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Transcript of Purchasing and Supply Management. A Formal Supplier Selection Process 1. Questionnaire Production...
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Purchasing and Supply Purchasing and Supply ManagementManagement
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A Formal Supplier Selection Process1. Questionnaire
Production capability
Emphasis on quality
2.Financial analysisLong-term reliability
3.Buyer tour of supplier's plant
4.Suppliers tour the firm's plant
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Why study PSM?
Purchasing and supply management is a powerful tool for improving profitability
McKinsey’s Quarterly, 1997
19% point gap in a survey of electronic companies
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Why study PSM
40%-70% of COGS accounted for by the cost of purchased goods and services
10% cost reduction in COGS = 10% improvement in profit
10% improvement in sales (with a profit margin of 10%) translates to only 1% improvement in profit
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Why Study PSM
Strategic role:– Globalization– Buyer/Planner concept– Quality at the source– Collaborative role of supplier
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Purchasing and Supply Management - Introduction
A company’s procurement organization is tasked withsecuring a reliable supply of quality products to meet the demand of both internal and external customers, at the lowest total cost, by sourcing from strategic suppliersand maximizing corporate buying power.
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Objectives of PSM
1. Uninterrupted flow of Materials2. Manage inventory3. Improve Quality4. Develop Suppliers5. Standardize6. Achieve lowest total cost7. Improve competitive position8. Develop cross functional relationships9. Reduce Administrative costs
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Uninterrupted flow of materials
Interrupted flow leads to lost production, escalation of operating costs, and inability to satisfy delivery promises – strikes, earthquakes, Sept. 11 etc.
Hedging strategy - Volkswagen operates plants in the United States, Brazil, Mexico and Germany.
Flexible Strategy - multiple suppliers in different countries, excess manufacturing capacity in factories
Collaboration and Outsourcing - share in the downside risk
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Improve Quality
The cost to correct a substandard-quality material input can be huge
Specification, quality audit etc.
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Develop Suppliers
Reduction of supplier base (normally by 50%)
Select appropriate suppliers and work with the suppliers to attain continuous improvement
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Standardize
Reducing the number of parts or the number of variants or models of a product can save significantly on material costs and thus increase profitability
Most complexity of product comes from design, not customer
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Achieve total lowest cost
Strive to obtain needed items or services at the lowest possible total cost, assuming that quality, delivery and service requirement are satisfied.
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Improve competitive position
PSM does not begin and end with one-off cost reduction
Properly managed, PSM can give companies a network of suppliers capable of delivering the technology, knowledge, products, or service quality that will beat competitors, at the same time as securing ongoing cost reductions.
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Develop cross-functional relationships Achieve harmonious, productive working relationship
with other functional areas within the organization Production and Control: provide info on material
requirement in timely fashion Production and Engineering: must be willing to
consider substitute materials and different suppliers QC – interface between QC and supplier Accounting – timely payment to take advantage of
quantity discount etc.
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Reduce Administrative Costs
Streamline purchasing procedures– eMart in SAF– Purchasing Card Program by VISA
B2B exchanges
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Supply Organization
Centralized Purchasing – Pros and
Cons? Decentralized
Purchasing– Pros and
Cons?
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The 5 stages of purchasing
1. Serve the factory – keep the factory running. Focus on clerical, logistical duties.
2. Lowest Unit Cost – Cost analysis, competitive bidding, and negotiation become key skills
3. Coordinated Purchasing – Cooperative purchasing across sites and profit centers. Eg. lead buyers, buying committees, centralization of purchasing etc.
4. Cross functional Purchasing – Recognition that design, specification, and supplier development can have far more impact on cost than does negotiation
5. World Class Supply Management - Strategic supplier selection, long-term relationship design, supplier network management, supplier collaboration on new technologies etc.
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JUST IN TIME:
Only what is needed, nothing more... To have only the right materials, parts and products in theright place at the right time.
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Just-in-time systems Just-in-time systems attempt to attempt to increase flexibility and increase flexibility and
responsiveness between suppliers responsiveness between suppliers and customers in order to eliminate and customers in order to eliminate
waste, improve customer waste, improve customer satisfaction, and improve overall satisfaction, and improve overall
competitivenesscompetitiveness
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Slide 16.6
Motivation for implementing JIT:Motivation for implementing JIT:
reduction in raw material, purchased parts, reduction in raw material, purchased parts, work-in-process, and finished goods work-in-process, and finished goods inventoryinventory
increased direct labor productivityincreased direct labor productivity
improved equipment utilization improved equipment utilization
defect-free production of well-designed defect-free production of well-designed productsproducts
improved responsiveness to changing improved responsiveness to changing markets and customer requirementsmarkets and customer requirements
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THE SEVEN WASTES
from Shigeo Shingo in Robert W. Halls bookAttaining Manufacturing Excellence, 1987
Waste of over production
Waste of waiting
Waste of transportation
Waste of processing itself
Waste of stocks
Waste of motion
Waste of making defective products
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Toyota: seven sources of waste in manufacturing The process: if the wrong type or size of machinees
are used, if the process is not operated correctly of if the wrong tools and fixtures are used
Methods: of methods in performing tasks by operators cause wasted movement, time,or effort
Movement: Poorly planned layouts cause unnecessary movements.
Product defects;defects interrupt the smooth flow of of work
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Waiting time: two kinds of waiting time that of the operator and that of material.
Overproduction: raw materials and labor are consumed for parts not needed resulting in unnecessary inventories.
Inventories:excess inventories adds extra cost to the product
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Misunderstandings about JIT:
thinking of JIT as a physical system to be implemented rather than a management philosophy to be adopted
thinking of JIT as simply an inventory control system
thinking of JIT as strictly a manufacturing oriented management approach
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Slide 16.8
Total Business CycleTotal Business Cycle
A firmA firm’’s total business cycle is the s total business cycle is the elapsed time from when a customer elapsed time from when a customer need is identified until the need is need is identified until the need is satisfied and payment is received.satisfied and payment is received.
It is important to manage all It is important to manage all elements of this cycle to eliminate elements of this cycle to eliminate waste and improve efficiencywaste and improve efficiency
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Slide 16.10
Overall Cash Flow CycleOverall Cash Flow Cycle
Order Arriv es
Order Entry Cy cle
ProcurementCy cle
Production Cy cle
Packing & Shipping Cy cle
Distribution Cy cle
AccountsReceiv able Cy cle
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What happens with JIT…
Eliminate non-value added activities less time spent and less money spent...
Involve your suppliers and customers eliminate duplications, non value addded activ.
Shorter Set-up time and less WIP Faster through-put, less time, higher quality
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JIT Action Areas…
Develop people - increase skills,productivity, morale
Eliminate waste in all areas Optimize materials handling and production flow Control Tooling Increase quality Improve continuously!
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Slide 16.11
Requirements for JIT Requirements for JIT ImplementationImplementation
11. . Production flexibility at every stage of Production flexibility at every stage of supplysupply
22. Stability and disciplines of schedules. Stability and disciplines of schedules
33. Comprehensive quality assurance. Comprehensive quality assurance
44. Teams of empowered employees. Teams of empowered employees
55. A signaling system to pull production. A signaling system to pull production
66. A logistics system to support JIT . A logistics system to support JIT deliverydelivery
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1. Production flexibility at every stage of supply
Smaller and more frequent shipments of products
Flexibility to produce quantities of intermediate products as needed
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2. Schedule stability and discipline
Replace large batch sizes with continuous flow of smaller quantities
Reduction of storage, movement from place to place or inspection
Minimizes extra inventory extra with changes in demand
Quick delivery of products to respond to changes in demand
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3. Comprehensive quality assurance
Defective-free, high quality products and processes avoids costs.
Eliminates wastes of:- Time - Material
- Product - Energy
- Money - Information
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4. Teams of competent, empowered employees
Supervisor becomes a teacher, facilitator and a leader rather than an enforcer
Employees are empowered to take appropriate actions
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5. A signaling system to pull production
Every system has a signal that triggers production
Kanban Push production system Pull production system Modifications in the signaling system Areas of Kanban applications
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6. A logistics system to support JIT delivery
JIT requires fast and regular supply Cost, reliability, quality, and flexibility
are key factors in vendor selection Vendors preferred with small lot sizes,
frequent deliveries Few to single suppliers Vendor Managed Inventory (VMI)
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Barriers to Successful Implementation of JIT
Cultural resistance to change Lack of resources Frequently top management lack
understanding or commitment Lack of or difficulty establishing
performance measures
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37
JIT Purchasing
Just in Time purchasing requires frequent releases of orders and frequent deliveries of products. For this to work, purchasers and suppliers must develop long-term relationships rather than use the multiple sourcing