100 MANAGEMENT
STRATAGEGIC SOURCING
MNP3701
Presented by
Heidi Trollip
Short
overview
Study unit one
• Strategic purchasing : is the process of planning implementing
evaluating and controlling strategic and operating decisions for directing
all activities of the purchasing function towards opportunities consistent
with the firms capabilities to achieve its long term goals
•Supply management: is like a management function…is the
identification, acquisition, access, positioning and management of
resources and related capabilities and organization needs or potentially
needs in the attainment of its strategic objectives.
•Supply chain management: encompasses the planning and
management of all activities involved in sourcing and procurement,
conversion, and all logistics management activities. It includes
coordination and collaboration with channel partners, which can be
suppliers, intermediaries, third-party services providers and customers.
Purchasing: is the systematic process of deciding what, when and how
much to purchase, the act of purchasing it and the process ensuring that
what is required is received on time in the quantity and quality specified.
Value chain: Interlinked value-adding activities that convert inputs into
outputs which, in turn, add to the bottom line and help create competitive
advantage. A value chain typically consists of inbound distribution or
logistics, manufacturing operations, outbound distribution or logistics,
marketing and selling and after-sales services. These activities are
supported by purchasing or procurement, research and development,
human resource development and corporate infrastructure.
Reasons for the increasing importance of the purchasing function
•The globalisation of world trade and its impact on
competitive advantage
•The adjustments of organisational structures to become
more internationally oriented
•Rapid developments in information technology
•Increased supply risks
•The shortened life span of products
•Increasingly stringent quality specifications and control
•The recycling of material and the conservation of the
environment
•Constant rises in inventory costs especially interest and
transport costs Please take note this is not based on the prescribed book.
This is included for extra information to help you to
understand it better
Activities: supply chain management
•Inbound transportation
•Quality control
•Demand and supply planning
•Receiving, materials handling and storage
•Order processing
•Production planning, scheduling and control
•Warehousing/distribution
•Shipping
•Outbound transportation
•Customer service
Discuss the enablers of purchasing and supply chain
management.
• Capable human resources
• Proper organizational design
• Real-time and shared information technology
capabilities
• Right measures and measurement systems
Study unit 2
• Objectives of purchasing
• Purchasing and supply responsibilities
• Improving the procure to-pay-process
• Approval, contract and purchase order preparation
• Types of purchases
Purchasing objectives
• Supply continuity
• Manage the purchasing process efficiently and effectively
• Develop supply base management
• Develop aligned goals with internal functional stakeholders
• Support organizational goals and objectives
• Develop integrated purchasing strategies that support organizational
strategies
• Address broad-based black economic empowerment.
Purchasing and supply responsibilities
• Evaluating and selecting suppliers
• Acting as the primary contact with suppliers
• Determining the method of awarding purchase contracts
• Approval, contract and purchase order
preparation
After the supplier is selected there are certain steps to follow to
conclude the purchasing process
• Purchase order, blanket order, material purchase release
• Receipt and inspection, material packing slip, bill of lading
• Receiving discrepancy report, invoice settlement and payment
• Record maintenance
• Manage and measure supplier performance
• Reengineer the procure to pay process
Distinguish between the various types of
purchases or can asked discuss the buying of
industrial products
• Consumer products: are goods purchased by individuals and
households for personal consumption
• Industrial products: are purchased by organization for used in
the manufacture of other products to make profits or achieve
other objectives
• Resale products: are those purchased by organizations in order
to resell them at a profit
• Services: include performing duties or providing space and
equipment helpful to others.
Industrial products
• Raw materials
• Semi finished products and components
• Finished products
• Maintenance, repair and operating items
• Production support items
• Services
• Capital equipments
• Transportation and third-party purchasing
Improving the purchasing process
• Online requisitioning systems from users to purchasing
• Procurement cards issued to users
• Electronic purchasing commerce through the Internet
• Longer-term purchase agreements
• Online ordering systems to suppliers
• Purchasing process redesign electronic data interchange
• Online ordering through electronic catalogues
• Allowing users to contact suppliers directly
Integration (from the Latin integer, meaning whole or entire)
generally means combining parts so that they work
together or form a whole. In information technology, there
are several common usages:
1) Integration during product development is a process in
which separately produced components or subsystems are
combined and problems in their interactions are addressed.
2) Integration is an activity by companies that specialize in
bringing different manufacturers' products together into a
smoothly working system.
3) In marketing usage, products or components said to be
integrated appear to meet one or more of the following
conditions:
Study unit 3
Supply management integration for
competitive advantage
A) They share a common purpose or set of objectives. (This is
the loosest form of integration.)
B) They all observe the same standard or set of standard
protocol or they share a mediating capability, such the Object
Request Broker (ORB) in the Common Object Request
Broker Architecture (CORBA).
C) They were all designed together at the same time with a
unifying purpose and/or architecture. (They may be sold as
piece-parts but they were designed with the same larger
objectives and/or architecture.)
D) They share some of the same programming code.
E) They share some special knowledge of code (such as a
lower-level program interface) that may or may not be
publicly available. (If not publicly available, companies have
been known to sue to make it available in order to make
competition fair.)
• Operations
• Quality assurance Internal integration
• Engineering
• Accounting and finance
• Marketing/sales
• Legal
• Environmental management, health and safety
syo
External integration
Suppliers
Government
Local communities
Through collaborations
•Collaborative buyer-seller relationships
•Transactional
•Collaborative
•Alliance
Cross-functional sourcing teams
• Group of people with different functional specialties or
multidisciplinary skills, responsible for carrying out all
phases of a program or project from start to finish
• Advantages: reduce time to complete a tasks; increased
innovation; enhanced communication; better problem
solving etc
• Disadvantages: poor decision making; negative effects
on individuals members.
Study unit 4
Supply
Management and
commodity
strategy
Development
Supply policies and strategies
(where, whom do we buy from
under which circumstances)
Strategic sourcing matrix
With this matrix the total spending is divided into different
categories according to the risks involved in the supply of the
commodity based on the complexity of the commodity, the number
of suppliers in the market and the amount spent on the commodity.
Total spending can be dived into four categories such as:
Routine, leverage, bottleneck and critical. Important here is that in
each of the categories the right supplier(s) must be found and the
right relationship.
.
Snap
shot
Category strategy development (strategic
sourcing)
Definition:
A method of managing procurement processes for an organization in
which the procedures, methods and sources are constantly re-
evaluated . Strategic sourcing, which is considered a key aspect of
supply chain management, involves elements such as examination of
purchasing budgets, the landscape of the supply market, negotiation
with suppliers, and periodic assessments of supply transactions.
The process of strategic sourcing starts with the establishment of
cross-functional teams.
The process of strategic sourcing starts with the
establishment of cross-functional teams.
• 5 steps:
• Build the team and the Explain the
project contract various steps of
• perform market research on category strategy
suppliers development
with the aid of a
• Strategy development diagram
• Contract negotiation
• Supplier relationship
management
Supply management strategies (A method or plan chosen to
bring about a desired future, such as achievement of a goal or solution
to a problem. The art and science of planning and marshalling
resources for their most efficient and effective use.
7 types of supply management strategies
Insourcing/outsourcing
Supply base optimisation
Supply risk management
Global sourcing
Long-term supplier relationship
Early supplier design involvement
Supplier development
Total cost of ownership
Study unit 5
Evaluation
and
selection of
suppliers
Supplier selection criteria
Management capability
cost structure
Employee capabilities
Total quality performance, systems and philosophy
Process and technological capability
Financial status
Systems: e commerce
Supplier’s sourcing strategies, policies, and techniques
Longer-term relationship potential
Environmental issues, ethics and social responsibility
Broad-based black economic empowerment (BBBEE)
The supplier evaluation and selection process
• Recognize the need for supplier
selection Outline the
supplier
• Identify key sourcing requirements evaluation
• Determine sourcing strategy and selection
process. Use
• Identify potential supply sources a diagram to
• Sourcing alternatives substantiate
your answer.
• Limit suppliers in selection pool
• Determine the method of supplier
evaluation and selection
• Select supplier and reach agreement
7 steps to develop a supplier evaluation and
selection survey
• Identify supplier evaluation categories
• Assign a weight to each evaluation category
• Identify and weigh subcategories
• Define a scoring system for categories and subcategories
• Evaluate supplier directly
• Review evaluation results and make selection decision
• Review and improve supplier performance continuously
Reducing supplier evaluation and
selection cycle time
• Mapping the current supplier evaluation and selection process
• Integrating with internal customers
• Data warehouse with supplier information
• Third-party support
• New organizational design features
• Preferred supplier list
• Electronic tools
• Predefined contract language and shorter contracts
Study unit 6 Supplier quality management
Confidence in a supplier’s ability to deliver a good or
service that will satisfy the customer’s needs. Achievable
through interactive relationship between the customer and
the supplier, it aims at ensuring the product’s ‘fit’ to the
customer’s requirements with little or no adjustment or
inspection.
Factors affecting supply management’s role in managing
supplier quality
•The ability of a supplier to affect a buyer’s total
quality
•The resources available to support supplier quality
management and improvement
•The ability of a buying firm to practice world-class
quality
•A supplier’s willingness to work jointly to improve
quality
•A supplier’s current quality levels
•A buyer’s ability to collect and analyse quality-related
data
Supplier quality management using a total quality management
perspective (TQM)
• Defining quality in terms of customers and their
requirements
• Deming’s 14 points
• Pursuing quality at the source
• Stressing objective rather than subjective measurement
and analysis
• Emphasising prevention rather than detection of defects
• Focusing on process rather than output
• Basics of process capability
• Striving for zero defects
• Cost of quality
• Establishing continuous improvement as a way of life
• Making quality everyone’s responsibility
Study unit 7
Supplier management and development:
creating a world-class supply base
• Decisions to make regarding world-
class supply base
• Reduce it
• Increase it
• Maintain it
• Keep the size, change the mix
• Expand then reduce
Supplier performance measurement
Measurement decisions: what to measure,(delivery, costs)
measurement and reporting frequency and use of measurement data
Types of supplier measurement techniques
Categorical system; weighted-point system; cost-based system
• Advantages of a rationalized and optimized supply base
Buying from world-class suppliers
Use of full-service suppliers
Reduction of supply base risk
Lower supply base administrative costs
Lower total product cost
Ability to pursue complex supply management strategies
Risk of fewer suppliers
• Supplier dependency
• Absence of competition
• Supply disruption
• Overaggressive supply reduction
Twenty/eighty rule
Formal Improve or else
approaches to approach
supply base Triage approach
rationalization
Supplier development : a strategy for improvement
• Identify critical commodities for development
• Identify critical suppliers for development
• Form cross-functional development team
• Meet with supplier’s top management team
• Identify opportunities and probability for improvement
• Define key metrics and cost-sharing mechanics
• Reach agreement on key projects and joint resource requirements
• Monitor status of projects' and modify strategies as appropriate.
Buyer specific barriers
• The buying company’s purchase volume from the
supplier does not justify development investment
• No immediate benefit to supplier development is evident
to the buying organization
• Importance of purchased item does not justify
development efforts
• Lack of executive support within the buying organization
for supplier development
Supplier specific barriers
• Lack of commitment on the part of supplier’s management
• Suppliers management agrees to improvements but fails to
implement the proposals
• Suppliers lacks engineering resources to implement solutions
• Suppliers lacks required information systems
• Suppliers are not convinced development will provide benefits to
them
• Supplier lacks employee skill base to implement solutions
Buyer-supplier interface barriers
• Supplier is reluctant to share information on costs or
processes
• Confidentiality inhibits information sharing
• Supplier does not trust the buying organization
• Organizational cultures are poorly aligned
• Not enough inducements to participate are provided to
the supplier
Study unit 8
Strategic cost
management
STRATEGIC COST MANAGEMENT is the
overall recognition of the cost relationships
among the activities in the value chain, and the
process of managing those cost relationships to
a firm's advantage.
A structured approach to cost reduction
Value =(quality + technology +service +cycle time)
Time
Price analysis (Market structure; Economic conditions etc
Cost analysis techniques (break-even analysis)
Total cost of ownership
• Study unit 8 look at
cost management
Different market forms and price determination
Pure (perfect competition) – large numbers of buyers (purchasers)
and sellers (suppliers).products is homogeneous; no individual buyer or
sellers can influence the prices, purchasers has no bargaining powers.
Marker forces of supply and demand create an optimal price. Standard
products, (price lists)
Oligopoly – small numbers of suppliers, offer similar products. Price
agreements are common in this market. Suppliers are limited.
Monopoly – one supplier, purchaser can negotiate for better prices.
Special products – high prices.
Breakeven analysis – is usually
presented graphically as a series Snap shot
between the manufacturing cost and
the related quantities of a product
manufactured and sold by a supplier.
Study unit 9
Purchasing and
supply chain analysis:
tools and techniques
Having the right tool and applying the right technique is an
essential part of supply chain management
Tools
• Project management
• The learning curve
• Value analysis
• Process mapping
Project management : The body of knowledge concerned with
principles, techniques, and tools used in planning, control, monitory,
and review of projects
• The learning curve – can be defined as an empirical relationship
between the number of units produced and the number of labour hours
required to produce them.
Value analysis: Systematic analysis that identifies and selects the best value
alternatives for designs, materials, processes, and systems, It proceeds by
repeatedly asking “can the cost of this item or step be reduced or eliminated,
without diminishing the effectiveness, required quality or customer
satisfaction?
Process mapping is a technique where a business process or
workflow is converted into a visual, step-by-step diagram. Process
mapping is used to better understand an existing process and to help
develop a more effective one. The goal of process mapping is to
improve business results.
Study unit 10
Contract management
Elements of a contract
Different types of
contracts
Benefits and risks of
long term contracts
Ways to settle
contractual disputes
The
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