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Tài liệu tiếng Anh thương mại quản lý Chapter 11 Sourcing
11-1 Chapter 11 Sourcing 11-2 Key Concepts • The Strategic Sourcing Plan • Discovering Potential Suppliers • Evaluating Potential Suppliers • Selecting Suppliers » Bidding Versus Negotiation » Reverse Auctions » Two-Step Bidding/Negotiation » The Solicitation » Weighted-Factor Analysis » Responsibility for Source Selection • Developing Suppliers • Managing Suppliers 11-3 Key Concepts • Additional Strategic Issues » Early Supplier Involvement » Supply Base Reduction » Single Versus Multiple Sourcing » Share of Supplier’s Capacity » Local, National and International Sourcing » Manufacturer or Distributor » “Green” Supply Management » Minority- And Women-Owned Business Enterprises » Ethical Considerations » Reciprocity 11-4 The Strategic Sourcing Plan • World class Supply Management requires supply management to develop a strategic sourcing plan that details how supply management will discover, evaluate, select, develop and manage a viable supplier base 11-5 Strategic Sourcing Plan Stages Figure 11-1 11-6 Discovery • Supplier Web Sites • Supplier Information Files • Supplier Catalogs • Trade Registers & Directories • Trade Journals • Phone Directories • Filing of Mailing Pieces • Sales Personnel • Trade Shows • Company Personnel • Other Supply Management Departments • Professional Organizations 11-7 Evaluating Potential Suppliers • Supplier Surveys • Financial Condition Analysis • Third Party Evaluators • Evaluation Conference • Facility Visits • Quality Capability Analysis • Capacity Capability Analysis • Management Capability Analysis • Service Capability Analysis • Flexibility Capability Analysis • Information Technology Capability Analysis 11-8 Selecting Suppliers • Bidding Versus Negotiation • Reverse Auctions • Two-Step Bidding/Negotiation • The Solicitation • Weighted-Factor Analysis • Responsibility for Source Selection 11-9 Bidding versus Negotiation • Few topics generate more passionate discussions than bidding versus negotiation • The selection of bidding or negotiation should be decided by using objective criteria, a total cost perspective and sound supply management logic 11-10 Prerequisites to Bidding • Dollar value must be large • Specifications must be clear • Market must consist of an adequate number of sellers • Sellers must be qualified and want the contract • Time available must be sufficient [...]... to market is critical 11- 24 Dual Sourcing Using the “70-30” Approach • 70 percent of the volume is awarded to one supplier • 30 percent to a second supplier • Economies of scale are obtained from the “big supplier” • The “little supplier” provides competition • When the “big supplier” fails to perform the percentages may be reversed by the buyer 11- 25 Considerations for Multiple Sourcing • Protect the... addressed in detail in the chapter on Supplier Development 11- 17 Managing Suppliers • Managers must ensure the suppliers perform as required • Suppliers must meet the firm’s long-term needs • If suppliers are unlikely to meet future requirements the firm may: » Assist with financing / technological assistance » Develop new sources » Be required to develop the capability internally 11- 18 Additional Strategic... Issues • Early Supplier Involvement • Supply Base Reduction • Single Versus Multiple Sourcing • Share of Supplier’s Capacity • Local, National and International Sourcing • Manufacturer or Distributor • “Green” Supply Management • Minority- And Women-Owned Business Enterprises • Ethical Considerations • Reciprocity 11- 19 Early Supplier Involvement • Early supplier involvement (ESI) is an approach in... Special tooling of setup costs are major factors 11- 11 Even if the previous list is met… here are two arguments for Negotiation • The negotiation process is far more likely to lead to a complete understanding of all issues of the procurement • Competitive bidding tends to result in sacrifices in product quality, development efforts, and other vital services 11- 12 Reverse Auctions In contrast to competitive... technology 11- 26 Share of Supplier’s Capacity • Many firms try to not exceed more than 15 to 25 percent of any one supplier’s capacity • This issue became all too real in the early 2000s » Many companies cancelled orders that had long supplier lead times, which resulted in suppliers being caught with, in some cases, hundreds of millions of dollars of work-in-process 11- 27 Local, National and International Sourcing. .. fluctuating demand • Shortages are less likely 11- 30 Manufacturer or Distributor • Potential Benefits of a Distributor over Buying Direct from the Manufacturer » Economy of scale » Reduction of orders » Reduction of paperwork » Special services » Technical advice » Credit 11- 31 “Green” Supply Management • Recycled materials • Environmental issues • Liability issues 11- 32 Minority- And Women-Owned Business... 11- 22 Supply Base Reduction • Supply base reduction is achieved through both reducing variety and increasing consolidation • Two benefits of supply base reduction cited by John Deere are: » » • increased leverage with suppliers better focus and supplier integration in product development Increased leverage is also due to the increased involvement with the suppliers which builds goodwill and trust 11- 23... adverse affect on long-term relationships 11- 13 Two-Step Bidding/Negotiation • Used in situations where inadequate specifications preclude the initial use of traditional competitive bidding • The two steps are: » Step 1: Technical Proposals – » IFBs for Step 2 are sent only to those sellers who submitted acceptable technical proposals Step 2: Price Bidding 11- 14 The Solicitation • IFB • RFP • Item... Info on quantities • Delivery schedules • Special terms and conditions • Standard terms and conditions 11- 15 Weighted Factor Analysis • Steps to developing » Develop factors to serve as criteria » Develop sub-factors or performance factors » Develop a scoring factor » Score or evaluate the supplier 11- 16 Developing Suppliers • Development of suppliers is one of the greatest untapped frontiers in supply... of operations 11- 28 Local Buying Advantages • Closer cooperation between buyer and seller is possible • Delivery dates are more certain • Lower prices can result from consolidated transportation and insurance • Shorter lead times reduce inventory • Rush orders are filled faster • Disputes are usually more easily resolved • Implied social responsibilities to the community are fulfilled 11- 29 National . 11- 1 Chapter 11 Sourcing 11- 2 Key Concepts • The Strategic Sourcing Plan • Discovering Potential Suppliers • Evaluating Potential. strategic sourcing plan that details how supply management will discover, evaluate, select, develop and manage a viable supplier base 11- 5 Strategic Sourcing Plan Stages Figure 11- 1 11- 6 Discovery • Supplier. International Sourcing » Manufacturer or Distributor » “Green” Supply Management » Minority- And Women-Owned Business Enterprises » Ethical Considerations » Reciprocity 11- 4 The Strategic Sourcing