Bài giảng môn học Quản trị kinh doanh - Chapter 10: Sourcing and supply management

Copyright © 2014 McGraw-Hill Higher Education. All rights reserved.CHAPTER 10Sourcing and Supply ManagementMcGraw-Hill/IrwinLearning ObjectivesLO10-1 Define supply management and its importance LO10-2 Understand how cost, risk and globalization impact supply management LO10-3 Analyze and make insourcing/outsourcing decisionsLO10-4 Explain steps of strategic sourcingLO10-5 Describe types of suppler relationshipsLO10-6 Explain when to use various sourcing optionsLO10-7 Understand how to manage supplier relationships10–2Supply ManagementSupply Management: identification, acquisition and management of inputs and supplier relationshipsAlso called purchasing or procurement10–3LO10-1Effective Supply Management10–4Supply Risk: probability of an unplanned event that negatively affects a firmDelays and disruptionsThefts of intellectual propertyPrice increasesProduct safety problemsLO10-2Effective Supply Management10–5Total Cost of Ownership (TCO): sum of costs incurred before, during and after a purchaseBefore: costs of finding, assessing and selecting a supplierDuring: costs of buying and receiving itemsAfter: costs and risks of storing and owning items including those incurred after sale to customersLO10-2Effective Supply ManagementQuality: A product’s quality is tied to the quality of its inputs.Technology and Innovation: Suppliers are potential sources of innovation and new technology.10–6LO10-2Insourcing/Outsourcing10–7Insourcing: inputs from within the firmOutsourcing: inputs from outside the firmMake or Buy Decision: choosing between insourcing or outsourcingLO10-3Strategic Sourcing Process Figure 10-210–8LO10-4Sourcing Strategies10–9Supply Base Optimization: number of suppliers to useToo few increases shortage and price risks, innovation may be limitedToo many increases complexity and makes supply management difficultLO10-5Sourcing Strategies10–10Capabilities and location are important:Proximity impacts ease of communication, transportation costs and community perceptionsConsideration of trade barriers and incentives Global presence may impact access to marketsLO10-5Assess and Select Suppliers10–11Competitive bidding: price is most important factor, specifications are clear, high value, several equally qualified sourcesRequest for Proposal (RFP) or Quote (RFQ): describes what customer wants; supplier responds with cost and other data for considerationLO10-6Assess and Select Suppliers10–12Weighted Point Model: establishes performance categories that are weighted by importanceTable 10-2LO10-6Managing Supplier Relationships10–13Information sharing: buyers and suppliers need to share timely data about demand, supply and deliveryElectronic Data Interchange (EDI): structured, secure mode of transmitting dataLO10-7Managing Supplier Relationships10–14Supplier Scorecard: track and report supplier performance in key areasSupplier Certification: assessment of supplier’s ability to meet buyer’s needsSupplier Relationship Management (SRM): technology enabled data gathering about suppliers to manage strategic relationshipsLO10-7Supplier Management SummaryEffective supply management improves performanceIn/Outsourcing requires both quantitative and qualitative analysisStrategic sourcing finds and manages suppliers that meet the firm’s strategic objectivesRelationships with suppliers vary based on cost and riskSuppliers are selected using online auctions, competitive bidding, or negotiationSupplier relationship management involves communication and coordination10–15