采购寻源

Supplier DevelopmentSupplier DevelopmentSupplier Development . . .•is any effort of a buying firm w/ a supplier p pto improve its performance and/or capabilities•--and to meet the buying firm s short and to meet the buying firm's shortand/or long term supply needs.Evolution of SupplierSTRATEGIC SUPPLIER DevelopmentHigherREACTIVE SUPPLIER DEVELOPMENTSupply Base SUPPLIER DEVELOPMENTEvolutionary StrategiesPerformance/CapabilitySUPPLY BASE REDUCTIONSUPPLY BASE ASSESSMENTTOTAL QUALITY MANAGEMENTTimeLowerSupplier Development Activities Specific techniques/tools/activities that firms employ in supplier development vary. The following framework organizes supplier development:Supplier Development Activitiesy g g pp pPRODUCT FOCUS PROCESS FOCUSSupplier awareness Supplier Quality Assurance Supply Base Management A ti iti Provides forOverall SupplyB ppSupply base reductionCost savings programsSupplier suggestion programsNew product development information sharing Supplier Quality Assurance programsSupplier Councils Quality audits ISO 9000fActivitiesBase Improvementinformation sharing Technology sharing Part level qualification databasesInformation system developmentsEDI/planning systems B li li t Supplier Development Provides for Specific New product development teamsSharing forecasts withsuppliersValue analysis teams Buyer-supplier alignment Process mappingQuality engineering work teamsJoint cost savings sharing j tActivities Buyer/Supplier ImprovementValue analysis teams Cost savings projectsDeveloping full service supplier capabilities Co-locationprojects Supplier training Supplier certification Supplier continuous improvementJ i t i t ff tJoint improvement effortsCommodity Portfolio TARGET For Supplier DevelopmentCommodity PortfolioLow VolumePurchasesHigh Volume PurchasesBOTTLENECK SUPPLIES CRITICAL STRATEGICTARGET COMMODITIES/SUPPLIERSFOR High Opportunity Higher Risk CommoditiesSubstitution difficult Monopolistic markets High entry barriers BOTTLENECK SUPPLIES Strategically important Substitution/alternate supplier difficult CRITICAL STRATEGIC SUPPLIESFORDEVELOPMENTHigh entry barriersCritical geographic/ political situationsupplier difficultMajor importance for purchasing overall G S S Lower OpportunityLower RiskCommoditiesAvailability adequate Standard specifications of goods/services NON-CRITICAL SUPPLIESAvailability adequate Alternative suppliers Standard product LEVERAGE SUPPLIES of goods/services Substitution possibleStandard product specificationsSubstitution possibleIdentify Candidates for DevelopmentIdentifying key suppliers via Pareto analysisTOP TEN LISTSUPPLIERS REQUIRINGDEVELOPMENT FROM OPTIMIZED SUPPLY HighSupplier PerformanceD f t /OPTIMIZED SUPPLY BASEHighPerformanceDefects/Total Cost/Late Delivery/Cycle Time/Service/Minimally EliminateSafety/EnvironmentMinimally acceptable performance driven by customer i tEliminateCriticalCritical Critical requirements LowCommodityA CommodityBCommodityCEarly Stages Early Stages1. Identify StrategicS l Ch i 2. Search forCompetitiveS li3. EstablishPerformanceMetrics and4. Supply BaseSupply Chain Needs Suppliers Metrics andAssessmentRationalizationGOAL:Pool ofPotentially yCapableSuppliersReactive Supplierpp Development5. On-site Risk Assessment by6. Problem-solvingto EliminateGOAL:Suppliers MeetCurrentyCross-functionalTeamSuppliers’DeficienciesCurrentProductionRequirements•Reactive Approach to Development •Single SupplierSingle Supplier•RemedialAd hoc•Ad hocProblem Solving Development Problem-Solving Development10 a. Incentives& Rewards8. Establish openrelationship through feedback and information-9. SystematicSupplierDevelopment10a. DirectInvolvementActivitiesfeedback and information-sharingpGOAL:Self-Reliant Supply 10c. Warnings & PenaltiesSelf Reliant Supply Base –Continuous ImprovementStrategic Cost ManagementStrategic SourcingStrategic SourcingStrategic Sourcing Process Strategic Sourcing ProcessPortfolio Analysis Approach Portfolio Analysis ApproachHighValue to StrategicLeverageBuyerAcquisition Multiple LowqpNumber of Capable Suppliers FewManyNumber of Capable SuppliersCategorizing Suppliers Categorizing SuppliersSupplier Evaluation and Selection Supplier evaluation and selection is an eight step process •Supplier evaluation and selection is an eight-step process composed of sub-processesSt1R i th t d i t t l t dStep 1:Recognize that a need exists to evaluate andselect a supplierStep 2:Identify key purchasing/sourcing requirementsStep 3:Determine appropriate sourcing strategyStep 4:Identify potential supply sourcesp pp pStep 5:Limit suppliers in selection poolStep 6:Determine method of supplier evaluationStep 7:Make supplier selection decisionStep 8:Negotiate and execute agreementStep8:Negotiate and execute agreementWhew! This seems like hard work!Sourcing Channel Selection Sourcing Channel SelectionTotal Cost ManagementTotal Cost Management and Supply Chain RedesignIncome Statement Revenues-=PBITIncome StatementImprovements to CustomerService using fewer resources Systematic decision support COGSSystematic decision support Tools for cost-based analysisWorking Insights into cost drivers Network rationalization Optimized channel Total Cost ManagementCapitalA t+=NetAssetsOptimized channel managementLogistics outsourcing Impact analysis Supply Chain Redesign Assets Balance Sheetp yy gCost Trade-OffsTotal Cost Inventory Cost$TransportationSmall, Frequent Deliveries Large, Infrequent DeliveriesNext ClassNext Class•Supply base optimization or rationalization is S l b ti i ti ti li ti i the process of determining the right mix and number of suppliers to maintainnumber of suppliers to maintain• A continuous process that strives for the ideal number and mix of capable suppliers–Optimization does not only mean adding or reducingsuppliers. It can mean switching suppliers, alsoOptimization does not mean supply base reduction,–Optimization does not mean supply base reduction,although historically North American firms have too manytier one suppliers•As companies continue to rely on fewer totalAs companies continue to rely on fewer total suppliers, the selection process takes on even g pgreater importance。