Supply market intelligence: a managerial handbook for building sourcing strategies
Gespeichert in:
1. Verfasser: | |
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Format: | Buch |
Sprache: | English |
Veröffentlicht: |
Boca Raton [u.a.]
Auerbach Publ.
2006
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Schriftenreihe: | Series on Resource Management
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Schlagworte: | |
Online-Zugang: | Publisher description Inhaltsverzeichnis |
Beschreibung: | Literaturverz. S. 619 - 622 Includes bibliographical references (p. 619-622) and index |
Beschreibung: | XXVIII, 637 S. Ill., graph. Darst. 25 cm |
ISBN: | 084932789X |
Internformat
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100 | 1 | |a Handfield, Robert B. |e Verfasser |4 aut | |
245 | 1 | 0 | |a Supply market intelligence |b a managerial handbook for building sourcing strategies |c Robert Handfield |
264 | 1 | |a Boca Raton [u.a.] |b Auerbach Publ. |c 2006 | |
300 | |a XXVIII, 637 S. |b Ill., graph. Darst. |c 25 cm | ||
336 | |b txt |2 rdacontent | ||
337 | |b n |2 rdamedia | ||
338 | |b nc |2 rdacarrier | ||
490 | 0 | |a Series on Resource Management | |
500 | |a Literaturverz. S. 619 - 622 | ||
500 | |a Includes bibliographical references (p. 619-622) and index | ||
650 | 4 | |a Business logistics | |
650 | 4 | |a Business intelligence | |
650 | 0 | 7 | |a Business Intelligence |0 (DE-588)4588307-5 |2 gnd |9 rswk-swf |
650 | 0 | 7 | |a Supply Chain Management |0 (DE-588)4684051-5 |2 gnd |9 rswk-swf |
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689 | 0 | 1 | |a Supply Chain Management |0 (DE-588)4684051-5 |D s |
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Datensatz im Suchindex
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adam_text | Contents
1 Introduction 1
1.1 Chapter Outline 1
1.2 What Is Supply Market Intelligence? 2
1.3 Moving Supply Management from the Tactical to Strategic
Approach 3
1.31 The Importance of Strategic Relationships 4
1.3.2 Strategic Cost Reduction 5
1.3.3 Life-Cycle Stages 7
1.4 The Profit-Leverage Effect of Supply Management 10
1.4.1 Share the Wealth — and the Cost 11
1.5 How Mature Is Your Supply Management Function? 12
1.5.1 Supply-Chain Maturity 12
1.6 Translating Corporate Objectives into Supply Management Goals 19
1.6.1 Integrative Strategy Development 21
1.7 Bringing Goals and Objectives Together — the Strategic
Sourcing Process 23
1.8 A Word on Business and Market Intelligence 25
1.8.1 Step 1:Teaming, Plan Development, and Market Research... 25
1.8.2 Step 2: Strategic Analysis and Resource Commitment 26
1.8.3 Step 3: Strategy Approval and Supplier Selection 26
1.8.4 Step 4: Strategy Implementation and Contract
Negotiation 27
1.8.5 Step 5: Supplier Performance Measurement and
Continuous Improvement 27
1.9 Summary 28
2 Intelligence and Opportunity 31
2.1 Chapter Outline 32
2.2 BI and SMI — A Massive Challenge for Enterprises in the Future 33
2.3 The Need for a Dedicated BI/MI Centralized Team in Large
Enterprises 36
2.3.1 Supply-Chain Design:The Major Consumer of BI and MI.... 40
vii
viii ¦ Contents 2.4 The PushApproach to BI/MI 44
2.5 Building a Case for Change: Identifying aTrigger 50
2.6 Have You Spoken to Your CFO about Supply Management
Recently? 51
2.6.1 Making the Business Case Argument for Supply
Management 53
2.7 What Is an Opportunity? 54
2.8 Detecting an Opportunity 56
2.8.1 Consult with Key Suppliers 57
2.8.2 Develop Preliminary Demand Profile 58
2.9 Types of Opportunities 59
2.9.1 Company-Level Opportunities 59
2.9.2 Customer Demand 59
2.9.3 Department-Level Opportunities 60
2.10 Acting on an Opportunity 60
2.11 From Opportunity to Prospective Project 61
2.11.1 SS Managers 61
2.12 Validate the Opportunity and Estimate the Prize 62
2.13 The Project Proposal 63
2.13.1 Statement of Charter 63
2.13.2 Department Members 63
2.13.3 The Project Timeline 64
2.13-4 Supporting Documents 65
2.13.5 Sourcing Councils 65
2.13.6 Presenting to the Supply-Chain Council 67
2.13.7 Feasibility Review 68
2.14 Intelligence and Opportunity Checklist 70
2.15 Results 70
3 Establishing the Team 75
3.1 Chapter Outline 76
3.2 Getting the Project Started 78
3.3 The CPO and the Project Budget 78
3.4 The Project Coordinator 79
35 Issuing a Project Charter 79
35.1 Commodity Teams 82
3.6 Assess Current and Future Environmental Requirements 83
3.7 Identify Skills Required 83
3.8 Recruiting an RM 88
3.9 Cross-Functional Teams 89
3.9.1 Relevant Members of Commodity Teams 90
3.911 Client Department 91
3.9.1.2 Purchasing 92
3.9.1.3 Operations 92
3.9.1.4 Quality Assurance 92
3.9-1.5 Engineering 92
3.9-1.6 Accounting and Finance 93
Contents ¦ ix
3.9-1.7 Information Technology 93
3.9.1.8 Marketing and Sales 93
3.9.1.9 Legal 94
3.9.1.10 Environmental Management, Health, and
Safety 94
3.10 Kickoff Meeting 94
3.10.1 Writing an SOW 96
3.10.2 Creating a Communication Plan 96
3.10.3 Creating a Work Plan 97
3.10.4 Developing a Market Research Plan 98
3.10.4.1 Collecting the Information 99
3.10.4.2 Preparing and Analyzing the Data 99
3.10.4.3 Preparing and Presenting the Data 99
3.11 Distributing Tasks 99
3.12 Checklist 100
3.13 Results 100
4 As-Is Assessment (Creating Internal Business Intelligence) 103
4.1 Chapter Outline 104
4.2 Getting Started: Denning User Requirements 106
4.3 Internal Analysis 107
4.3.1 The Local Spend Analysis 108
4.4 Identifying Historical Cost and Volume Trends Ill
4.5 Segmenting Spend by User,Type, and Supplier 113
4.6 Data Warehouses 114
4.6.1 Company s Existing Data Warehouse 115
4.6.2 Data Warehouse Structure 115
4.6.3 Supply Management Data Warehouse Reports 117
4.6.4 Need for Commodity Classification 117
4.6.5 The Data Breakdown 118
4.6.5.1 By User 118
4.6.5.2 By Type 118
4.6.5.3 By Supplier 119
4.7 Creating a Spend Analysts Report, Including Unit-Cost Analysis 119
4.7.1 The Spend Analysis Report 119
4.8 Project Cost and Demand Requirements 120
4.9 Analyzing Data 121
4.9.1 Analyzing the Spend Data 121
4.9.2 Reviewing Paperwork 121
4.10 Performing Cost Audit 121
4.11 Grassroots Interviewing 122
4.12 Checklist 123
4.13 Results 123
5 Developing Business Intelligence and Market Intelligence 125
5.1 Chapter Outline 126
52 The Sales and Operating Plan 128
t ¦ Contents 5.3 The Three Laws of Forecasting Accuracy- 130
5.3.I Timeliness of Source Data 130
5.32 Timeline for the Forecast 130
5.3.3 The Forecast s Scale 131
5.4 Market Forecasts 132
5.5 Forecasting Uses 132
551 Forecasting-Outlook Ranges 135
5.6 Forecasting Types 135
5.6.1 Demand Forecasts 136
5.7 Characteristics of a Solid Forecasting System 138
5.7.1 What Types of Data Do We Need? 138
5.8 Six Steps of Forecasting 141
5.8.1 Step 1: Calculate Forecast Accuracy and Generate
Baseline Forecasts 141
5.8.1.1 Collect the Data 141
5.8.1.2 Collect Source Data 142
5.8.1.3 Collect Double-Check Data for Accuracy 142
5.8.2 Step 2: Apply Market Intelligence to 24+ Month Rolling
Volume Forecasts with Sales and Marketing 143
5.8.2.1 Buildup Analysis 143
5.8.2.2 Breakdown Analysis 144
5.8.2.3 Brainstorming Model (Delphi Studies) 144
5.8.2.4 Demographic Studies 144
5.8.2.5 Test-Marketing Initiatives 145
58.3 Step 3: Generate 24+ Month Rolling SKU P L Value
Forecasts 145
5.8.3.1 Seasonal Indices 146
5.8.4 Step 4: Perform Financial Gap Analysis 146
5.8.5 Steps 5 and 6: Approve Team-Based Forecast
at Commercial Review Meeting 148
5.9 Sales and Operations Implementation — Best Practices 151
5.9.1 Linking the Forecast to the Strategic Plan 152
5.10 Conclusion 155
5.11 Checklist 155
5.12 Results 156
6 Supply Market Intelligence 157
6.1 Chapter Outline 158
6.2 Introduction 159
6.3 Integrating Market Intelligence with Risk Assessment 159
6.4 Types of Forecasts 161
6.4.1 Price Forecasts 161
6.4.1.1 Example of Effective Supply Planning —
Suncor Energy 163
6.4.2 Competitor Forecasts 165
6.4.3 Capacity Forecasts 167
6.4.4 Supply Forecasts 167
Contents ¦ xi
6.4.5 Technology Forecasts 170
6.4.6 Political and Economic Country Forecasts 174
6.4.7 Regulatory Policy Forecasts 179
6.4.7.1 Regulations Affecting Global Purchasing 180
6.5 Assessing Global Logistics Risk 181
6.5.1 Antiterrorism Laws 182
6.5.2 Logistics Vulnerabilities 184
6.6 Tying Together the Elements of Risk 186
6.7 Eighteen Best Practices for Supply-Chain Risk Management
Strategic Sourcing 188
6.7.1 How Can Companies Prioritize the Best Practices for
Adoption and Integration into Business Processes? 191
6.8 Conclusion 192
6.9 Checklist 193
7 Supplier Evaluation 195
7.1 Chapter Outline 196
7.2 Identifying Key Supplier Evaluation Criteria 197
7.3 Identifying Potential Supply Sources through RFIs and Secondary
Market Research 200
7.3.1 Current Suppliers 200
7.32 Sales Representatives 201
7.3-3 Information Databases 201
7.3.4 Experience 202
7.3.5 Trade Journals 202
7.3.6 Trade Directories 202
7.3.7 Global Suppliers 203
7.3.8 Industrial Trade Shows 203
7.3.9 Second-Party or Indirect Information 203
7.3.10 Internal Sources 204
7.3.11 Internet Searches 204
7.3.12 Requests for Information 204
7.4 Organizing Data and Determining If Sufficient Information
Exists 204
7.5 Detailed Financial Analysis 206
7.6 Total Cost/Value Chain Assessment 207
7.7 Performing a Detailed Supplier Evaluation through Supplier
Visits 212
7.7.1 Key Supplier Evaluation Criteria 212
7.7.2 Management Capability 214
7.7.3 Personnel Capabilities 215
7.7.4 Cost Structure 215
7.7.5 Total Quality Performance, Systems, and Philosophy 216
7.7.6 Process and Technological Capability 216
7.7.7 Environmental Regulation Compliance 217
7.7.8 Financial Capability and Stability 217
7.7.9 Production Scheduling and Control Systems 218
xii ¦ Contents 7.7.10 E-Business Capability 219
7.7.11 Supplier Sourcing Strategies, Policies, and Maturity 219
7.7.12 Longer-Term Relationship Potential 220
7.7.13 Developing an Initial Supplier Evaluation and Selection
Survey 221
7.713.1 Step 1: Identify Key Supplier Evaluation
Categories 222
7.7.13.2 Step 2: Weight Each Evaluation Category 223
7.713.3 Step 3: Identify and Weight Subcategories 223
7.7.13.4 Step 4: Define Scoring System for Categories
and Subcategories 223
7.7.13.5 Step 5: Evaluate Supplier Directly 224
7.7.13.6 Step 6: Review Evaluation Results and
Make Selection Decision 226
7.8 Conclusion 226
7.9 Checklist 227
7.10 Results 227
8 Develop Sourcing Strategy 231
8.1 Chapter Outline 232
8.2 Commodity Analysis 233
8.2.1 Nonstandard Items 235
8.2.2 Common Items 236
8.2.2.1 Spot Buys 237
8.2.3 Leverage Items 238
8.2.3.1 Exchanges 238
8.2.32 Reverse Auctions 239
8.2.4 Strategic Items 242
8.3 Supplier Preferencing 243
8.3-1 Transactional Suppliers 243
8.3-2 Partner Suppliers 244
8.33 Preferred Suppliers 244
8.3.4 Strategic Suppliers 245
8.4 Evaluate Strategies 245
8.4.1 Annual Spend 247
8.4.2 Price as Primary Consideration 247
8.4.3 Cycle Time from Discovery of Need to Delivery 247
8.4.4 Supply Base Highly Fragmented 247
8.4.5 Requires Detailed Specifications Early 247
8.4.6 Product Is Highly Standardized 248
8.4.7 Minimized Risk of Supplier Problems during Service
Period 248
8.4.8 Minimized Impact of Supplier Problems during Service
Period 248
8.4.9 Ability to Leverage Product Purchases 248
8.4.10 Frequent Contract Negotiations or Product Orders in
One Year 249
Contents ¦ xiii
8.4.11 High Switching Costs 249
8.4.12 High Rate of Technological Change 249
8.4.13 High Market Volatility (Quantity or Price) 249
8.4.14 High Service Requirements after Purchase 249
8.4.15 Desirability of Building Relationship with Supplier 250
8.5 Finalize Strategy 250
8.5.1 Strategic Commodity-Strategic Supplier 250
8.5.2 Common Commodity-Partner Supplier 251
8.5.3 Leverage Commodity-Preferred Supplier 252
8.5.4 Nonstandard Commodity-Transactional Supplier 253
8.6 Develop Relationship Strategy and Bargaining Position 254
8.6.1 Determine Your Group s Position Relative to That
of the Other Party 254
8.7 Develop a Strategy Position Paper 255
8.7.1 Strategy Position Paper Outline 255
8.8 Obtain Management Approval of Sourcing and Negotiation
Strategies 256
8.9 Conclusion 259
8.10 Checklist 259
8.11 Results 260
9 Execute Sourcing Strategy
(Nonstrategic Supplier Relationships) 26l
9.1 Chapter Outline 262
9.2 Introduction — Managing the Transition to Relationship
Management 263
9.3 What Type of Relationship Is Appropriate for the Commodity? 266
9.3.1 Nonstrategic Transaction (16 Percent of All
Relationships) 268
9.3.2 Administered Relationship (14 Percent) 269
9.3.3 Contractual Relationship (18 Percent) 269
9.3.4 Specialty Contract Relationship (6 Percent) 272
9.3.5 Partnership (12 Percent) 272
9.3.6 Joint Venture (16 Percent) 273
9.3.7 Alliance (18 Percent) 274
9.4 E-Procurement and the Purchasing Process 275
9.5 Purchase Approval 276
9.5.1 Purchase Order 278
9.5.2 Blanket Purchase Order 279
9.5.3 Material Purchase Release 280
9.6 Release and Receive Purchase Requirements 280
9.6.1 Material Packing Slip 281
9.6.2 Bill of Lading 281
9.6.3 Receiving Discrepancy Report 282
9.6.4 JIT Purchasing 282
9.7 What Is the Right Approach to a Negotiation? 282
9.8 Preparing for the Negotiation 285
iv ¦ Contents __ 9.9 Conducting the Negotiation 286
9.10 Implementing the Agreement 288
9.11 Negotiation Planning 288
9.11.1 Developing Specific Objectives 289
9.11.2 Analyzing Each Party s Strengths and Weaknesses 289
9.11.3 Gathering Relevant Information 290
9.11.4 Recognizing Your Counterpart s Needs 290
9.11.5 Identifying Facts and Issues 290
9.11.6 Establishing a Position on Each Issue 291
9.11.7 Developing a Negotiating Strategy and Tactics 292
9.11.8 Briefing Other Personnel 294
9.11.9 Practicing the Negotiation 294
9.12 Power in Negotiation 294
9.12.1 Expert Power 295
9.12.2 Referent Power 295
912.3 Legitimate Power 295
912.4 Legal Legitimate Power 296
912.5 Reward Power 296
912.6 Coercive Power 296
9.12.7 Other Issues in Negotiation 296
912.7.1 Commitment 296
9.12.7.2 Conflict 297
9.12.7.3 Conflict Resolution 297
912.7.4 Cooperation 297
9.12.7.5 Trust 297
9.12.7.6 Performance 297
913 Building a Contract That Minimizes Risk 298
9131 Types of Contracts 298
9.131.1 Fixed-Price Contracts 298
9.131.2 Cost-Based Contracts 300
9.13-1.3 Considerations When Selecting
Contract Types 301
9.14 Conclusion 303
9.15 Checklist 303
916 Results 304
10 Relationship Management
(Strategic Supplier Relationships) 305
10.1 Chapter Outline 306
10.2 Introduction 307
10.3 Why Relationship Management? Ten Reasons Why You Need a
Dedicated Relationship Management Function 308
10.31 A Single System Never Works 309
10.32 People Need to Communicate Better 309
10.33 Better Be Nice to People On the Way Up; You Are Going
to See Them Again on the Way Down 310
Contents ¦ xv
10.34 Strong-Arm Negotiation Tactics Will Hurt You in the End 310
10.3.5 The Demise of the Reverse Auction 310
10.3.6 Data Means Different Things to Different People 311
10.3.7 China: Do You Have a Strategy? 311
10.3.8 Channel/Supply Chain Design:Ten Hats Are Better
Than One 311
10.39 People Are Strange When You Are a Stranger:
Geographic Differences 312
10.3.10 Information Becomes Distorted 312
10.4 Making the Transition from Strategic Sourcing to Relationship
Management 312
10.5 Organize the Relationship Management Team; Define the Vision 313
10.6 The Case of Software Development and Proprietary Technology.... 316
10.7 Define the Relationship Management Leader, the Team, and the
Change-Management Strategy 318
10.7.1 Build Change-Management Strategy and Plan 318
10.8 Operate the Relationship 321
10.9 Manage Performance, Monitor Relationships 323
10.9.1 Making Changes 325
10.9.2 Handling Problems 326
10.10 Common Problems 326
10.10.1 Cancellation of Orders and Breach of Contract 326
10.10.1.1 Cancellation of Orders 327
10.10.1.2 Breach of Contract 327
10.10.1.3 Damages 328
10.10.1.4 Acceptance and Rejection of Goods 329
10.10.1.5 Honest Mistakes 330
10.10.2 Dispute Resolution 331
10.10.3 Collections 331
10.10.4 Continuous Improvement of the Relationship 331
10.11 Strategic versus Reactive Approaches to Supplier Development 333
10.12 Supplier Developments Strategy for Improvement 337
10.12.1 Strategic Supplier Development Process 338
10.13 CAPS Global Supplier Development Study 340
10.13.1 Key Findings 342
10.13.1.1 Step 1: Identify Strategic Supply-Chain
Needs 343
10.13.1.2 Step 2: Search for Competitive Suppliers 344
10.13.1.3 Step 3: Establish Performance Metrics and
Assess Suppliers 344
10.13.1.4 Step 4: Rationalize the Supply Base 344
10.13.1.5 Step 5: On-Site Risk Assessment by
Cross-Functional Team 344
10.13.1.6 Step 6: Problem Solving to Eliminate
Suppliers Deficiencies 344
10.13.1.7 Step 7: Establish Open Relationship
through Feedback and Information Sharing .... 345
xvi ¦ Contents 10.13.1.8 Step 8: Systematic Supplier Development
through the Use of Direct-Involvement
Activities, Incentives and Rewards, and
Warnings and Penalties 345
10.13.1.9 Step 9: Maintain Momentum 346
10.13.1.10 Step 10: Supplier Integration in New
Product/Process Development 346
10.13.1.11 Step 11: Establish Performance Improvement
in Second-Tier Suppliers 346
10.13.1.12 Step 12: Establish Integrated Supplier
Network 347
10.132 Results of Supplier Development 348
10.14 Supplier Development Efforts That Sometimes Do Not Work 348
10.14.1 Overcoming the Barriers to Supplier Development 349
10.14.1.1 Buyer-Specific Barriers 350
10.14.1.2 Interface Barriers to Supplier Development.... 352
10.14.1.3 Supplier-Specific Barriers 354 ,
10.15 Can You Trust the Concept ofTrust in Supply-Chain
Relationships? 357
10.15.1 Reliability 358
10.15.2 Competence 359
10.15.3 Goodwill 360
10.15.4 Vulnerability 360
10.16 Dependence: Too Much Is Never a Good Thing 361
10.17 Conclusions: Lessons Learned about Relationship Management 362
10.18 Checklist 365
10.19 Results 365
References 365
11 Redesigning Your Organization for Supply-Chain
Intelligence and Strategic Sourcing 369
11.1 Chapter Outline 370
11.2 Leading Organizational Change for SCM 372
11.3 What Is the Required Organizational Structure for SCM? 373
11.31 Senior VP of SCM 377
11.32 VP of Supply-Chain Operations at Each
Business Unit 377
11.33 VP of Supply-Chain Business Intelligence
(Performance Evaluation) 379
11.3-4 VP of Supply-Chain Integration
(Sustaining Strategy) 381
11.3-5 VP of Supply-Chain Strategy 382
11.3-6 Corporate Committee 383
11.3-7 Skill Sets Required 383
11.4 Definition of Skills 387
11.5 SCM Knowledge Definitions 390
11.6 Deploying Organizational Change 394
Contents ¦ xvii
11.7 What Is Organizational Modularization? 395
11.7.1 Organizational Modules: An Example 396
11.8 Rollout of Proposed Organizational Changes 397
11.8.1 Wave 1 — Establishing the Foundation 397
11.8.2 Wave 2 — Piloting Relationship Management Processes...400
11.8.3 Wave 3 — Full Deployment 401
11.9 The Criticality of Building Consensus in Change Management:
The Role of Cross-Functional Teams 401
11.9-1 Roles 402
11.10 The Challenges of Partnerships 403
11.11 Conclusion 405
11.12 Checklist 405
11.13 Results 405
12 Benchmarking 407
12.1 Chapter Outline 408
12.2 Benchmarking Supply Market Intelligence and Organizational
Maturity 409
12.3 The SCM Framework 413
12.4 How Will Organizations Progress through This Framework? 415
12.4.1 Foundation — Leadership 416
12.4.2 Measured — Process Control 416
12.4.3 Leveraged — CI 417
12.4.4 Optimized — Operational Excellence 417
12.4.5 Elements of Leadership 418
12.4.5.1 Vision 418
12.4.5.2 Benchmarking 420
12.4.5.3 Policies and Standards 421
12.4.5.4 Sustainability 421
12.4.5.5 Organization and Goal Alignment 423
12.4.5.6 Human Resource Development 423
12.4.6 Elements of Control 423
12.4.6.1 Performance Management 423
12.4.6.2 Buying Channels 424
12.4.6.3 Logistics Planning, Scheduling, and
Coordination 424
12.4.6.4 Master Data Management 424
12.4.6.5 Replenishment Planning 425
12.4.7 Elements of CI 425
12.4.7.1 Networked Organization 425
12.4.7.2 Supply-Chain Design 426
12.4.7.3 Relationship Management 427
12.4.8 Elements of Operational Excellence 427
12.5 Maturity Grids 428
12.5.1 Guiding Principles — Leadership and Organizational
Alignment 428
12.5.1.1 Foundation: (Denned) 428
xviii ¦ Contents
12.5.1.2 Basic: (Measured) 429
12.5.1.3 Advanced: (Leveraged) 429
12.5.2 Guiding Principles — Supply Chain Strategy 429
12.5.2.1 Foundation: (Defined) 429
12.5.2.2 Basic: (Measured) 430
12.5.2.3 Advanced: (Leveraged) 430
12.5-3 Guiding Principles — Risk Management 430
12.5.3.1 Foundation: (Denned) 430
12.5.3.2 Basic: (Measured) 431
12.5.33 Advanced: (Leveraged) 431
12.5.4 Guiding Principles — Enablers 431
12.54.1 Foundation: (Defined) 431
12.5.4.2 Basic: (Measured) 432
12.5.4.3 Advanced: (Leveraged) 432
12.5.5 Guiding Principles — Performance Management 433
12.5.5.1 Foundation: (Denned) 433
12.5.5.2 Basic: (Measured) 433
12.5.5.3 Advanced: (Leveraged) 434
12.5.6 Guiding Principles — Quality Management 434
12.5.6.1 Foundation: (Defined) 434
12.5.6.2 Basic: (Measured) 434
12.5.6.3 Advanced: (Leveraged) 435
12.5.7 Guiding Principles — Master Data Management 435
12.5.7.1 Foundation: (Defined) 435
12.5.7.2 Basic: (Measured) 436
12.57.3 Advanced: (Leveraged) 436
12.5.8 Guiding Principles — Supply Chain Design 436
12.58.1 Foundation: (Denned) 436
12.5.8.2 Basic: (Measured) 437
12.5.8.3 Advanced: (Leveraged) 437
12.5.9 Guiding Principles — Buying Channels Material
Requirements 437
12.5.9.1 Foundation: (Denned) 437
12.59.2 Basic: (Measured) 438
12.59.3 Advanced: (Leveraged) 438
12.5.10 Guiding Principles — Buying Channels Service
Requirements 439
12.5.10.1 Foundation: (Defined) 439
12.5.10.2 Basic: (Measured) 439
12.5.10.3 Advanced: (Leveraged) 439
12.5.11 Guiding Principles —Aggregate Planning 440
12.5.11.1 Foundation: (Denned) 440
12.5.11.2 Basic: (Measured) 440
12.5.11.3 Advanced: (Leveraged) 441
12.5.12 Guiding Principles — Logistics Planning, Scheduling,
and Coordination 441
Contents ¦ xix
12.5.12.1 Foundation: (Defined) 441
12.5.12.2 Basic: (Measured) 442
12.512.3 Advanced: (Leveraged) 442
12.5.13 Guiding Principles — Replenishment Planning 442
12.5.13.1 Foundation: (Denned) 442
12.5.13.2 Basic: (Measured) 443
12.5.13.3 Advanced: (Leveraged) 443
12.5.14 Guiding Principles — Purchasing Transactions 443
12.514.1 Foundation: (Denned) 443
12.5.14.2 Basic: (Measured) 444
12.5-14.3 Advanced: (Leveraged) 444
12.5.15 Guiding Principles — Perform Strategic Sourcing 445
12.5.15.1 Foundation: (Defined) 445
12.5.15.2 Basic: (Measured) 445
12.5.15.3 Advanced: (Leveraged) 446
12.5.16 Guiding Principles — Contract Management 446
12.5.16.1 Foundation: (Defined) 446
12.5.16.2 Basic: (Measured) 447
12.5.16.3 Advanced: (Leveraged) 447
12.5.17 Guiding Principles — Relationship Management 448
12.5.17.1 Foundation: (Defined) 448
12.5.17.2 Basic: (Measured) 450
12.5.17.3 Advanced: (Leveraged) 452
12.5.17.4 Optimized 454
12.5.18 Guiding Principles —Warehouse Management 458
12.5.18.1 Foundation: (Denned) 458
12.5.18.2 Basic: (Measured) 458
12.5.18.3 Advanced: (Leveraged) 458
12.5.19 Guiding Principles — Contract Services Management 459
12.5.19.1 Foundation: (Defined) 459
12.5.19.2 Basic: (Measured) 461
12.5.193 Advanced:(Leveraged) 463
12.5.20 Guiding Principles —Accounts Payable 465
12.5.20.1 Foundation: (Defined) 465
12.5.20.2 Basic: (Measured) 466
12.5.20.3 Advanced: (Leveraged) 466
12.5.21 Guiding Principles — Continuous Improvement 467
12.5.21.1 Foundation: (Defined) 467
12.5.21.2 Basic: (Measured) 468
12.5.21.3 Advanced: (Leveraged) 469
12.6 Behaviors and Roles 469
12.7 Conclusion — Leading Change in Supply Management 471
12.8 Checklist 472
12.9 Results 472
xx ¦ Contents Appendices
A Global Sourcing in China 473
A.I Low-Cost-Country Sourcing: What about China? 473
A.2 The Growth of Low-Cost-Country Sourcing 473
A.3 Barriers to Global Sourcing 476
A.4 Locating Global Sources 482
A.5 Identifying New Suppliers Globally 483
A.6 China s Growing Economic Strength 483
A.7 Labor Force 484
A.8 Centers of Growth in China 485
A.8.1 Barriers to Sourcing from China 487
A.8.2 Benefits of Sourcing from China 487
A.8.3 China as a Market 488
A.8.4 Sources of Information on Doing Business in China 488
A. 9 Identifying and Negotiating with Chinese Suppliers 489
A.10 International Exchange Rate Forecasts 492
A. 11 Conclusions 493
Notes 495
B Best Practices in Supplier Development 497
B.I Three Best Practices in Supplier Development 497
B. 2 Best Case 1: BMW s Approach to Supplier Development 497
B.2.1 Supplier Development Approaches 497
B.2.2 Major Differences between German and North
American Supplier Development Approaches 497
B.2.3 Capital Equipment Problems 499
B.2.4 Resource Availability 499
B.2.5 Supplier Council 500
B.2.6 Engineering Focus 500
B.2.7 Challenges — BMW 500
B.2.8 Communication Problems 500
B.2.9 Supplier Development in Germany (Munich) 501
B.2.10 Process Consulting 501
B.2.11 Benchmarking Report 502
B.2.11.1 Lessons Learned 502
B. 2.11.2 Comparison of Supplier Development
Associates 504
B.2.11.3 Other Summary Data from Benchmark
Report 504
B.2.11.4 Supplier Input on Approaches 504
B.3 Best Case 2: Supplier Development at Chrysler 505
B.3.1 Chrysler s Purchasing and Sourcing Strategy 505
B.3.2 Major Responsibilities of Each Organization 505
B.3.2.1 Platform Supply 505
B.3.2.2 Supplier Quality and Development 506
B.3.2.3 Supplier Management 506
Contents ¦ xxi
B.3.2.4 Supply 506
B.3.2.5 Special Supplier Relations 507
B.3.2.6 Operations and Strategy 507
B.3.2.7 International Procurement 507
B.3.3 Comments from Gary — Director of
Supplier Development 508
B.3.3.1 Process Specialists 508
B.3.3-2 Recent Applications of Proactive Supplier
Development 508
B.3.3.3 Criteria for Supplier Development Selection 509
B.3.34 Types of Suppliers Who Require
Development 510
B.3.4 Supplier Development Process 510
B.3.4.1 Buyer Development — Becoming a Better
Customer 511
B.3.4.2 Second-Tier Problems 512
B.3.4.3 Why Supplier Development? 512
B.35 Looking in the Mirror 512
B.3.5.1 Supplier s Top Management Is Critical 513
B.3.5.2 No Financial Investments 513
B.3.53 Human Resource Issues 513
B.3.5.4 Supply Base Reduction 514
B.3.5.5 Supplier Involvement in New Product
Development 514
B. 3.5.6 International Supplier Development 514
B.3.5.7 Supplier Dependence 515
B.3.5.8 Breadth versus Depth 515
B.3.5.9 Information Systems in Supply Base 515
B.3.6 Supplier Councils 516
B.3.7 The Formalization of Supplier Development 517
B.3.8 Justifying Supplier Development 517
B.3.9 Customer Advocate Group 517
B.3.10 Automotive Industry Action Group 518
B.3.11 Work with External Parties 518
B.3.12 Mentoring 518
B.4 Best Case 3: Supplier Development at Honda 519
B.4.1 Honda Supplier Support 520
B.4.2 BP Program 521
B.4.3 Supplier Development Process 524
B.4.4 Honda International Purchasing Division (IPD) 525
B.4.5 Single or Dual Sourcing 525
B.4.6 Suppliers Design Capabilities 526
B.4.7 Supplier Selection Process (New Country) 527
B.4.8 Kyoryoku Kai (Cooperative Associations) 528
B.4.9 Creating Competition — Core Competencies 528
B.4.10 Investment 528
B.4.11 Honda de Mexico 528
xxii ¦ Contents B.4.12 Honda — Brazil 529
B.4.13 Global Suppliers 529
B.4.13.1 How to Develop Global Suppliers 529
B.4.14 Improving Communication across Honda in the
Four Major Trade Zones 530
B.4.14.1 The World Car — Global Planning Strategy 530
B.4.14.2 Global Supplier Development — The PACK
Teams 533
B.4.14.3 Purchasing Liaisons 534
B.4.14.4 Performance Capabilities — QCDD-M 534
B.4.14.5 Moving Capacity Globally 535
B.4.14.6 Transferring Technology Globally between
Suppliers 535
B.4.15 Major Obstacles and Challenges in Developing a
Globally Aligned Supply Base 536
B.4.16 Honda s Localization Strategy 536
B.4.17 Actual Place.Actual Part,Actual Situation 537
C Case Studies in Strategic Sourcing 539
C.I Suncor Energy: Foothills Drilling — Relationship Management
Process 539
C.I.I Company andTeam Background 539
C.I.2 Situation or Business Drivers 541
C.I.3 The Foothills Drilling-Asset Team Approach 542
C.1.4 Results 545
C.1.5 Conclusions and Lessons Learned 546
C.2 Packaging Manufacturer — Developing an RFP 547
C.2.1 Internal Requirements and Opportunities 547
C.2.2 Supplier Intelligence Process 547
C.2.3 Recommend Phase 548
C.2.3.1 Short list Development 548
C.2.3.2 Weighted Evaluation Algorithm 549
C.2.3-3 Strategies for Moving Forward 550
C.2.34 RFP Development 552
C.2.4 Select Phase 552
C.2.4.1 RFP Evaluation (for Borax) 552
C.3 Bank of America: Document Management — Supply Market
Intelligence 555
C.3.1 In the Beginning 555
C.3.2 An End-to-End Process 557
C.3.3 Culture Eats Strategy For Lunch! 559
C.34 The Solution: PrintSmart 561
C.3.5 Demand Management 563
C.4 FedEx Strategic Sourcing and Supply 564
C.4.1 Background — FedEx 564
C.4.2 FedEx Center-Led Initiative 566
C.4.3 The Sourcing Process 567
Contents ¦ xxiii
C.4.4 Supplier Scorecard 571
C.4.5 Business Rules: Controlling Maverick Spend through
E-Procurement 574
C.4.6 Guidelines for Controlling Maverick Spend 577
C.4.7 Moving Forward 578
D Coding Systems 581
D.I Most Commonly Used Commodity Classification and Coding
Systems 581
D.I.I Standard Industrial Classification Codes 581
D.I. 1.1 Reading an SIC Code 581
D. 1.2 North American Industry Classification System 582
D.I.2.1 Reading an NAICS Code 582
D.1.3 National Institute of Governmental Purchasing Codes 583
D.I.31 Example 1 583
D.I.3.2 Example 2 583
D.I.4 United Nations Standard Products and Services Code 583
D.l.4.1 Reading a UNSPSC Code 584
D.1.5 Harmonized Commodity Description and Coding
System 584
D.2 Advantages and Disadvantages 585
D.3 Industry: Transportation 586
D.3.1 NAICS Code 586
D.3.2 Sources of Information on Supply Market Intelligence 588
D.3.2.1 Government Sites 588
D.3.3 Supply Market Information 591
D.4 Industry: Energy and Utilities 591
D.4.1 NAICS Code 591
D.4.2 Source 592
D.4.3 Supply Market Information 593
D.4.3.1 Macroenvironment 593
D.4.4 Industry Data 593
D.4.4.1 Oil and Petroleum 593
D.4.5 Industry Data 595
D.4.5.1 Electricity 595
D.4.6 Industry Data 597
D.4.6.1 Coal Industry 597
D.4.6.2 Nuclear Fuel 598
D.5 Industry: Information Technology 599
D.5.1 NAICS Code 599
D.5.2 Industry Market Information 600
D.5.3 Supplier Market Data 601
D.5.3.1 Computer Software 601
D.5.3.2 Computer Services 603
D.5.3.3 Mobile and Wireless Technology 604
D.5.3.4 Computer Hardware 604
D.5.3.5 Computer Networking 605
xxiv ¦ Contents D.6 Industry: Plastics 605
D.6.1 NAICS Code 605
D.7 Industry: Services 607
D.7.1 Travel 607
D.7.2 Security Service 608
D.7.3 Services to Buildings and Dwellings 608
D.7.4 Janitorial Service 608
D.7.5 Packaging and Other Services 608
D.7.6 Maintenance 609
D.7.7 Primary Metal Manufacturing 610
D.8 Industry: Steel Manufacturing 610
D.8.1 NAICS Code for Steel Manufacturing 610
D.8.2 Supplier Lists 611
D.9 Industry: Textiles 611
D.9.1 NAICS Code 611
D.9.1.1 Fabric Coating Mills 612
D.9.1.2 Apparel Manufacturing 612
D.9.2 Supply Market Information 613
D.9-2.1 Macroenvironment 613
D.9.2.2 Data To Be Collected 614
D.9.3 Resource Directories 6l4
D.9.4 Online Databases 615
D.9.5 Periodicals and Newsletter 615
D.9.6 Websites 615
D.10 General Web Sites 615
D.ll Paid Services 615
D.12 Financial Ratios Information 6l6
D.12.1 Resource Directories 616
D.13 Supplier Data To Be Collected 6l6
D.14 Purchase Order Data To Be Collected 616
D.15 Sourcing Relationship 617
D.16 Factors To Be Considered for Strategic Sourcing Process 617
E References and Resources 619
Other Resources 622
Web sites 622
Index 623
|
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author | Handfield, Robert B. |
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dewey-ones | 658 - General management |
dewey-raw | 658.7/22 |
dewey-search | 658.7/22 |
dewey-sort | 3658.7 222 |
dewey-tens | 650 - Management and auxiliary services |
discipline | Wirtschaftswissenschaften |
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id | DE-604.BV035712131 |
illustrated | Illustrated |
indexdate | 2024-07-09T21:51:43Z |
institution | BVB |
isbn | 084932789X |
language | English |
lccn | 2005053553 |
oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-017989044 |
oclc_num | 61278706 |
open_access_boolean | |
owner | DE-M347 |
owner_facet | DE-M347 |
physical | XXVIII, 637 S. Ill., graph. Darst. 25 cm |
publishDate | 2006 |
publishDateSearch | 2006 |
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publisher | Auerbach Publ. |
record_format | marc |
series2 | Series on Resource Management |
spelling | Handfield, Robert B. Verfasser aut Supply market intelligence a managerial handbook for building sourcing strategies Robert Handfield Boca Raton [u.a.] Auerbach Publ. 2006 XXVIII, 637 S. Ill., graph. Darst. 25 cm txt rdacontent n rdamedia nc rdacarrier Series on Resource Management Literaturverz. S. 619 - 622 Includes bibliographical references (p. 619-622) and index Business logistics Business intelligence Business Intelligence (DE-588)4588307-5 gnd rswk-swf Supply Chain Management (DE-588)4684051-5 gnd rswk-swf Business Intelligence (DE-588)4588307-5 s Supply Chain Management (DE-588)4684051-5 s DE-604 http://www.loc.gov/catdir/enhancements/fy0647/2005053553-d.html Publisher description HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017989044&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
spellingShingle | Handfield, Robert B. Supply market intelligence a managerial handbook for building sourcing strategies Business logistics Business intelligence Business Intelligence (DE-588)4588307-5 gnd Supply Chain Management (DE-588)4684051-5 gnd |
subject_GND | (DE-588)4588307-5 (DE-588)4684051-5 |
title | Supply market intelligence a managerial handbook for building sourcing strategies |
title_auth | Supply market intelligence a managerial handbook for building sourcing strategies |
title_exact_search | Supply market intelligence a managerial handbook for building sourcing strategies |
title_full | Supply market intelligence a managerial handbook for building sourcing strategies Robert Handfield |
title_fullStr | Supply market intelligence a managerial handbook for building sourcing strategies Robert Handfield |
title_full_unstemmed | Supply market intelligence a managerial handbook for building sourcing strategies Robert Handfield |
title_short | Supply market intelligence |
title_sort | supply market intelligence a managerial handbook for building sourcing strategies |
title_sub | a managerial handbook for building sourcing strategies |
topic | Business logistics Business intelligence Business Intelligence (DE-588)4588307-5 gnd Supply Chain Management (DE-588)4684051-5 gnd |
topic_facet | Business logistics Business intelligence Business Intelligence Supply Chain Management |
url | http://www.loc.gov/catdir/enhancements/fy0647/2005053553-d.html http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017989044&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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