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Strategic Planning Mission Statement Vision Statement Strategies
Long-Term Action Plan Commits Organizational Resources Creates Competitive Advantage
Performance Measures
Strategic Planning StepsDeveloping the VisionTranslating the Vision into GoalsDeveloping the Strategies to Achieve
the GoalsSelling the StrategiesExecuting the StrategiesTracking Progress
Development of Commodity and Supplier Strategies
Identify Critical Elements Cost Drivers Critical Materials Key Technologies
Determine How to Manage The Commodity Each Supplier Within the Commodity
Commodity Strategy Industry Standard or CustomCriticalityMarket Study / Commodity Study
Global Domestic
Commodity Strategy
Sourcing Strategy Single or Multiple Sources Price/Cost Analysis Contract Type Automation Logistics
Inventory Transportation
Supplier Evaluations
Supplier Strategy
Formal Analysis Capability, Capacity, etc.
Present Status, Desired Status, Methodology Performance Improvements Additional Services Administrative Improvements Consignments, etc.
What Must WE Do?
Strategy Development Example: Nuts and Bolts
Critical Elements Quality (Counterfeit) Availability Minimize Administrative Cost
Strategy Single Source Local Supplier
Or Consigned Inventory Known Manufacturer VMI
Strategy Development Example
Decide How to Manage Specific Supplier Goals / Objectives for That Supplier
Develop Specific Performance Measures to Track Supplier Improvement Invoice Accuracy Prompt Backorder Clearance On Time Delivery Supplier Forecasting
Forecasting as a Strategy Foundation
Volume RequirementsTimingLocationsFuture RequirementsTechnology Impacts
Specifications
ResponsibilityPurchasing’s RoleHow Described
Descriptive Design Performance Statements of Work
Specification Provides Performance Requirements Parameters Which Describe Including Units of Measure Materials to be Used Production Processes Inspection, Test Requirements Reference to Other Documents or
Specifications Mil Specs, Drawings, SAE Specs, etc.
Elements of Specifications Intended Use, Quality RequirementsStandardizationValue Analysis
Internal Negotiation Opportunities
Quality DefinitionsQuality - Quality ControlPROCESS ControlsRule of 10Quality and Multiple SourcingSupplier Certification
Total Quality Management TQM Principles
Know/Understand Customers and Requirements Satisfy/Delight Customers Continuous ImprovementElements of TQM Process Identification Process Mapping Process Simplification Process Controls Track - Monitor Continuous Improvement
TQM and Six Sigma
Value Analysis Begun by Larry Miles at GE Basic Objectives
Reduce Cost While Maintaining Function or
Increase Function While Maintaining Cost
NEVER Cheapen Product While Reducing Cost
Focus is Always on Function and Value
Value Analysis, cont. Exploded View Parts Diagram Question Each Part
Really Necessary? An Industry Standard? If Custom,
of Most Suitable Material? Do Specs Reflect Need Manufactured in Most Efficient Way?
Assembled in Most Efficient Way? Does Each Component “Match” Overall Design?
An Example
Standardization Internal
Processes Materials Equipment
External Industry Standards (Materials) Industrial Standardization (SAE) Multi-Industry (ANSI, ASTM) International (ISO, Metrics)
Standardization
Industry Standards Company Standardization
Impacts on Inventory Impacts on Purchasing Impacts on Maintenance and Repair Impacts on Quality
Implementation
Why Involve Purchasing in the Design Process?
Define Requirements Generic or Proprietary
Determine Availability and Lead TimesExamine Alternative GoodsMake/Buy AnalysisMinimize Total CostEarly Supplier Involvement
Suppliers and New Product Development
Create Competitive AdvantageEarly Supplier Involvement
Supplier Expertise and Cost Latest Technology Faster to Market Improved Quality Fewer Changes, Change Orders
General Supply Chain Strategies
Supply Base Reduction Supply Base Addition Supplier Development Inventory Strategies
VMI Consignments
Lean Operations Simplification Standardization
Automation
Risk Management Identification Mitigation
Cost Reduction Administrative Commodities Services
Leveraging Technology Lead Time
Management Sustainability
Sourcing Strategies Industry Standard or Custom?CriticalityTerm of AgreementAutomationRisk MitigationSustainability
Dave Hoover’s Purchasing Axioms
A Firm Has The Suppliers It DeservesA Supplier Will Only Be As Good As It
Has To BeThe Best Way To Get More From
Suppliers Is To Ask For It
Supplier SelectionGoal: Long Term, Close Relationship
with World Class SuppliersCreate Competitive Advantage from
Supply Base
CapabilitiesPerformanceFuture Considerations
Capabilities Financial Capabilities
Today To Grow With Us
Technical Capabilities Engineering Buyer Support
Quality Process Controls Manufacturing Capabilities
Production Capabilities Capacity
Supplier CharacteristicsProximityAccess to InfrastructureUnion ShopForecastingOthers
Terms (2/10, Net 30)Risk ProfileSustainability
Risk and SustainabilitySupply Chain Risk
External Governmental Infrastructure Supplier Logistical Terrorism Natural Disasters Accidents
Internal Policies Administrative Operational Organizational Ethics
Sustainability Environmental
Non-Renewable Resource Energy Consumption Emissions Hazardous Materials
Social Responsibility Ethics Gender Equity Living Wage Labor and Relationships
Organizational Profitability, LT Viability Customer Perceptions Customer Relationships
Risk Prevention/Remediation Ts and Cs Safety Stock Safety Lead Time Additional Suppliers Geographic
Dispersion Business Continuity
Ours Suppliers Training
ISO 31000 2009 Supply Chain
Mapping Forecasting Project
Management Review Supplier
Selection Process Supplier Visits Daily Diligence
Supplier Selection Process
Clear SpecificationMarketplace Surveys Identification of Available SuppliersDetermining Supplier QualificationsMake/Buy AnalysisSelecting from Qualified SuppliersReverse Auctions
Supply Base Analysis
Industry Average Numbers of SuppliersHow Many Suppliers Do You Have?How Many Suppliers Do You NEED?RiskView Suppliers as Investments
Is the Supplier Making Money For You? Is the Supplier a Good Return on Your
InvestmentSustainability
Supply Base Reduction
Maximize Leverage Increase Quality and Reduce Variability Utilization of Resources Minimization of Administrative Cost Create Stable Supply Base Develop Synergy Create Competitive Advantage Through
Supply Base Manage Risk
Supplier Performance
QualityOn Time DeliveryFlexibilityProblem ResolutionProductivity ImprovementTheir Supplier Management ProgramProgress Toward CertificationOther Important Criteria
Buyer Performance
Forecast AccuratelyShare InformationMinimize Rush Orders and Schedule
ChangesFocus on Total Cost - Not PricePay Bills On TimeManage Supplier Relationships
Supplier Visits Housekeeping Inventories Order Processing Procedure Quality Processes Their Purchasing Process Financial Statements Other Capabilities
Engineering, Logistics, Technology Logistics, Process Improvement Credit Policies and Terms
Other Supplier Selection Criteria
Social Goals Minority/Women Owned Small Business Buying Local (Governmental Set-Asides)
Manufacturer vs DistributorEnvironmental ConsiderationsSupply Chain Risk
Global SourcingDomestic Sourcing
Same Language Same Cultural/Ethical Expectations Same Legal System Same Banking System Same Transportation No Customs, Tariffs
Global SourcingWhy Look for Global Sources?
Lower Total Cost (Landed) Access to Markets (Countertrade) Access to Raw Materials Access to Technologies Other Reasons
Quality Competition
Global Sourcing Finding Global Suppliers
Directories Trading Companies Embassies/Consulates Trade Shows
Countertrade Logistics Issues
INCOTERMS Other Logistics Costs
Global Sourcing Problems With Global Sourcing
Good Specifications Cultural Issues Language Difficulties Long Lead Times Paperwork Payment Issues Political Risk Currency Risk Security Issues Sustainability
Global Sourcing Methods
Intermediaries Foreign Subsidiaries International Purchasing Offices Direct Purchases
Inspection Services Customs Brokers and Freight Forwarders
Global Sourcing: Communication
Understanding the True Barriers Speaking Reading and Writing Slang and Colloquialisms Two Word Verbs
Vocabulary Conversational Business Technical
Global Sourcing: Communication
Translators Local, At Destination Types
Translating Written MaterialsBusiness Cards and Titles
Global Sourcing: Payment
Domestic Payment Payment Up Front (Avoid) COD On Account
International Payment Payment Up Front (Avoid) Against Documents Letters of Credit On Account
International NegotiationAge, GenderStatus, AuthorityFormalityNumbers and Team CompositionProfessionalism “Yes” and “No”
Make/Buy Industry Standards, Proprietary Products and
Make/Buy Procurement from Suppliers Procurement by Manufacture Fluid Decision Revisit at Regular Intervals
As Economic Conditions Change As Internal Conditions Change
Always Maintain Internal Capability
Reasons to Make Quantities Too Small Quality Too Critical Timing Too Critical Trade Secrets (for a time) Cheaper Keep Crew Busy Avoid Sole Source (perhaps) Union Shop Unreliable Supplier
Reasons to BuyQuantities Too LargeSupplier Quality AcceptableHave Sufficient Lead TimeLack of Necessary CompetenciesLack of CapacityCheaperReciprocity
OutsourcingStrategic DecisionActivity is Not Core CompetencyWill, In Future Completely Depend on
SuppliersWill No Longer Maintain Internal
CapabilityManagement of Outsourced Activities
OutsourcingOur Core CompetenciesSuppliers’ Core CompetenciesDependence on Suppliers
Strategic Vulnerability Technology Transfer Source from Competitors’ Suppliers
Supplier Exploitation Price Creep Service