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Raising Supplier Relationship Management In Emerging Countries
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Transcript of Raising Supplier Relationship Management In Emerging Countries
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Raising Supplier Relationship Management in emerging countries
A Procurement insightIselle Dimas Ekoh
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Foreword
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Relationship awareness
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DELIVERABLES
PO to delivery percentage
32
4138
54
6256 58 56 58
0
10
20
30
40
50
60
70
Janv Fev Mar Avr Mai Juin Juillet Aout Sept
PR to PO KPI sept 2011
8
12
89 9
13
78
3
0 0 00
2
4
6
8
10
12
14
Janv Fev Mar Avr Mai Juin Juillet Aout Sept Oct Nov Dec
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DELIVERY FAIL ANALYSISTimely delivery performance
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
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10 C s of supplier performance measurement
Competency Capacity Commitment Control Cash Cost consistency Culture Clean Communications
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Best Practices
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Suppliers performance rate
Supplier 1Supplier
2 Supplier 3Supplier
4Supplier 5 Supplier 6 Supplier 7
Timely delivery 37 19 10 9 13 7 1
Delays 7 8 2 1 10 4 12
Number of Pos 44 27 12 10 23 11 13
Punctuality percentage 84 70 83 90 57 64 8
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Ratings
Category rating form Delivery performance (quantities) Delivery performance ( on time) Price ( performance over time) Quality and compliance to specifications Invoicing and Financial performance Service from representative and after-sales team Good and accurate documentation Problem solving when difficulties occur Emergency backup if needed Simple rating formQuality/ Delivery/ After-sales service/ PriceScore and Target chart
Balanced scorecard and PDCA cycle
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Measurable Factors Factor Weight Vendor #1 Vendor #2
Throughput/Cycle time
Yield Rate (consistency)
Footprint
Machine cost
Decreasing cost of ownership
Increasing overall equipment efficiency
System flexibility
Changeover time
Tool reliability
Overall system quality
Process development/monitoring capability
Reduced operator skill requirements
Faster training and ramp capability
Software functionality/common platform
User programmability
Related applications and technology
Installed base
Number of applications supported
Vendor technical leadership
Application engineering and pilot production support
Package design for automation support
Ongoing process improvement support/ Ongoing product development efforts
Overall vendor responsiveness
Total
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Weighted measurements Walker Manufacturing Factors Weights Quality 35% Delivery 35%
Price 20% Support 10% AT&T Factors Weights Quality/Reliability 8% Delivery 25% Business
issues 15% Qualification 10% Quality management 12% Vendor co-operation 20%
S C Johnson's Wax Factors Weights Quality 35% Delivery 35% Price 20% Support 10%
GTE Factors Weights Delivery 25% Pricing 10% Customer service 25% Product quality 25%
Cummins engine Factors Weights Quality 25% Delivery 25% Price 25% Subjective 25%
Factors Weights Delivery 30% Quality 30% Value 20% Partnering 20%
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Auditing
Traditional audit Process audit Value for money audit Audit trail
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Be Excellent: A culture of discipline, precision, thoroughness and rigour is not a business principle. It’s a Greatness principle!