focuses on customization through online ordering. The right supply chain depends on a product's demand predictability.
This document discusses supplier partnerships and performance measurement. It outlines several key principles for customer-supplier relationships including continuous improvement, evaluating products/services to both parties' satisfaction, and exchanging information. Successful partnerships are based on trust, shared goals and understanding expectations. Partnering provides benefits like improved quality, reduced costs, and innovation. Critical elements are long-term commitment, trust, and shared vision. The document also covers supplier sourcing types, selection processes, rating systems, and maintaining relationship growth.
A Transformation in Relationships
Types of Buyer-Supplier Relationships
Transactional Relationships
Collaborative and Alliance Relationships
Collaborative Relationships
Supply Alliances
The Supplier's Perspective
Developing and Managing Collaborative and Alliance Relationships
Quote Automation: Faster Supplier Identification and Bid Execution for Your P...SAP Ariba
Quote automation is a new RFQ automation tool for faster supplier identification and bid execution, with a seamless process that joins together the power of ERP and the Ariba Network. Learn how this valuable tool, which can be implemented quickly and easily, increases savings while providing complete visibility and control for hybrid tactical spend.
The level of success of your supplier collaboration is largely dependent on the onboarding process. Suppliers can be hesitant on changing their process, which is why we believe in making it as simple as possible. In fact, it’s been proven that Tradeshift onboards suppliers 5 times faster than the competitors.
Join Tradeshift for a free educational 45-minute webinar, where you will walk away with:
- An understanding of Tradeshift’s onboarding methodology
- Case studies and business cases from our clients and their suppliers about their collaboration ecosystem
- A high-level demo of the Tradeshift product so you can see how easy it is to use
In this presentation, we will share an overview on supply chain management, various aspects of SCM like suppliers, strategies, process tools and supply chain dynamics. We will talk about value chain, outsourcing, vertical integrations, make or buy decisions and virtual corporations.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
Principles of Supply Chain Management.pdfMdAmirZahan
This document provides an overview of an electronic textbook on principles of supply chain management. It includes brief summaries of the textbook's contents, with chapters covering topics like purchasing management, supplier relationships, operations planning, demand forecasting, inventory management, and process improvement techniques. The textbook is intended to take a balanced approach to supply chain management topics and provide students with key concepts.
The document discusses the sales and operational planning (S&OP) process. It provides an overview of S&OP, including definitions, objectives, critical success factors, challenges, benefits, leaders, policies, and implementation. S&OP is described as a monthly executive-level process that reconciles supply and demand plans, ties operations to financial plans, and sets strategy. The goals are to improve coordination, communication, inventory management, and meet customer demand profitably.
The document discusses best practices for proactively managing suppliers. It recommends having defined processes for supplier evaluation, selection, monitoring, and re-evaluation to satisfy ISO 9001:2015 requirements and business needs. It also stresses the importance of collaboration with suppliers and maintaining proper records to ensure transparency, quality control and risk management throughout the supplier relationship.
When clients outsource their software development projects, they need to make sure that these suppliers don't overprice the projects. As it is often not longer possible to select the best offer, there should be another mechanism to measure the value that they are getting in comparison to the money they are paying. Supplier Performance Measurement enables clients to keep in control of theis project costs in outsourcing situations and to negotiate performance improvements with the suppliers.
The document discusses supply chain management and procurement. It defines supply chain management as overseeing the flow of materials, information, and finances between suppliers and manufacturers. Procurement involves acquiring goods and services and managing supplier relationships. Key aspects of procurement management in the supply chain include supplier selection and contract negotiation, ensuring compliance, and overseeing the purchasing process. The document also outlines several issues procurement managers must address like risk management, sustainability, diversity, and digital transformation.
Max Healthcare is a hospital chain in India that implemented a CRM system to improve the patient experience. The CRM framework includes patient outreach through promotions and education, case management of appointments and referrals, care delivery such as medical records and billing, and connecting with patients for feedback. This CRM implementation provides benefits like better patient experience, self-service options, enhanced data security, improved community outreach and service management, and an effective loyalty program.
Purchasing, Procurement, Vendor, Contract and RFP Process Management with Sha...Optimus BT
Using the Document management, Collaborative and Self service features of SharePoint to implement a turn key procurement management business solution, that will streamline the procurement process, help you comply with regulations, enable you manage contracts, empower self service and participative procurement, aid in informed procurement decisions, in executing an effective procurement strategy and make your procurement function hassle free. Optimus BT is a leader in providing Procurement software and other turnkey solutions using SharePoint.
Presenting this set of slides with name - Vendor Evaluation PowerPoint Presentation Slides. This PPT deck displays twenty six slides with in depth research. Our topic oriented Vendor Evaluation PowerPoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Vendor Assessment Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Total Quality Management involves supplier certification, rating, and performance measurement strategies. [1] Supplier certification requires suppliers to meet certain quality standards over a period of time before being certified. [2] Customer rating of suppliers helps evaluate supplier performance in quality, delivery, and other areas to improve relationships and communication. [3] Performance measurement uses metrics in various areas like human resources, customers, production, and marketing to establish trends, identify improvement needs, and make informed decisions.
Supply chain finance involves optimizing cash flow by allowing businesses to lengthen payment terms to suppliers while providing suppliers an early payment option. This results in optimized working capital for buyers and enhanced cash flow for suppliers while minimizing risk. Specifically, reverse factoring involves a bank making early payment on selected supplier invoices, with repayment obligation on the buyer rather than supplier. All parties, including suppliers, buyers, and banks, can benefit from increased liquidity, standardized processes, and reduced costs.
In this slideshare presentation we discuss Supplier Relationship & Performance Management (SRPM) and how you can link your HSEQ programme to this.
SRPM is the proactive management of supplier relationships to secure strategic advantage and to add value to your organisation.
Here’s what will be covered:
- An introduction to SRPM
- Why SRPM & who is involved
- Objectives, process, roles & responsibilities of SRPM
- The benefits of SRPM
- How to link your HSEQ programme to your SRPM
The recording to this webinar can be found here: http://www.mangolive.com/blog-mango/how-to-link-your-hseq-programme-to-your-supplier-relationship-and-performance-management-system
This document discusses key drivers and obstacles in supply chain management. It identifies the main drivers as facilities, inventory, transportation, information, and sourcing. For each driver, the document describes their role in the supply chain and competitive strategy. It also outlines components to consider for decisions around each driver. The document concludes by discussing obstacles to achieving strategic fit between a supply chain and competitive strategy.
The document discusses supply chain management (SCM). It defines SCM as the management of relationships between suppliers, manufacturers, warehouses, distribution centers, and customers to deliver value to customers at a low cost. The goal of SCM is to optimize efficiency through integrating these entities. The document also describes how SCM has evolved from a "push" model driven by forecasts to a "pull" model driven by actual customer demand.
The document discusses various processes for vendor management. It outlines determining a company's requirements, searching for appropriate vendors, selecting a vendor operating model, creating a 30-60-90 plan, conducting negotiations and strategic planning, evaluating vendors using a matrix, selecting vendors through a defined process, establishing a vendor selection timeline, and classifying vendors. The overall document provides guidance on effectively managing external vendors.
1. Strategic fit is achieved when a company's competitive strategy and supply chain capabilities are aligned and support the same goals. This means the supply chain does what the competitive strategy requires to be successful.
2. Understanding customer needs and supply chain uncertainties is important for strategic fit. Customer attributes like response time, variety, and innovation impact demand uncertainty. Supply factors like quality, capacity, and process stability impact supply uncertainty.
3. A company's supply chain strategy should be tailored to its competitive context. For example, Walmart focuses on low cost through efficient suppliers and logistics, while Dell focuses on customization through online ordering. The right supply chain depends on a product's demand predictability.
This document discusses supplier partnerships and performance measurement. It outlines several key principles for customer-supplier relationships including continuous improvement, evaluating products/services to both parties' satisfaction, and exchanging information. Successful partnerships are based on trust, shared goals and understanding expectations. Partnering provides benefits like improved quality, reduced costs, and innovation. Critical elements are long-term commitment, trust, and shared vision. The document also covers supplier sourcing types, selection processes, rating systems, and maintaining relationship growth.
A Transformation in Relationships
Types of Buyer-Supplier Relationships
Transactional Relationships
Collaborative and Alliance Relationships
Collaborative Relationships
Supply Alliances
The Supplier's Perspective
Developing and Managing Collaborative and Alliance Relationships
Quote Automation: Faster Supplier Identification and Bid Execution for Your P...SAP Ariba
Quote automation is a new RFQ automation tool for faster supplier identification and bid execution, with a seamless process that joins together the power of ERP and the Ariba Network. Learn how this valuable tool, which can be implemented quickly and easily, increases savings while providing complete visibility and control for hybrid tactical spend.
The level of success of your supplier collaboration is largely dependent on the onboarding process. Suppliers can be hesitant on changing their process, which is why we believe in making it as simple as possible. In fact, it’s been proven that Tradeshift onboards suppliers 5 times faster than the competitors.
Join Tradeshift for a free educational 45-minute webinar, where you will walk away with:
- An understanding of Tradeshift’s onboarding methodology
- Case studies and business cases from our clients and their suppliers about their collaboration ecosystem
- A high-level demo of the Tradeshift product so you can see how easy it is to use
In this presentation, we will share an overview on supply chain management, various aspects of SCM like suppliers, strategies, process tools and supply chain dynamics. We will talk about value chain, outsourcing, vertical integrations, make or buy decisions and virtual corporations.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
Principles of Supply Chain Management.pdfMdAmirZahan
This document provides an overview of an electronic textbook on principles of supply chain management. It includes brief summaries of the textbook's contents, with chapters covering topics like purchasing management, supplier relationships, operations planning, demand forecasting, inventory management, and process improvement techniques. The textbook is intended to take a balanced approach to supply chain management topics and provide students with key concepts.
The document discusses the sales and operational planning (S&OP) process. It provides an overview of S&OP, including definitions, objectives, critical success factors, challenges, benefits, leaders, policies, and implementation. S&OP is described as a monthly executive-level process that reconciles supply and demand plans, ties operations to financial plans, and sets strategy. The goals are to improve coordination, communication, inventory management, and meet customer demand profitably.
The document discusses best practices for proactively managing suppliers. It recommends having defined processes for supplier evaluation, selection, monitoring, and re-evaluation to satisfy ISO 9001:2015 requirements and business needs. It also stresses the importance of collaboration with suppliers and maintaining proper records to ensure transparency, quality control and risk management throughout the supplier relationship.
When clients outsource their software development projects, they need to make sure that these suppliers don't overprice the projects. As it is often not longer possible to select the best offer, there should be another mechanism to measure the value that they are getting in comparison to the money they are paying. Supplier Performance Measurement enables clients to keep in control of theis project costs in outsourcing situations and to negotiate performance improvements with the suppliers.
Supplier Relationship Management takes traditional sourcing methods to the next level. While the sourcing process uses Requests for Proposals (RFPs) and templated one-way communications to select suppliers and derive the most upfront value for contracted services or products, SRM uses processes, principles, communications and tools to help companies better manage their existing suppliers within all areas of the company during the entire supplier lifecycle.
Key Supplier Performance Metrics Process - Bill KohnenBill Kohnen
This document provides guidelines for measuring and rating supplier performance on a quarterly basis. It recommends focusing measurement on critical suppliers that can be impacted. The process involves collecting quality and service data, consolidating inputs, preparing charts, and sharing ratings and details with suppliers. Ratings above 90 represent outstanding performance while ratings below 60 require corrective action. The annual cost to formally measure a supplier's performance is estimated between $8,000 to $12,000 per year.
Mitigating Global Supply Chain Risks through Smarter Supplier ManagementSAP Ariba
Procurement executives, though continually challenged to maintain sustainable savings, face numerous challenges integrating supply risk management holistically into spend management. This is especially true for organizations that have focused on reducing costs and limiting working capital levels as a response to difficult market conditions.
Join this session to hear from leading experts and Ariba customers as they share how to leverage smarter supplier management and embark on a journey from being company-centric to being customer-centric and demand-driven using business networks.
Smarter Supplier Management - Moving Beyond the Stick to Become a Customer o...SAP Ariba
This document discusses moving beyond punitive approaches to supplier management and instead becoming a customer of choice. It includes an agenda for a panel discussion on supplier relationship management with representatives from The Hackett Group, Reed-Elsevier, and Sallie Mae. The panel will discuss defining supplier management, the value of SRM strategies, performance management, capabilities, and lessons learned in transforming supplier relationships.
FusionOps Insight provides next generation cloud analytics that allow users to access concise summaries of complex ERP data within a day. It offers pre-built dashboards and reports across key areas like orders, inventory, procurement and production planning that can be customized without IT assistance. The solution simplifies complex analytics for business users through an easy to use and self-service platform.
The document summarizes Peter Woon's presentation on Agilent Technologies' implementation of Supplier Relationship Management (SRM) to enhance its supply chain competitiveness. It discusses Agilent's business need for a common SRM model, the key components of its SRM model including supplier stratification, governance, performance measurement, and supplier development. It also provides details on each of these components, examples of best practices, and how they are applied at Agilent.
Supplier relationship management srm research 2013tdolder
Over the last twelve years that we have conducted the Supplier Relationship Management (SRM) Survey, the market for SRM has steadily grown and companies continue today to invest in these critical applications. The growth in this market is a testament to the importance of this survey.
In addition to an overview of the major players in the market, the vendor survey shares the experiences, issues and questions that we see daily as procurement professionals implementing and optimizing SRM. Within the document, our expert colleagues share their views and experiences on SRM, resulting in cutting-edge opinion that offers a unique perspective on different facets of SRM. Major themes include the Seven Strategies for Future Procurement, Procurement and Sustainability, Usability and Demand Management, Supply Chain Finance and Procurement and Innovation.
Furthermore, the reader can find vendor profiles describing the participating vendors in greater detail. The descriptions cover information related to their specialization, the total scope of their offering, their distinguishing characteristics compared to competitors, the types of solutions offered (SaaS/In-house etc.), implementations and markets targeted.
Supplier Relationship Management practices on corporate performance in the ke...Gabriel Lubale
This document discusses supplier relationship management (SRM) practices at Kenya Power and their effect on corporate performance in Kenya's energy sector. It provides background on Kenya Power and describes its main electricity suppliers as well as challenges like inadequate supply and high costs. SRM practices at Kenya Power are examined through an analysis of power purchase agreements and perceptions within Kenya Power divisions. Corporate performance is measured using consumer satisfaction surveys. The results suggest Kenya Power needs strong partnerships with suppliers to overcome challenges and build long-term collaborative relationships to help stabilize supply and costs. However, perceptions of relationships differ within the company's divisions, impacting its business performance.
The document provides an overview of Oracle's E-Business Suite Release 12, which aims to help businesses think globally, work globally, and manage systems globally through more integrated and flexible applications. Key capabilities highlighted include global financial consolidation, profitability analysis, project portfolio analysis, strategic network optimization, inventory optimization, operational reporting, and a new user experience.
Supplier Relationship Management Srm Research 2010 2011salleijn
This fifth SRM Survey marks Capgemini Consulting’s continued efforts to understand the trends and issues affecting organizations when implementing a SRM solution and provides insights for executives on issues and trends across the Procurement profession. Capgemini Consulting has surveyed 100 SRM vendors over the last five years, with this edition surveying twenty vendors with a global geographical scope and worldwide implementations. These vendors represent a broad range of applications that provide full coverage for all sub-processes to niche players supporting only a selected functionality
A full copy of the report can be downloaded from:
http://www.capgemini.com/insights-and-resources/by-publication/supplier-relationship-management-srm-research-20102011/
FDA Requirements for Supplier Management: A Primer from EduQuestEduQuest, Inc.
FDA requirements for supplier management are outlined by EduQuest president Martin Browning, who also provides practical advice for avoiding common mistakes companies make in managing relationships with third-party vendors, suppliers and auditors.
Giles, from his immense experience in areas of procurement has learned that traditional forms of buyer-seller relationship management have run their course and are no longer delivering value that should be expected. Check this presentation, which is brought to you by the FMCG Confext team. Visit www.fmcgconfex.com to know more on the event.
This document outlines a strategy development process for a value chain. It begins with understanding the current situation through surveys and profiling. Key findings are analyzed to define value chains, competitive strategies, and financial opportunities. Future state processes, performance metrics, and management processes are designed. A continuous improvement roadmap is developed and executive support/launch occurs. The goal is to create an aligned, integrated organization that understands value, controls delivery of value, and innovates to improve and create new levels of business performance.
This document discusses key performance indicator (KPI) examples for suppliers. It provides links to download lists of KPIs, performance appraisal forms and methods. It also outlines steps to create KPIs for specific job roles like construction technician. Potential mistakes in developing KPIs are noted, such as having too many KPIs or not linking them to strategy. Different types of KPIs are defined, including process, input, output, leading, lagging, outcome, qualitative and quantitative.
The document summarizes supplier performance measurement and optimization at ADMA-OPCO. Key performance measures include delivery, quality, responsiveness, and cost effectiveness. Suppliers are evaluated and categorized as A, B, or C based on their performance scores. Rewards and punishments are used to incentivize supplier performance and improve relationships. The current evaluation procedure is being updated to include bid price analysis and improve collaboration between procurement and vendor teams.
This document discusses IBM's solutions for IT asset management challenges. It outlines common challenges around reducing IT costs, enhancing operational efficiency, managing multiple asset systems, and maintaining compliance. It then presents IBM's unified solution for asset and service management, highlighting key capabilities like integrated applications and processes, a common data model, process automation, custom workflows, common reporting, compatibility, and an integration framework. The solution is presented as a way to help organizations work smarter through optimized asset utilization and reduced costs.
The 10-step document outlines a process for mobile operators to implement an effective 4G service assurance strategy. It begins with evaluating current assurance systems and processes, then developing key performance indicators. Next, it recommends integrating network inventory, automating trouble management, and implementing a centralized repository for performance data. Further steps include service quality management, customer experience management, service level agreements, and integrating new 4G network elements. The goal is to continuously improve processes to enhance the subscriber experience and lower costs. A case study example shows how one operator achieved a 30% reduction in costs through these assurance simplification steps.
The document discusses tripleA, a consulting firm that helps information providers optimize their use of global sourcing. They understand publishers' businesses and needs. tripleA examines clients' operations for inefficiencies and evaluates cost savings from outsourcing parts of content production. They advise on strategic sourcing assessments, vendor selection, implementing shared service centers, and governance for long-term partnerships. tripleA aims to partner with clients through the full outsourcing process.
Richard J. Sherman from Emeritus Supply Chain Council; Chairman’s Day Two Kic...eyefortransport
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Nari Viswanathan from Aberdeen Group on ‘The Supply Chain Executive's Strateg...eyefortransport
The document discusses key trends and strategies for supply chain executives in 2010. It focuses on gaining supply chain visibility and responsiveness, business intelligence becoming more operationally focused, sales and operations planning evolving into integrated business planning, collaboration returning through trading community management, and cloud/SaaS approaches enabling integrated demand-supply networks. The priorities of the chief supply chain officer are to align supply chain strategies with business goals through these trends.
1. The document discusses strategic uses of information systems, including using IT to lower costs, differentiate products and services, innovate, and promote growth. It provides examples of how companies can achieve competitive advantages through IT.
2. Reengineering business processes is discussed as an important way to implement competitive strategies. Reengineering involves radically redesigning processes to dramatically improve cost, quality, speed and service.
3. An example of reengineering order management is provided, involving technologies like CRM systems, supplier managed inventory, ERP software, and e-commerce websites.
This document discusses strategies for supply chain management to create shareholder value and prepare for economic rebounds. It argues that supply chain management can contribute to value creation by optimizing structures, policies, and processes related to the supply chain footprint, balancing service levels and assets, and providing transparency. Specifically, managing the supply chain footprint, processes, balance, and transparency can improve costs, cash flow, efficiency, and profits for businesses.
This document summarizes the Supply Chain Executive Conference being held on September 13-14, 2010 in London. The conference will focus on the themes of visibility, flexibility, and sustainability in supply chains. It will provide strategic guidance from leading companies and tactical advice on tools and technologies. There will be case studies and new research presented on enhancing operational flexibility, demand and supply visibility, and managing sustainability. The event brings together supply chain professionals, operations executives, and IT directors to discuss challenges and opportunities in global supply chains.
Chris Coan The Strategically Aligned Performance Management SolutionTomOwenHughes
The document discusses performance management and improving business performance through data-driven insights. It identifies the top drivers for performance management as improving decision making, responding to user needs, aligning with strategy, enabling self-service analytics, and reducing costs. It also outlines common challenges on the business and IT sides in establishing effective performance management practices. Finally, it discusses how bridging the gap between strategy and execution through contextualized information and aligned actions across an organization can help optimize business performance.
I recently spoke at the BPO India Forum event on the topic of Workforce productivity & the role of services workforce in BPOs in driving end consumer experience. I have suggested an approach for organizations to achieve significant improvements in service delivery while keeping costs constant, thereby allowing the BPO to achieve non-linear growth.
The document discusses Oracle's supplier management solutions. It highlights that Oracle's integrated suite can dramatically cut costs for supplier management by streamlining procurement processes, enforcing policy compliance, and providing complete procure-to-pay automation. The suite includes modules for spend analysis, category management, sourcing, procurement, supplier collaboration, logistics, settlement, and supplier performance management. It claims that implementing the solutions can reduce costs per supplier from $585-1000 annually to below $150 by providing better visibility across the organization.
The document provides a framework for conducting a strategic fit assessment using a value chain approach. It involves high-level assessment of an organization's current assets, capabilities, and commercial relationships. It then assesses these elements for different strategic options. Gaps are identified for each option and priorities set for closing gaps internally, through acquisitions, or partnerships. The framework allows conclusion of strategic options based on overall fit with key issues and suggests next steps.
SaaS vs BPO: Operational Considerations of the SaaS Service Delivery ModelHROAssoc
In the second session of this webinar series, we further explore how SaaS and BPO are not mutually exclusive, now from an operational perspective. A panel of practitioners and providers discuss how services stay the same or may change in different areas, potential differences in your ongoing delivery team, global design considerations, and modifications to the governance model.
Panel:
- Jill Goldstein, Global Offering Lead, Talent and HR BPO, Accenture
- Jamie McGovern, Partner - Human Capital Management, Global Business Services, IBM US
- Susan Laskey-Myers, SVP HR Solutions & Service Delivery, Thomson Reuters
Moderator: Brenda Sural, Director HR Service Delivery, Kraft Foods
The document discusses recruiting and retaining IT professionals using skills assessments. It describes a case study where Hudson worked with the UK Foreign and Commonwealth Office (FCO) to fill a critical role they had previously failed to fill 3 times. Hudson broke the role down into key skills using the SFIA framework and developed an objective assessment of candidates against those skills. Top candidates were identified as those demonstrating the closest fit to the professional competency requirements through the skills assessment, particularly candidates G, K, and L. The skills-based approach provided a more effective evaluation method than traditional recruiting.
This document discusses concepts related to global sourcing, outsourcing, ASPs, and ERP systems. It defines key terms, explores different types of outsourcing relationships and the determinants of competitive advantage. Porter's five forces model and Moore's business ecosystem concept are examined. The functions and potential benefits of ERP systems are outlined, along with implementation requirements and challenges. Quotes from industry experts provide real-world perspectives on ERP objectives, problems experienced, and advice for others implementing ERP.
In this thought provoking paper we talk about how in the last few years since the Great Recession, organizations have attempted to
Optimize supply chain operations and position themselves for growth over the next 3-5 years. This includes tapping “low-hanging fruit”
in the optimization journey, largely in the indirect sourcing transactional services such as logistics.
Procuring “direct” material, however, seems to be a relatively untapped opportunity for organizations to continue optimizing
their supply chains. Inevitably, companies can benefit significantly more by opting for an end-to-end framework
rather than through incremental improvements to direct spend management processes.
Sage ERP X3 is an ERP software that provides rich functionality across all business areas. It offers a flexible and scalable platform designed for mid-sized companies. Sage ERP X3 comes in two configurations - Standard Edition for fast deployment and Premium Edition for advanced customization. It provides operational efficiency, improved decision making, and ease of use at an affordable cost.
Provider Network & Performance Management Framework, a comprehensive business intelligence Platform manage life cycle processes including contracting, credentialing, provider performance Management and Network adequacy optimization. Find more on Offerings & key Features.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Speaking Notes: If procurement is about maximizing the value of supply, then strategic sourcing, as typically applied, addresses only a single element: pricing and TCO. Sourcing can only do so much to tap the true value of strategic relationships, drive innovation and improve supplier capabilities and performance over time. It is true that a strong sourcing process, embedded within a robust category management methodology, should set up the appropriate supplier relationship management (SRM) processes for success, especially surrounding strategic supplier relationships. But once preferred suppliers in a rationalized supply base are put in place, the game shifts toward joint value creation. This demands a collaborative approach that may prove difficult for many procurement organizations, as it requires new skills, processes, tools and organizational support.