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RATING GUIDE
Rating Value Description
Add-on Partner 80 Supported via add-on products offered by partner
Customization 40 Supported via customization (changes to the sourc
Future Release 20 Supported in a future release
Modification 70 Supported via modification (screen configurations,
Not Supported 0 Unsupported
Supported 100 Supported as delivered out-of-the-box
Supported by Partner 95 Supported via an integrated partner solution
Third Party Support 60 Supported via an existing third party solution
Unrated 0 The vendor or provider has not yet submitted info
Supplier Relationship Management (SRM) Knowledge
Tree1. DESIGN
Best practice dictates that strategic suppliers are tied into the new product process
from the very beginning--i.e. the concept, requirements, and design definition phase.
SRM suites support this with things like requirements collaboration tools, component
selection tools and BOM radin .
1.1. CONCEPT AND REQUIREMENTS DEFINITION
COLLABORATIONSuppliers of strategic components and materials add value to the concept and
requirement definition process by giving early feedback on what is feasible and
suggesting alternatives that may add value, reduce cost, and be easier to
manufacture. SRM suites facilitate this by providing collaboration tools that allowsuppliers to participate as a member of the team that sets requirements and
targets (performance, cost, serviceability, etc.) for new products.
1.1.1. Supplier collaboration on performance features, options, quality,
reliability, packaging, inventory planning, manufacturability, field support
planning, and fulfillment strategy1.1.2. Real-time conferencing
1.1.3. Target setting tools (multi-enterprise)
Target cost, reliability, service costs, and performance
This is a reporTHE FULL REPORT CONTAINS 920 CRITERIA, WHI
Supplier Relationship Mana
r er a n s now e ge ase per a n o manag ng supp er, manu ac urer, w
management, international trade logistics, transportation execution, and many
suite.
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1.1.4. Scenario creation and evaluation (multi-enterprise)
1.2. DESIGN COLLABORATION
Supplier-facing processes during design include component selection, design
sharing and collaboration with suppliers, design for manufacturing, BOM grading,
involvement of procurement and obsolescence management. Component selection
tools help designers in picking parts that meet a wide variety of criteria, using
knowledge from across the enterprise (e.g. sourcing department) and across thesupply base. Design collaboration enables supplier involvement and collaboration
in design decisions. BOM grading enables analysis and scoring of product content
against cost, supply, and other business objectives and constraints. Procurement
integration gives the procurement personnel early-warning visibility into new
materials and components and integrates the requisition process for prototypes
and long lead-time, first-run materials. Obsolescence management helps prevent
or reduce designing of components that will be obsolete before the expected
product end-of-life.
1.2.1. COMPONENT AND DESIGN SELECTION
1.2.1.1. Parametric Search of Supplier Products (Electrical,
Mechanical, and Performance Specifications)
1.2.1.2. MATERIAL AND PART RATIONALIZATION
1.2.1.2.1. Relative price/performance analysis comparing parts
Analyze and compare relative suitability of parts within a
commodity class. For example price, reliability/failure rates,
horsepower per pound, price per megabyte, operating1.2.1.2.2. Preference indicator and scoring mechanism
When comparing materials or parts within a class, a visual or
numeric indicator/score of "preference level," is based on
comparison against user-defined criteria weightings or user-1.2.1.2.3. Side-by-side comparison of parts
1.2.1.2.4. Comparison against a selected part or against a set
1.2.1.2.5. Sourcing or supply chain constraints
Consideration of sourcing requirements and supply constraints
in part selection
1.2.1.2.6. Parts reuse management1.2.1.2.7. AVL/AML preference
The approved vendor list and approved manufacturer's list
(AVL/AML) is the number of approved suppliers for the part
1.2.1.2.8. New part introduction workflow
Approval process for ensuring checks and balances on inserting
new components. Routed to answer questions such as, is it able
to be sourced, does it require any new machinery on the
factory floor, etc. During design selection it allows entering
information about a part, either fill in the blanks, start from a
similar part, or import from an external database. Includes
rocesses to normalize and clean the data. Su orts the1.2.1.2.9. Rule-based alternative component evaluation
Pull-down menu of alternates offered to designers. List of
alternatives generated based on equivalence rules for upgrade
or downgrade (for example, an alternate part may provide
more amplification or weigh less). Capture intellectual property
of engineering, sourcing, and other departments in definition of
equivalence rules, including supply chain criteria. Both
internally created rules and externally supplied rules shipped
1.2.2. VISUALIZATION, DESIGN-SHARING, AND
SIMULATION TOOLS1.2.2.1. 2D/3D design visualization
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1.2.2.2. Workflow approval routing
1.2.2.3. CAD file conversion
Convert between various popular computer aided design (CAD)
formats without loss of accuracy or detail.1.2.2.4. Design re-use management
Easy access to internal and supplier-provided libraries of existing
designs, by function, performance, form and fit, and materials.Measurement and grading of design reuse.1.2.2.5. Form and fit simulation using supplier component designs
Simulating mechanical fit to uncover errors before building
prototypes--reduces the number of design passes required.1.2.2.6. Virtual prototyping or behavioral modeling using supplier
component designs
1.2.3. DESIGN FOR MANUFACTURING
1.2.3.1. Design for manufacturing review by outsourced
1.2.3.2. Design for manufacturing simulation using supplier
component designs
1.2.4. COLLABORATIVE BOM GRADING AND MANAGEMENT
Analysis and scoring of product content against cost, supply, and other
business objectives and constraints.1.2.4.1. BOM/product analysis (by cost, size, weight, etc.)
Summing (Boolean or other formulae for combining) the attributes
from all of the parts in the BOM to compare against specific targets1.2.4.2. User-defined attributes
1.2.4.3. User-defined grading rules and formulae
1.2.4.4. Auto-load of attribute information from ERP systems,
catalogs, and other sources
1.2.5.2. Requisitions integrated into design process
1.2.4.5. BOM-level reuse management
Grading of level of reuse of parts, assemblies, and design within a
1.2.4.6. Auto-cleansing, parsing, population, and analysis of BOMS
Workflow that supports automatic cleansing, parsing, and aliasing
customer BOMS so they can become actionable. Automatic
1.2.6. OBSOLESENCE MANAGEMENT IN DESIGN PROCESSES
1.2.6.1. Input from procurement and other internal sources (e.g. last
buy date notices)1.2.6.2. dynamic link for obsolence information directly from
1.2.5. PROCUREMENT COLLABORATION AND INTEGRATION
INTO DESIGN PROCESSES1.2.5.1. Procurement visibility into potential new materials and parts
being consideredProviding an early warning to the procurement team about new
materials, enabling dialog between procurement and
sourcing/engineering during the design process.
Integration of requisition process into design process for ordering
parts for prototypes and long-lead time first-run materials.
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2.1.1. COMMODITY PLANNING
Many consider Sourcing to be the heart of SRM and commodity
management to be the heart of sourcing. Advanced sourcing suites are
rich in analysis and decision support technology to absorb huge amounts
of data quickly and make intelligent sourcing decisions. They also lay the
foundation of execution through the RFx process and managing
performance against contracts. Risk management is an area which spans
the full lifec cle but is most associated with the sourcin function.
Supplier-facing processes during design include component selection,
design sharing and collaboration with suppliers, design for
manufacturing, BOM grading, involvement of procurement and
obsolescence management. Component selection tools help
designers in picking parts that meet a wide variety of criteria, using
knowledge from across the enterprise (for example, sourcing
department) and across the supply base. Design collaboration
enables supplier involvement and collaboration in design decisions.BOM grading enables analysis and scoring of product content against
cost, supply, and other business objectives and constraints.
Procurement integration gives the procurement personnel early-
warning visibility into new materials and components and integrates
the requisition process for prototypes and long lead-time, first-run
2. SOURCING
Many consider sourcing to be the heart of SRM and commodity management to be the
heart of sourcing. Advanced sourcing suites are rich in analysis and decision support
technology to absorb huge amounts of data quickly and make intelligent sourcing
decisions. They also lay the foundation of execution through the RFx process and
managing performance against contracts. Risk management is an area which spans the
full lifecycle, but is most associated with the sourcing function.
2.1. COMMODITY MANAGEMENT
Commodity management is the central sourcing function. Tools for analyzing
global spend across many dimensions are needed to come up with optimum
sourcing decisions. Tools to create and manage the supply plan give unambiguous
direction to procurement.
© Technol
This document
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2.1.1.1. GLOBAL SPEND AND SCENARIO ANALYSIS
2.1.1.1.1. SPEND DATA AGGREGATION,
CLEANSING AND CLASSIFICATION2.1.1.1.1.1. Spend data extraction from ERP and best-of-
breed purchasing systems2.1.1.1.1.2. Data cleansing and normalization (scrubbing,
mapping, and aliasing)
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reports, GUI tailoring, etc.)
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EMNS - GSQA (Global Supplier Quality
Assurance)
VITG USA L.L.C - virtual Supplier
Relationship Management
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other issues for a complete solution, this knowledge base will support your evaluation of an SCM
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gy Evaluation Centers Inc. 2013.
ay only be used for internal purposes.
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