Chapter 20 Strategy in Purchasing and Supply Management.
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Transcript of Chapter 20 Strategy in Purchasing and Supply Management.
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Chapter 20
Strategy in Purchasing and Supply
Management
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20 - 3
McGraw-Hill/IrwinPurchasing and Supply Management, 13/e
© 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
An Organization Must Approach Strategic Planning on Three Levels
• Corporate: Decisions and plans that answer the questions of what business are we in? and, how will we allocate resources among these businesses?
• Unit: Decisions mold the plans of a particular business unit, as necessary to contribute to corporate strategy.
• Function: Plans concern the “how” of each functional area’s contribution to the business strategy and involve the allocation of internal resources.
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McGraw-Hill/IrwinPurchasing and Supply Management, 13/e
© 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
Key Strategy Questions
1. How can the supply function contribute effectively to organizational objectives?
OR
2. How can the manager of purchasing make sure the supply function contributes effectively to organizational objectives?
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McGraw-Hill/IrwinPurchasing and Supply Management, 13/e
© 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
Supply Strategy Interpreted in Organizational Strategy
SupplyObjectives
SupplyStrategy
OrganizationalStrategy
OrganizationalObjectives
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McGraw-Hill/IrwinPurchasing and Supply Management, 13/e
© 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
Supply Strategy Links Current and Future Markets to Current and Future Needs
CurrentNeeds
CurrentMarkets
FutureMarkets
FutureNeeds
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McGraw-Hill/IrwinPurchasing and Supply Management, 13/e
© 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
Normal Organizational and Supply Objectives
Organizational Objectives
1. Survival
2. Growth
3. Financial
4. Environmental
Supply Objectives
1. Quality
2. Quantity
3. Delivery
4. Price
5. Service
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20 - 8
McGraw-Hill/IrwinPurchasing and Supply Management, 13/e
© 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
Potential Business-StrategyContribution Areas
1. Social issues and trends
2. Government regulations and controls
3. Financial planning with suppliers
4. Product liability exposure
5. Economic trends and environment
6. Organizational changes
7. Product or service line
8. Competitive intelligence
9. Technology
10. e-Commerce
11. Investment
12. Mergers/acquisitions/ disinvestment
13. Time-based competition
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20 - 9
McGraw-Hill/IrwinPurchasing and Supply Management, 13/e
© 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
Four Possible Changed OrganizationalStrategies Involving Purchasing
1. Materials management
2. Project management
3. Logistics management, or supply chain management
4. JIT purchasing/production
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McGraw-Hill/IrwinPurchasing and Supply Management, 13/e
© 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
Three Ways for Supply to Contribute to Technology Strategy
1. By providing information to their own design/ process/production staff on development in technology
2. By working with suppliers to develop new technology that can be incorporated into the buying firm’s operation
3. By assisting to “lock-up” new, advantageous technology through exclusive agreements with suppliers
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20 - 11
McGraw-Hill/IrwinPurchasing and Supply Management, 13/e
© 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
e-Commerce Issues
• Which exchanges should our company participate in?
• Should our company form a B2B exchange with our competitors?
• Should we demand that our suppliers conduct business with us on-line?
• What software should we be committing to?
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McGraw-Hill/IrwinPurchasing and Supply Management, 13/e
© 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
Risk in the Supply Chain
1. The risk of interruption of the flow of goods and services
2. The risk that the cost of the goods or services will be higher than expected
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McGraw-Hill/IrwinPurchasing and Supply Management, 13/e
© 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
Managing Supply Risks
1. Identification and classification of the risks
2. Impact assessment
3. A risk strategy
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McGraw-Hill/IrwinPurchasing and Supply Management, 13/e
© 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
Major Purchasing Functional Strategy Areas
1. Assurance of supply strategies
2. Cost reduction strategies
3. Supply support strategies
4. Environmental change strategies
5. Competitive edge strategies
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McGraw-Hill/IrwinPurchasing and Supply Management, 13/e
© 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
Strategic Purchasing Planning Process
Identify andanalyze alternatives
Determinesupply strategy
Review implementationfactors
Gain commitmentand implement
Evaluate
Restateorganizational goals
Determine supplyobjectives to contributeto organizational goals
Isolate factors affectingachievement of
supply objectives
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McGraw-Hill/IrwinPurchasing and Supply Management, 13/e
© 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
Supply Strategy Questions
• What- Make or buy- Standard versus special
• Quality- Quality versus cost- Supplier involvement
• How much- Large versus small quantities (inventories)
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McGraw-Hill/IrwinPurchasing and Supply Management, 13/e
© 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
Supply Strategy Questions
• Who- Centralized or decentralized- Quality of staff- Top management involvement
• When- Now versus later- Forward buy
• What Price- Premium, standard, lower- Cost-based, market-based- Lease/make/buy
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McGraw-Hill/IrwinPurchasing and Supply Management, 13/e
© 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
Supply Strategy Questions
• Where- Local, regional- Domestic, international- Large versus small- Multiple versus sole source- High versus low supplier turnover- Supplier relations- Supplier certification- Supplier ownership
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McGraw-Hill/IrwinPurchasing and Supply Management, 13/e
© 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
Supply Strategy Questions
• How- Systems and procedures- Computerization- Negotiations- Competitive bids- Fixed bids- Blanket orders/open orders
- Blank check system
- Group buying
- MRP
- Long-term contracts
- Ethics
- Aggressive or passive
- Purchasing research
- Value analysis
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McGraw-Hill/IrwinPurchasing and Supply Management, 13/e
© 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
Supply Strategy Questions
• Why?
- Objectives congruent
- Market reasons
- Internal reasons
1) outside supply
2) inside supply
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McGraw-Hill/IrwinPurchasing and Supply Management, 13/e
© 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
Trends in Purchasing andSupply Management
• Nontraditional people will be in many supply management
positions
• Technical entry route into purchasing
• Emphasis on total quality management and customer
satisfaction
• Emphasis on the process used in acquisition, rather than the
transactions
• Purchase of systems and services, as well as products
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McGraw-Hill/IrwinPurchasing and Supply Management, 13/e
© 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
Trends in Purchasing andSupply Management
• Strategic cost management
• Design engineering and purchasing capitalize on their potential synergy
• The supplier base will be reformulated
• Longer term contracts
• e-Commerce
• Global supply management
• MRO items handled by a third-party contractor
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McGraw-Hill/IrwinPurchasing and Supply Management, 13/e
© 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
Trends in Purchasing andSupply Management
• Sourcing will include the complete end product or service and be done proactively
• Closer supplier relationships
• Teaming
• Empowerment
• End-product manufacturers will focus on design and assembly
• Consortiums for purchasing
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McGraw-Hill/IrwinPurchasing and Supply Management, 13/e
© 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
Trends in Purchasing andSupply Management
• Separation of strategic and tactical purchasing
• Greater purchasing involvement in nontraditional purchases
• Environmental purchasing
• Value enhancement versus cost reductions
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McGraw-Hill/IrwinPurchasing and Supply Management, 13/e
© 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
The Future of Supply Management
1. Supply chain management
2. Cycle time reductions
3. Video communication with suppliers
4. Integration into business strategy
5. Outsource the procurement process
6. Functional lines blurred or even eliminated
7. Design for procurability
8. “Pull systems” become common in manufacturing
9. Reduction of third- and fourth tier suppliers
10. Networking of suppliers
11. Contract with two suppliers simultaneously to design and build
12. Rationalization of B2B marketplace
13. Expert systems/artificial intelligence