1、SCLM Chapter 05

Competing through Sourcing
• Quality Improvement • Cost Reduction • Lead Time Reduction • Delivery/Service Improvement • Technology Gain • Shortened Concept-to-Customer Cycle
• Improved supplier cost productivity
• Committed volumes to allow supplier investment
McGraw-Hill/Irwin
Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper.
Procurement Initiative Marketing Response
Purchaser
Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper.
Copyright© 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright© 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
5-11
Volume Consolidation/Supply Base Optimization (Buy for Less)
• Increased supplier fixed cost utilization • Capitalize on competitive supply base
5-5
Importance of Sourcing
• In the average manufacturing firm purchased goods and services account for 55% of every sales Dollar
• Direct labor costs account for only about 10% of the sales dollar
Copyright© 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
5-12
Supplier-buyer Integration/ Linked Cost Minimization (Buy Better)
• Improved coordination/forecast accuracy and predictability
Copyright© 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
5-2
Purchasing vs. Procurement
• Purchasing is normally associated with a functional activity
Copyright© 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
5-13
Value Management/ Optimization (Consume Better)
• Early supplier involvement in solution design • Reduced complexity/simplified specifications • Increased standardization • Clarified response time objectives • Rationalized requirements • Controlled consumption rates
structure • Leveraged buyer’s share • Enhanced negotiations and contracting
skills
McGraw-Hill/Irwin
Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper.
McGraw-Hill/Irwin
Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright© 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
• Procurement/Sourcing should be viewed as a strategic activity for the business.
McGraw-Hill/Irwin
Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper.
Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper.
Copyright© 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
5-4
92,400,000
55,000,000
Labor
15,000,000
25,200,000
9,600,000
Other
22,000,000
36,960,000
22,000,000
Pre-tax Profit
13,500,000
13,440,000
13,400,000
McGraw-Hill/Irwin
Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper.
Copyright© 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
5-8
Copyright© 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
5-3
Purchasing vs. Sourcing (cont’d)
Purchasing Mentality
One contract at a time Win-lose Immediate returns Secretive Current needs can be met Lowest purchase price Multiple suppliers Infrequent interaction Criticism Buyer-sales relationship Safety in numbers Quality inspected Inventory as safeguard
McGraw-Hill/Irwin
Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper.
Copyright© 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin
Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper.
Copyright© 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Supplier Development Through Procurement
The Marketing Viewpoint
Supplier
Marketing Initiative Purchasing Response
Purchaser
Supplier
McGraw-Hill/Irwin
The Procurement Viewpoint
• Value management/Optimization => “Consume better”
• Sales synergy => “Sell better”
McGraw-Hill/Irwin
Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper.
SupplyChainLo5-1gisticsManagement
Chapter5:ProcurementandManufactur ingStrategies
McGraw-Hill/Irwin
Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper.
• Optimized logistical flows/value added roles (including outsourcing)
• Streamlined transactional information flow
• Increased and earlier supplier involvement on cost issues