Innovative Supplier Management: Value Creation in Global Supply Chains
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| Sprache: | English |
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Springer
[2023]
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| Beschreibung: | XXIII, 236 Seiten Diagramme 24 cm x 16.8 cm, 446 g |
| ISBN: | 9783658392444 3658392444 |
Internformat
MARC
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| 020 | |a 3658392444 |9 3-658-39244-4 | ||
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| 028 | 5 | 2 | |a Bestellnummer: 89162344 |
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| 100 | 1 | |a Helmold, Marc |d 1969- |e Verfasser |0 (DE-588)140317317 |4 aut | |
| 245 | 1 | 0 | |a Innovative Supplier Management |b Value Creation in Global Supply Chains |c Marc Helmold |
| 264 | 1 | |a Wiesbaden |b Springer |c [2023] | |
| 264 | 4 | |c © 2023 | |
| 300 | |a XXIII, 236 Seiten |b Diagramme |c 24 cm x 16.8 cm, 446 g | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 0 | 7 | |a Lieferantenbeurteilung |0 (DE-588)4305459-6 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Wertschöpfungsnetzwerk |0 (DE-588)1152292692 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Internationale Produktion |0 (DE-588)4437841-5 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Lieferantenwahl |0 (DE-588)4140230-3 |2 gnd |9 rswk-swf |
| 653 | |a Procurement | ||
| 653 | |a Logistics | ||
| 653 | |a Purchasing | ||
| 653 | |a Supplier analysis | ||
| 653 | |a Supply chains | ||
| 653 | |a Sustainability | ||
| 653 | |a Artificial Intelligence | ||
| 653 | |a Purchasing | ||
| 653 | |a Supply chain management | ||
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| 710 | 2 | |a Springer Fachmedien Wiesbaden |0 (DE-588)1043386068 |4 pbl | |
| 776 | 0 | 8 | |i Erscheint auch als |n Online-Ausgabe |z 978-3-658-39245-1 |
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Datensatz im Suchindex
| _version_ | 1804184857617629184 |
|---|---|
| adam_text | CONTENTS
1
SUPPLIER
MANAGEMENT,
PURCHASING
AND
PROCUREMENT
......................................
1
1.1
CLASSIFICATION
AND
VALUE
OF
SUPPLIER
MANAGEMENT
.....................................
1
1.1.1
IMPORTANCE
OF
SUPPLY
AND
VALUE
CHAINS
.......................................
1
1.1.2
VALUE
CREATION
AND
VALUE
NETWORKS
...............................................
2
1.1.3
VALUE
CHAIN
WITH
SUPPLIERS
(UPSTREAM)
AND
CUSTOMERS
(DOWNSTREAM)
..................................................................................
3
1.1.4
VALUE
CHAIN
ACCORDING
TO
PORTER
...................................................
4
1.1.5
VALUE
CREATION
AND
WASTE
................................................................
5
1.2
TYPES
OF
WASTE
IN
THE
VALUE
CHAIN
..............................................................
7
1.2.1
WASTE
DUE
TO
TRANSPORT
..................................................................
8
1.2.2
WASTE
DUE
TO
INVENTORY
AND
STOCKS
...............................................
9
1.2.3
WASTE
DUE
TO
MOTION
AND
UNNECESSARY
MOVEMENTS
...................
10
1.2.4
WASTE
DUE
TO
WAITING
TIMES
.........................................................
10
1.2.5
WASTE
DUE
TO
OVERPRODUCTION
.......................................................
12
1.2.6
WASTE
DUE
TO
REDUNDANT
PROCESSES
AND
OVER-PROCESSING
............
13
1.2.7
WASTE
DUE
TO
DEFECTS
......................................................................
13
1.3
TASKS
AND
DELIMITATION
OF
SUPPLIER
MANAGEMENT
......................................
14
1.3.1
TASKS
OF
SUPPLIER
MANAGEMENT
......................................................
14
1.3.2
DIFFERENTIATION
OF
SUPPLIER
MANAGEMENT
FROM
CLASSIC
PURCHASING
.......................................................................................
16
1.3.3
PROCUREMENT
AND
PROCUREMENT
LOGISTICS
.......................................
18
1.4
CASE
STUDY:
SUSTAINABLE
SUPPLIER
MANAGEMENT
IN
THE
BMW
GROUP
....
18
REFERENCES
..................................................................................................................
20
2
TRANSFORMATION
AND
CULTURAL
CHANGE
TOWARDS
INNOVATIVE
SUPPLIER
MANAGEMENT
..............................................................................................................
21
2.1
TRANSFORMATION
REQUIREMENTS
IN
SUPPLIER
MANAGEMENT
..........................
21
2.2
SUPPLIER
MANAGEMENT
AS
A
COMPETITIVE
ADVANTAGE
FOR
THE
COMPANY
...
23
2.3
KEIRETSU-BASED
SUPPLIER
MANAGEMENT
........................................................
26
2.4
SUPPLIER
MANAGEMENT
AS
AN
INITIATOR
OF
CULTURAL
CHANGE
.........................
27
2.4.1
STORIES
AND
MYTHS
............................................................................
27
VII
VIII
CONTENTS
2.4.2
SYMBOLS
.............................................................................................
28
2.4.3
POWER
STRUCTURES
..............................................................................
29
2.4.4
ORGANISATIONAL
STRUCTURES
.................................................................
29
2.4.5
CONTROL
SYSTEMS
................................................................................
30
2.4.6
RITUALS
AND
ROUTINES
.......................................................................
30
2.5
CULTURE
AND
ELEMENTS
OF
LEAN
MANAGEMENT
IN
MODERN
SUPPLIER
MANAGEMENT
..................................................................................................
31
2.5.1
LEAN
PRINCIPLES
AND
LEAN
MANAGEMENT
AS
PART
OF
SUPPLIER
MANAGEMENT
.....................................................................................
31
2.5.2
CHANGE
TOWARDS
AN
OPEN
AND
CREATIVE
ENTERPRISE
(CHIIKU)
....
32
2.5.3
LEADERSHIP
IN
LEAN
MANAGEMENT
(TOKUIKU)
................................
32
2.5.4
MENTAL
AND
PHYSICAL
STRENGTH
IN
LEAN
MANAGEMENT
(TAIIKU)
...
32
2.5.5
IMPLEMENTATION
OF
IDEAS
THROUGH
EMPLOYEE
INVOLVEMENT
(YATTAKOTO)
.......................................................................................
33
2.6
CASE
STUDY:
LEADERSHIP
IN
TOYOTA
MOTOR
CORPORATION
..............................
33
REFERENCES
...................................................................................................................
35
3
SUPPLIER
MANAGEMENT
AS
PART
OF
THE
CORPORATE
STRATEGY
..................................
37
3.1
SUPPLIER
MANAGEMENT
AS
A
STRATEGIC
COMPETITIVE
ADVANTAGE
OF
CORPORATE
STRATEGY
...................................................................................
37
3.1.1
STRATEGIC
ANALYSIS
..............................................................................
39
3.1.2
STRATEGICSELECTION
...........................................................................
39
3.1.3
STRATEGIC
IMPLEMENTATION
.................................................................
40
3.1.4
DESIGNING
THE
STRATEGIC
DIRECTION:
STRATEGIC
PYRAMID
...................
41
3.2
INTERNATIONALIZATION
OF
SUPPLIER
MANAGEMENT
...........................................
43
3.3
SUPPLIER
MANAGEMENT
AS
A
KEY
ROLE
IN
THE
COVID
19
PANDEMIC
............
45
3.4
CASE
STUDY:
SIEMENS
AND
THE
SELECTION
OF
SUPPLIERS
VIA
SCM
STAR
.........
45
REFERENCES
...................................................................................................................
47
4
PHASES
OF
SUPPLIER
MANAGEMENT
.............................................................................
49
4.1
SUPPLIER
MANAGEMENT
AS
A
CROSS-SECTIONAL
FUNCTION:
INTEGRATION
OF
ALL
FUNCTIONS
.............................................................................................
49
4.2
SUPPLIER
STRATEGY
............................................................................................
51
4.2.1
SUBJECT
MATTER
AND
ELEMENTS
OF
THE
SUPPLIER
STRATEGY
.................
51
4.2.2
SUPPLIER
CLASSIFICATION
.....................................................................
52
4.2.3
MATERIAL
GROUP
STRATEGIES
...............................................................
54
4.2.4
MAKE-OR-BUY
STRATEGIES
...................................................................
55
4.2.5
ABC-XYZ
ANALYSIS
AND
STRATEGIES
................................................
57
4.2.6
INTERNATIONALISATION
STRATEGIES
........................................................
58
4.2.7
SUSTAINABILITY
STRATEGIES
...................................................................
58
4.2.8
DIGITISATION
STRATEGIES
.....................................................................
59
4.3
SUPPLIER
SELECTION
..........................................................................................
60
4.3.1
SHIFTING
OF
PERIPHERAL
COMPETENCES
TO
SUPPLIERS
.........................
60
CONTENTS
IX
4.3.2
MINIMISING
RISKS
IN
THE
SELECTION
OF
SUPPLIERS
............................
61
4.3.3
CRITERIA
AND
SUPPLIER
SELECTION
MATRIX
........................................
61
4.4
SUPPLIER
EVALUATION
........................................................................................
63
4.4.1
SUBJECT
OF
SUPPLIER
EVALUATION
........................................................
63
4.4.2
SELECTING
THE
RIGHT
CRITERIA
FOR
SUPPLIER
EVALUATION
...................
63
4.4.3
SUPPLIER
EVALUATION
AS
A
CONTROL
TOOL
IN
SUPPLIER
MANAGEMENT
...
64
4.5
SUPPLIER
DEVELOPMENT
....................................................................................
65
4.5.1
OBJECT
OF
SUPPLIER
DEVELOPMENT
...................................................
65
4.5.2
STRATEGIC
SUPPLIER
DEVELOPMENT
...................................
66
4.5.3
PREVENTIVE
SUPPLIER
DEVELOPMENT
.................................................
66
4.5.4
REACTIVE
SUPPLIER
DEVELOPMENT
.....................................................
66
4.6
SUPPLIER
INTEGRATION
......................................................................................
67
4.6.1
SUBJECT
OF
SUPPLIER
INTEGRATION
.....................................................
67
4.6.2
SUPPLIER
INTEGRATION
THROUGH
COACHING
AND
COLLABORATION
.........
68
4.6.3
SUPPLIER
INTEGRATION
THROUGH
INTERNATIONAL
PURCHASING
OFFICES
....
69
4.7
SUPPLIER
CONTROLLING
....................................................................................
69
4.8
CASE
STUDY:
VOLVO
OPTS
FOR
IN-HOUSE
PRODUCTION
IN
THE
FIELD
OF
ELECTROMOBILITY
................................................................................
71
REFERENCES
..................................................................................................................
72
5
ORGANIZATION
IN
SUPPLIER
MANAGEMENT
................................................................
73
5.1
SUPPLIER
MANAGEMENT
AS
A
KEY
FUNCTION
IN
THE
COMPANY
.........................
73
5.2
STRUCTURE
AND
PROCESS
ORGANISATION
OF
SUPPLIER
MANAGEMENT
..................
74
5.2.1
OBJECT
OF
THE
ORGANIZATIONAL
PLAN
.................................................
74
5.2.2
LINE
ORGANISATION
.............................................................................
75
5.2.3
PROJECT
ORGANISATION
........................................................................
76
5.2.4
DIVISIONAL
ORGANISATION
..................................................................
77
5.2.5
FUNCTIONAL
ORGANISATION
..................................................................
78
5.2.6
MATRIX
ORGANISATION
........................................................................
78
5.2.7
AGILE
FORM
OF
ORGANISATION
............................................................
80
5.2.8
VIRTUAL
FORMS
OF
ORGANISATION
........................................................
81
5.3
PROCESS
ORGANIZATION
OF
SUPPLIER
MANAGEMENT
..........................................
82
5.4
SUPPLIER
MANAGEMENT
AND
DIGITALIZATION
IN
INDIRECT
PURCHASING
..............
85
5.5
STRATEGIC
PURCHASING
IN
SUPPLIER
MANAGEMENT
.............................................
86
5.6
OPERATIONAL
PURCHASING
IN
SUPPLIER
MANAGEMENT
.......................................
86
5.7
CASE
STUDY:
GLOBAL
SUPPLIER
MANAGEMENT
AT
BOMBARDIER
TRANSPORTATION
..................................................................................
86
REFERENCES
..................................................................................................................
87
6
COMPETENCE
REQUIREMENTS
IN
SUPPLIER
MANAGEMENT
.......................................
89
6.1
THE
SUPPLIER
MANAGER
AS
INTERFACE
TO
THE
SUPPLIER
..................................
89
6.1.1
CHANGED
FRAMEWORK
CONDITIONS
LEAD
TO
NEW
COMPETENCE
REQUIREMENTS
..................................................................................
89
X
CONTENTS
6.1.2
THE
SUPPLIER
MANAGER
AS
SINGLE
POINT
OF
CONTACT
.......................
92
6.1.3
GROWING
INTERNATIONALISATION
IN
PROCUREMENT
..............................
93
6.2
NETWORKING
ABILITY
OF
SUPPLIER
MANAGERS
.................................................
93
6.3
REGULAR
DEVELOPMENT
THROUGH
TRAINING
AND
QUALIFICATIONS
....................
93
6.4
CASE
STUDY:
RISK-ORIENTED
MANAGEMENT
OF
SUPPLIERS
AT
THE
MEYER
WERFT
SHIPYARD
...................................................................................
94
7
CONTROL
GROUPS
AND
ESCALATION
LEVELS
IN
SUPPLIER
MANAGEMENT
...................
97
7.1
SUPPLIER
MANAGEMENT
AS
A
CENTRAL
CONTROL
FUNCTION
..................................
97
7.1.1
SUPPLIER
STEERING
GROUP
...................................................................
97
7.1.2
SUPPLIER
MANAGER
AS
CENTRAL
CONTACT
PERSON
.................................
97
7.1.3
SUPPLIER
MANAGEMENT
WORKSHOPS
..................................................
98
7.1.4
SUPPLIER
FILE
......................................................................................
98
7.1.5
SUPPLIER
COCKPIT
................................................................................
100
7.2
SUPPLIERS
DAY
...............................................................................................
100
7.3
SUPPLIER
ACADEMY
...........................................................................................
101
7.4
ESCALATION
LEVELS
IN
SUPPLIER
MANAGEMENT
...................................................
101
7.5
CASE
STUDY:
SUPPLIER
MANAGEMENT
AT
PORSCHE
AND
THE
NEW
911
..................
102
REFERENCES
.............................................................
103
8
LEAN
METHODS
IN
SUPPLIER
MANAGEMENT
................................................................
105
8.1
LEAN
PRINCIPLES
IN
LEAN
MANAGEMENT
..........................................................
105
8.1.1
ZERO-DEFECT
PRINCIPLE
..........................................................................
105
8.1.2
DRAWING
PRINCIPLE
..............................................................................
107
8.1.3
FLOW
PRINCIPLE
..................................................................................
108
8.1.4
CLOCK
PRINCIPLE
..................................................................................
109
8.2
HARMONISATION
AND
LEVELLING
OF
THE
PRODUCTION
FLOW:
HEIJUNKA
.............
109
8.3
YAMAZUMI
DIAGRAMS
......................................................................................
110
8.4
INTELLIGENT
AUTOMATION:
JIDOKA
(8
(HIK)
......................................................
110
8.5
VISUALIZATION
IN
LEAN
MANAGEMENT
............................................................
ILL
8.6
SHADOW
BOARDS
..............................................................................................
112
8.7
ANDON
.............................................................................................................
113
8.8
TOTAL
PRODUCTIVE
MAINTENANCE
(TPM)
..........................................................
114
8.9
TOTAL
EQUIPMENT
EFFECTIVENESS
(GAE)
...................
115
8.10
LEAN
MANAGEMENT
ON
THE
SPOT:
GEMBA,
GENJITSU,
GENCHI,
GEMBUTSO
....
116
8.11
FOCUS
ON
ESSENTIAL
ELEMENTS:
MUDA,
MURA,
MURI
..........................................
117
8.12
ERROR
PREVENTION:
POKA
YOKE
.........................................................................
118
8.13
IMPLEMENTATION
OF
AN
IDEAL
WORKING
ENVIRONMENT:
3
K
PRINCIPLE
...........
119
8.14
LEAN
MANAGEMENT
AS
A
CONSENSUS-BASED
BASIS
FOR
RAPID
PROJECT
IMPLEMENTATIONS
...........................................................................................
119
8.15
HEALTH
AND
SAFETY
..........................................................................................
119
8.16
CASE
STUDY
:
IMPLEMENTATION
OF
THE
LEAN
PRODUCTION
SYSTEM
AT
MERCEDES-BENZ
..............................................................................................
120
REFERENCES
...................................................................................................................
121
CONTENTS
XI
9
AUDITS
AND
SUPPLIER
ANALYSES
..................................................................................
123
9.1
AUDITS
AND
QUALITY
MANAGEMENT
SYSTEMS
...................................................
123
9.1.1
CONCEPT
OF
THE
AUDIT
.........................................................................
123
9.1.2
SYSTEM
AUDITS
......................................................................................
124
9.1.3
PROCESS
AUDITS
...................................................................................
125
9.1.4
PRODUCT
AUDITS
...................................................................................
125
9.1.5
CONTROL
AUDITS
...................................................................................
127
9.1.6
OTHER
AUDITS
.......................................................................................
127
9.2
CASE
STUDY:
5S
AUDITS
IN
THE
BERLIN-KINDI-SCHULTHEISS
BREWERY
.............
127
REFERENCES
.....................................................................................................................
129
10
CORPORATE
SOCIAL
RESPONSIBILITY
(CSR)
AND
ETHICS
IN
SUPPLIER
MANAGEMENT
..............................................................................................
131
10.1
DEFINITION
OF
CSR
AND
ETHICS
.......................................................................
131
10.1.1
4-STEP-CSR
PYRAMID
ACCORDING
TO
CAROLL
.................................
132
10.1.2
TWO-DIMENSIONAL
MODEL
ACCORDING
TO
QUAZI
AND
O
BRIEN
....
133
10.1.3
CORE
AREA
MODEL
ACCORDING
TO
CARROLL
AND
SCHWARTZ
...........
134
10.1.4
SUSTAINABILITY
AND
THE
THREE-PILLAR
MODEL
...................................
135
10.1.5
CORPORATE
CITIZENSHIP
(CC)
..........................................................
137
10.2
MEGATRENDS
WITH
AN
IMPACT
ON
SUPPLIER
MANAGEMENT
...............................
139
10.3
THE
NEED
FOR
CSR
IN
SUPPLIER
MANAGEMENT
..............................................
140
10.4
MATURITY
ANALYSES
OF
CSR
IN
SUPPLIER
MANAGEMENT
.................................
141
10.5
SUPPLIER
DEVELOPMENT
IN
THE
AREA
OF
CSR
..................................................
142
10.6
GLOBAL
COMPACT
PRINCIPLES
............................................................................
143
10.7
CASE
STUDY:
SUSTAINABILITY
AT
VW
.................................................................
144
REFERENCES
.....................................................................................................................
145
11
LEAN
MANAGEMENT
IN
THE
SERVICE
SECTOR
...............................................................
149
11.1
CHARACTERISTICS
OF
SERVICES
............................................................................
149
11.1.1
INTANGIBLE
ASSETS
...........................................................................
149
11.1.2
SERVICES
ARE
NOT
STORABLE
.............................................................
150
11.1.3
UNIQUENESS
(HETEROGENEITY)
........................................................
150
11.1.4
INSEPARABILITY
..................................................................................
151
11.1.5
VARIABILITY
......................................................................................
151
11.1.6
PERISHABILITY
....................................................................................
151
11.1.7
NO
OWNERSHIP
...............................................................................
151
11.2
APPLICATION
OF
LEAN
MANAGEMENT
TO
SERVICES
............................................
151
11.3
INCREASING
THE
VISIBLE
ADDED
VALUE
OF
SERVICES
..........................................
152
11.4
CASE
STUDY:
LEAN
ORDERING
PROCESS
IN
JAPANESE
RESTAURANT
.....................
153
REFERENCES
.....................................................................................................................
154
12
SUPPLIER
MANAGEMENT
FOR
SUPPLIERS
WITH
FINANCIAL
DIFFICULTIES
........................
157
12.1
SIGNS
OF
FINANCIAL
DIFFICULTIES
......................................................................
157
12.1.1
PHASES
OF
A
FINANCIAL
CRISIS
..........................................................
157
XII
CONTENTS
12.1.2
STRATEGIC
CRISIS
...............................................................................
158
12.1.3
PROFITABILITY
CRISIS
..........................................................................
159
12.1.4
LIQUIDITY
CRISIS
...............................................................................
159
12.1.5
INSOLVENCY
.......................................................................................
159
12.2
RECOMMENDATIONS
FOR
THE
ELIMINATION
OF
FINANCIAL
DIFFICULTIES
............
160
12.2.1
RESTRUCTURING
...................................................................................
160
12.2.2
MEASURES
TO
INCREASE
LIQUIDITY
.....................................................
160
12.2.3
INCREASE
IN
EQUITY
CAPITAL
..............................................................
162
12.2.4
INCREASE
IN
LONG-TERM
LIABILITIES
.................................................
162
12.2.5
SALE
OF
FIXED
ASSETS
AND
LEASEBACK
.............................................
162
12.2.6
FACTORING
.........................................................................................
162
12.2.7
INVENTORY
OPTIMISATION
..................................................................
163
12.2.8
CONVERSION
OF
DEBT
CAPITAL
INTO
EQUITY
CAPITAL
.........................
163
12.2.9
DEBT
RESCHEDULING
........................................................................
163
12.3
REORGANISATION
OR
RESTRUCTURING
MEASURES
...................................................
164
12.3.1
OBJECT
OF
RESTRUCTURING
..................................................................
164
12.3.2
STRATEGIC
RESTRUCTURING
..................................................................
165
12.3.3
STRUCTURAL
RESTRUCTURING
................................................................
166
12.3.4
RESTRUCTURING
TO
IMPROVE
PROFITS
...................................................
166
12.3.5
FINANCIAL
RESTRUCTURING
..................................................................
166
12.4
TOOLS
TO
IDENTIFY
FINANCIAL
DIFFICULTIES
IN
SUPPLIER
MANAGEMENT
..........
167
12.4.1
IDENTIFYING
FINANCIAL
DIFFICULTIES
.................................................
167
12.4.2
CREDITREFORM
...................................................................................
167
12.4.3
CREDITSAFE
.........................................................................................
167
12.4.4
VDA
RATING
.....................................................................................
168
12.4.5
DUN
&
BRADSTREET
.............................................................................
168
12.4.6
RAPID
RATINGS:
FINANCIAL
RISK
MANAGEMENT
................................
168
12.5
CASE
STUDY:
INSOLVENCY
OF
THE
SOLARWORLD
COMPANY
.................................
168
REFERENCES
......................................................................................................................
169
13
LEAN
MANAGEMENT
IN
PROJECTS
.................................................................................
171
13.1
LEAN
PROJECT
MANAGEMENT
............................................................................
171
13.2
CRITICAL
SUCCESS
FACTORS
IN
PROJECTS
.............................................................
173
13.2.1
KEY
CRITERIA
IN
PROJECTS
..................................................................
173
13.2.2
INTEGRATION
MANAGEMENT
................................................................
174
13.2.3
SCOPE
AND
PERFORMANCE
MANAGEMENT
..........................................
174
13.2.4
TIME
AND
SCHEDULE
MANAGEMENT
.................................................
174
13.2.5
COST
MANAGEMENT
..........................................................................
174
13.2.6
QUALITY
MANAGEMENT
......................................................................
174
13.2.7
HUMAN
RESOURCES
MANAGEMENT
...................................................
175
13.2.8
COMMUNICATION
MANAGEMENT
.......................................................
175
13.2.9
RISK
MANAGEMENT
..........................................................................
175
13.2.10
PROCUREMENT
MANAGEMENT
.............................................................
175
CONTENTS
XIII
13.3
RECOMMENDATIONS
FOR
PROJECTS
..................................................................
175
13.4
CASE
STUDY:
COLLABORATION
BETWEEN
KNORR-BREMSE
AND
CONTINENTAL
FOR
THE
DEVELOPMENT
OF
AN
AUTOMATED
DRIVING
SYSTEM
.............
176
REFERENCES
..................................................................................................................
176
14
INNOVATION
MANAGEMENT
AS
A
KEY
TASK
IN
SUPPLIER
MANAGEMENT
....................
177
14.1
INNOVATION
MANAGEMENT
AS
A
SUB-TASK
OF
SUPPLIER
MANAGEMENT
..........
177
14.2
STRATEGIC
RELEVANCE
AND
ATTRACTIVENESS
....................................................
178
14.3
RESOURCE
INTENSITY
.....................................................................................
179
14.4
FUTURE
POTENTIAL
ANALYSIS
...........................................................................
179
14.5
TASKS
AND
FIELDS
OF
ACTION
IN
INNOVATION
MANAGEMENT
.............................
181
14.6
IMPROVEMENTS
AND
INNOVATIONS
..................................................................
182
14.7
SOCIAL
RESPONSIBILITY
AS
PART
OF
INNOVATION
MANAGEMENT
.........................
185
14.8
INNOVATION
MANAGEMENT
AND
GREEN
MARKETING
..........................................
186
14.9
CASE
STUDY:
INNOVATIONS
THROUGH
DESIGN
THINKING
AT
CONTINENTAL.
...
187
REFERENCES
..................................................................................................................
188
15
CLAIM
MANAGEMENT
AND
SUBSEQUENT
CLAIMS
IN
THE
EVENT
OF
DEFAULT
-----
...
191
15.1
CLAIM
MANAGEMENT
AND
SUBSEQUENT
CLAIM
MANAGEMENT
.........................
191
15.2
CONTRACTUAL
RECOMMENDATIONS
.....................................................................
192
15.3
DEFENSIVE
AND
OFFENSIVE
CLAIM
STRATEGIES
..................................................
193
15.4
TYPES
OF
ARBITRATION
...................................................................................
194
15.5
INTERNATIONAL
ARBITRATION
TRIBUNALS
............................................................
195
15.6
CASE
STUDY:
DEMAND
MANAGEMENT
AT
DEUTSCHE
BAHN
AND
BOMBARDIER
...
196
REFERENCES
....................................................................................................................
197
16
CHANGE
MANAGEMENT
TO
SUPPLIER
MANAGEMENT
...................................................
199
16.1
DEFINITION
OF
CHANGE
MANAGEMENT
............................................................
199
16.2
CHANGE
MANAGEMENT
ACCORDING
TO
LEWIN
.................................................
200
16.2.1
CHANGE
IN
PHASES
...........................................................................
200
16.2.2
PHASE:
UNFREEZING
-
CHANGING,
MODIFICATION
-
FREEZING
....
201
16.2.3
THE
HUMAN
FACTOR
IS
DECISIVE
....................................................
202
16.3
CHANGE
MANAGEMENT
CURVE
ACCORDING
TO
KIIBLER-ROSS
..........................
202
16.4
CHANGE
MANAGEMENT
ACCORDING
TO
KOTTER
.................................................
204
16.5
CHANGE
MANAGEMENT
ACCORDING
TO
MCKINSEY
...........................................207
16.5.1
DESCRIPTION
OF
THE
MCKINSEY
7S
MODEL
.....................................
207
16.5.2
HARD
AND
SOFT
FACTORS
IN
CHANGES
................................................
207
16.6
CHANGE
MANAGEMENT
AND
PERSONALITIES
......................................................
207
16.6.1
READINESS
FOR
THE
CHANGE
TO
MODERN
SUPPLIER
MANAGEMENT.
...
207
16.6.2
VISIONARIES
AND
MISSIONARIES
........................................................
208
16.6.3
PIONEERS
..........................................................................................
208
16.6.4
ACTIVE
SUPPORTERS
.........................................................................
209
16.6.5
OPPORTUNISTS
.................................................................................
209
16.6.6
UNDERGROUND
FIGHTERS
...................................................................
209
XIV
CONTENTS
16.6.7
OPEN
RESISTERS
............................................................................
210
16.6.8
EMIGRANTS
...................................................................................
210
16.7
DEALING
WITH
RESISTANCE
...............................................................................
211
16.7.1
FIRST
STRATEGY:
ANALYSE
INTERNAL
STAKEHOLDER
GROUPS
.............
211
16.7.2
SECOND
STRATEGY:
EXPLAIN
THE
BACKGROUND
OF
THE
PROJECT
....
211
16.7.3
THIRD
STRATEGY:
DEALING
WITH
OPPONENTS
PROPERLY
.................
212
16.7.4
FOURTH
STRATEGY:
PRESERVING
AND
DEVELOPING
WHAT
IS
GOOD
..
212
16.7.5
FIFTH
STRATEGY:
RAISING
AWARENESS
OF
THE
VALLEY
OF
TEARS
.
.
212
16.7.6
SIXTH
STRATEGY:
INFORM
INDIVIDUALLY
.............................................
213
16.8
CASE
STUDY:
CORPORATE
CULTURE
AT
TOYOTA
.....................................................
213
REFERENCES
.....................................................................................................................
214
17
TOOLS
IN
SUPPLIER
MANAGEMENT
TO
IDENTIFY
WASTE
................................................
215
17.1
ISHIKAWA
DIAGRAM
...........................................................................................
215
17.2
MATERIAL
............................................................................................................
216
17.3
SUPPLIER
AUDITS
AND
WORKSHOPS
...................................................................217
17.4
BRAINSTORMING
.................................................................................................
217
17.5
PARETO
ANALYSIS
...............................................................................................
218
17.6
CORRELATION
DIAGRAM
......................................................................................
218
17.7
NETWORK
DIAGRAM
...........................................................................................
219
17.8
PROBLEM
DECISION
PLAN
..................................................................................219
17.9
W-QUESTIONS
...................................................................................................
219
17.10
FLOWCHART
.....................................................................................................
220
17.11
PRO
AND
CONTRA
LISTS
......................................................................................
220
17.12
FAILURE
MODE
AND
EFFECT
ANALYSIS
(FMEA)
................................................
220
17.13
STATISTICAL
PROCESS
CONTROL
............................................................................
222
17.14
MIND
MAPPING
...............................................................................................
223
17.15
QUALITY
CONTROL
CHART
(QRC)
........................................................................
223
17.16
PORTFOLIO
.........................................................................................................
224
17.17
TREE
DIAGRAM
.................................................................................................
224
17.18
CASE
STUDY:
ISHIKAWA
DIAGRAM
AT
PORSCHE
..................................................
224
REFERENCE
.....................................................................................................................
225
18
OUTLOOK
AND
FUTURE
VISION
FOR
SUPPLIER
MANAGEMENT
........................................
227
18.1
SUPPLIER
MANAGEMENT
AS
A
CENTRAL
INTERFACE
IN
THE
COMPANY
................
227
18.2
AUTOMATION
AND
DIGITALIZATION
TRENDS
IN
SUPPLIER
MANAGEMENT
............
228
18.3
CHANGING
COMPETENCE
REQUIREMENTS
IN
SUPPLIER
MANAGEMENT
............228
18.4
INTERNATIONALISATION
OF
VALUE
CHAINS
.............................................................
229
18.5
CASE
STUDY:
AIRSUPPLY
AND
SUPPLYON
AS
INTEGRATED
VALUE
CREATION
SYSTEMS
..........................................................................................................
230
REFERENCES
.....................................................................................................................
232
19
GLOSSARY
........................................................................................................................
233
|
| adam_txt |
CONTENTS
1
SUPPLIER
MANAGEMENT,
PURCHASING
AND
PROCUREMENT
.
1
1.1
CLASSIFICATION
AND
VALUE
OF
SUPPLIER
MANAGEMENT
.
1
1.1.1
IMPORTANCE
OF
SUPPLY
AND
VALUE
CHAINS
.
1
1.1.2
VALUE
CREATION
AND
VALUE
NETWORKS
.
2
1.1.3
VALUE
CHAIN
WITH
SUPPLIERS
(UPSTREAM)
AND
CUSTOMERS
(DOWNSTREAM)
.
3
1.1.4
VALUE
CHAIN
ACCORDING
TO
PORTER
.
4
1.1.5
VALUE
CREATION
AND
WASTE
.
5
1.2
TYPES
OF
WASTE
IN
THE
VALUE
CHAIN
.
7
1.2.1
WASTE
DUE
TO
TRANSPORT
.
8
1.2.2
WASTE
DUE
TO
INVENTORY
AND
STOCKS
.
9
1.2.3
WASTE
DUE
TO
MOTION
AND
UNNECESSARY
MOVEMENTS
.
10
1.2.4
WASTE
DUE
TO
WAITING
TIMES
.
10
1.2.5
WASTE
DUE
TO
OVERPRODUCTION
.
12
1.2.6
WASTE
DUE
TO
REDUNDANT
PROCESSES
AND
OVER-PROCESSING
.
13
1.2.7
WASTE
DUE
TO
DEFECTS
.
13
1.3
TASKS
AND
DELIMITATION
OF
SUPPLIER
MANAGEMENT
.
14
1.3.1
TASKS
OF
SUPPLIER
MANAGEMENT
.
14
1.3.2
DIFFERENTIATION
OF
SUPPLIER
MANAGEMENT
FROM
CLASSIC
PURCHASING
.
16
1.3.3
PROCUREMENT
AND
PROCUREMENT
LOGISTICS
.
18
1.4
CASE
STUDY:
SUSTAINABLE
SUPPLIER
MANAGEMENT
IN
THE
BMW
GROUP
.
18
REFERENCES
.
20
2
TRANSFORMATION
AND
CULTURAL
CHANGE
TOWARDS
INNOVATIVE
SUPPLIER
MANAGEMENT
.
21
2.1
TRANSFORMATION
REQUIREMENTS
IN
SUPPLIER
MANAGEMENT
.
21
2.2
SUPPLIER
MANAGEMENT
AS
A
COMPETITIVE
ADVANTAGE
FOR
THE
COMPANY
.
23
2.3
KEIRETSU-BASED
SUPPLIER
MANAGEMENT
.
26
2.4
SUPPLIER
MANAGEMENT
AS
AN
INITIATOR
OF
CULTURAL
CHANGE
.
27
2.4.1
STORIES
AND
MYTHS
.
27
VII
VIII
CONTENTS
2.4.2
SYMBOLS
.
28
2.4.3
POWER
STRUCTURES
.
29
2.4.4
ORGANISATIONAL
STRUCTURES
.
29
2.4.5
CONTROL
SYSTEMS
.
30
2.4.6
RITUALS
AND
ROUTINES
.
30
2.5
CULTURE
AND
ELEMENTS
OF
LEAN
MANAGEMENT
IN
MODERN
SUPPLIER
MANAGEMENT
.
31
2.5.1
LEAN
PRINCIPLES
AND
LEAN
MANAGEMENT
AS
PART
OF
SUPPLIER
MANAGEMENT
.
31
2.5.2
CHANGE
TOWARDS
AN
OPEN
AND
CREATIVE
ENTERPRISE
(CHIIKU)
.
32
2.5.3
LEADERSHIP
IN
LEAN
MANAGEMENT
(TOKUIKU)
.
32
2.5.4
MENTAL
AND
PHYSICAL
STRENGTH
IN
LEAN
MANAGEMENT
(TAIIKU)
.
32
2.5.5
IMPLEMENTATION
OF
IDEAS
THROUGH
EMPLOYEE
INVOLVEMENT
(YATTAKOTO)
.
33
2.6
CASE
STUDY:
LEADERSHIP
IN
TOYOTA
MOTOR
CORPORATION
.
33
REFERENCES
.
35
3
SUPPLIER
MANAGEMENT
AS
PART
OF
THE
CORPORATE
STRATEGY
.
37
3.1
SUPPLIER
MANAGEMENT
AS
A
STRATEGIC
COMPETITIVE
ADVANTAGE
OF
CORPORATE
STRATEGY
.
37
3.1.1
STRATEGIC
ANALYSIS
.
39
3.1.2
STRATEGICSELECTION
.
39
3.1.3
STRATEGIC
IMPLEMENTATION
.
40
3.1.4
DESIGNING
THE
STRATEGIC
DIRECTION:
STRATEGIC
PYRAMID
.
41
3.2
INTERNATIONALIZATION
OF
SUPPLIER
MANAGEMENT
.
43
3.3
SUPPLIER
MANAGEMENT
AS
A
KEY
ROLE
IN
THE
COVID
19
PANDEMIC
.
45
3.4
CASE
STUDY:
SIEMENS
AND
THE
SELECTION
OF
SUPPLIERS
VIA
SCM
STAR
.
45
REFERENCES
.
47
4
PHASES
OF
SUPPLIER
MANAGEMENT
.
49
4.1
SUPPLIER
MANAGEMENT
AS
A
CROSS-SECTIONAL
FUNCTION:
INTEGRATION
OF
ALL
FUNCTIONS
.
49
4.2
SUPPLIER
STRATEGY
.
51
4.2.1
SUBJECT
MATTER
AND
ELEMENTS
OF
THE
SUPPLIER
STRATEGY
.
51
4.2.2
SUPPLIER
CLASSIFICATION
.
52
4.2.3
MATERIAL
GROUP
STRATEGIES
.
54
4.2.4
MAKE-OR-BUY
STRATEGIES
.
55
4.2.5
ABC-XYZ
ANALYSIS
AND
STRATEGIES
.
57
4.2.6
INTERNATIONALISATION
STRATEGIES
.
58
4.2.7
SUSTAINABILITY
STRATEGIES
.
58
4.2.8
DIGITISATION
STRATEGIES
.
59
4.3
SUPPLIER
SELECTION
.
60
4.3.1
SHIFTING
OF
PERIPHERAL
COMPETENCES
TO
SUPPLIERS
.
60
CONTENTS
IX
4.3.2
MINIMISING
RISKS
IN
THE
SELECTION
OF
SUPPLIERS
.
61
4.3.3
CRITERIA
AND
SUPPLIER
SELECTION
MATRIX
.
61
4.4
SUPPLIER
EVALUATION
.
63
4.4.1
SUBJECT
OF
SUPPLIER
EVALUATION
.
63
4.4.2
SELECTING
THE
RIGHT
CRITERIA
FOR
SUPPLIER
EVALUATION
.
63
4.4.3
SUPPLIER
EVALUATION
AS
A
CONTROL
TOOL
IN
SUPPLIER
MANAGEMENT
.
64
4.5
SUPPLIER
DEVELOPMENT
.
65
4.5.1
OBJECT
OF
SUPPLIER
DEVELOPMENT
.
65
4.5.2
STRATEGIC
SUPPLIER
DEVELOPMENT
.
66
4.5.3
PREVENTIVE
SUPPLIER
DEVELOPMENT
.
66
4.5.4
REACTIVE
SUPPLIER
DEVELOPMENT
.
66
4.6
SUPPLIER
INTEGRATION
.
67
4.6.1
SUBJECT
OF
SUPPLIER
INTEGRATION
.
67
4.6.2
SUPPLIER
INTEGRATION
THROUGH
COACHING
AND
COLLABORATION
.
68
4.6.3
SUPPLIER
INTEGRATION
THROUGH
INTERNATIONAL
PURCHASING
OFFICES
.
69
4.7
SUPPLIER
CONTROLLING
.
69
4.8
CASE
STUDY:
VOLVO
OPTS
FOR
IN-HOUSE
PRODUCTION
IN
THE
FIELD
OF
ELECTROMOBILITY
.
71
REFERENCES
.
72
5
ORGANIZATION
IN
SUPPLIER
MANAGEMENT
.
73
5.1
SUPPLIER
MANAGEMENT
AS
A
KEY
FUNCTION
IN
THE
COMPANY
.
73
5.2
STRUCTURE
AND
PROCESS
ORGANISATION
OF
SUPPLIER
MANAGEMENT
.
74
5.2.1
OBJECT
OF
THE
ORGANIZATIONAL
PLAN
.
74
5.2.2
LINE
ORGANISATION
.
75
5.2.3
PROJECT
ORGANISATION
.
76
5.2.4
DIVISIONAL
ORGANISATION
.
77
5.2.5
FUNCTIONAL
ORGANISATION
.
78
5.2.6
MATRIX
ORGANISATION
.
78
5.2.7
AGILE
FORM
OF
ORGANISATION
.
80
5.2.8
VIRTUAL
FORMS
OF
ORGANISATION
.
81
5.3
PROCESS
ORGANIZATION
OF
SUPPLIER
MANAGEMENT
.
82
5.4
SUPPLIER
MANAGEMENT
AND
DIGITALIZATION
IN
INDIRECT
PURCHASING
.
85
5.5
STRATEGIC
PURCHASING
IN
SUPPLIER
MANAGEMENT
.
86
5.6
OPERATIONAL
PURCHASING
IN
SUPPLIER
MANAGEMENT
.
86
5.7
CASE
STUDY:
GLOBAL
SUPPLIER
MANAGEMENT
AT
BOMBARDIER
TRANSPORTATION
.
86
REFERENCES
.
87
6
COMPETENCE
REQUIREMENTS
IN
SUPPLIER
MANAGEMENT
.
89
6.1
THE
SUPPLIER
MANAGER
AS
INTERFACE
TO
THE
SUPPLIER
.
89
6.1.1
CHANGED
FRAMEWORK
CONDITIONS
LEAD
TO
NEW
COMPETENCE
REQUIREMENTS
.
89
X
CONTENTS
6.1.2
THE
SUPPLIER
MANAGER
AS
SINGLE
POINT
OF
CONTACT
.
92
6.1.3
GROWING
INTERNATIONALISATION
IN
PROCUREMENT
.
93
6.2
NETWORKING
ABILITY
OF
SUPPLIER
MANAGERS
.
93
6.3
REGULAR
DEVELOPMENT
THROUGH
TRAINING
AND
QUALIFICATIONS
.
93
6.4
CASE
STUDY:
RISK-ORIENTED
MANAGEMENT
OF
SUPPLIERS
AT
THE
MEYER
WERFT
SHIPYARD
.
94
7
CONTROL
GROUPS
AND
ESCALATION
LEVELS
IN
SUPPLIER
MANAGEMENT
.
97
7.1
SUPPLIER
MANAGEMENT
AS
A
CENTRAL
CONTROL
FUNCTION
.
97
7.1.1
SUPPLIER
STEERING
GROUP
.
97
7.1.2
SUPPLIER
MANAGER
AS
CENTRAL
CONTACT
PERSON
.
97
7.1.3
SUPPLIER
MANAGEMENT
WORKSHOPS
.
98
7.1.4
SUPPLIER
FILE
.
98
7.1.5
SUPPLIER
COCKPIT
.
100
7.2
SUPPLIERS
'
DAY
.
100
7.3
SUPPLIER
ACADEMY
.
101
7.4
ESCALATION
LEVELS
IN
SUPPLIER
MANAGEMENT
.
101
7.5
CASE
STUDY:
SUPPLIER
MANAGEMENT
AT
PORSCHE
AND
THE
NEW
911
.
102
REFERENCES
.
103
8
LEAN
METHODS
IN
SUPPLIER
MANAGEMENT
.
105
8.1
LEAN
PRINCIPLES
IN
LEAN
MANAGEMENT
.
105
8.1.1
ZERO-DEFECT
PRINCIPLE
.
105
8.1.2
DRAWING
PRINCIPLE
.
107
8.1.3
FLOW
PRINCIPLE
.
108
8.1.4
CLOCK
PRINCIPLE
.
109
8.2
HARMONISATION
AND
LEVELLING
OF
THE
PRODUCTION
FLOW:
HEIJUNKA
.
109
8.3
YAMAZUMI
DIAGRAMS
.
110
8.4
INTELLIGENT
AUTOMATION:
JIDOKA
(8
(HIK)
.
110
8.5
VISUALIZATION
IN
LEAN
MANAGEMENT
.
ILL
8.6
SHADOW
BOARDS
.
112
8.7
ANDON
.
113
8.8
TOTAL
PRODUCTIVE
MAINTENANCE
(TPM)
.
114
8.9
TOTAL
EQUIPMENT
EFFECTIVENESS
(GAE)
.
115
8.10
LEAN
MANAGEMENT
ON
THE
SPOT:
GEMBA,
GENJITSU,
GENCHI,
GEMBUTSO
.
116
8.11
FOCUS
ON
ESSENTIAL
ELEMENTS:
MUDA,
MURA,
MURI
.
117
8.12
ERROR
PREVENTION:
POKA
YOKE
.
118
8.13
IMPLEMENTATION
OF
AN
IDEAL
WORKING
ENVIRONMENT:
3
K
PRINCIPLE
.
119
8.14
LEAN
MANAGEMENT
AS
A
CONSENSUS-BASED
BASIS
FOR
RAPID
PROJECT
IMPLEMENTATIONS
.
119
8.15
HEALTH
AND
SAFETY
.
119
8.16
CASE
STUDY
:
IMPLEMENTATION
OF
THE
LEAN
PRODUCTION
SYSTEM
AT
MERCEDES-BENZ
.
120
REFERENCES
.
121
CONTENTS
XI
9
AUDITS
AND
SUPPLIER
ANALYSES
.
123
9.1
AUDITS
AND
QUALITY
MANAGEMENT
SYSTEMS
.
123
9.1.1
CONCEPT
OF
THE
AUDIT
.
123
9.1.2
SYSTEM
AUDITS
.
124
9.1.3
PROCESS
AUDITS
.
125
9.1.4
PRODUCT
AUDITS
.
125
9.1.5
CONTROL
AUDITS
.
127
9.1.6
OTHER
AUDITS
.
127
9.2
CASE
STUDY:
5S
AUDITS
IN
THE
BERLIN-KINDI-SCHULTHEISS
BREWERY
.
127
REFERENCES
.
129
10
CORPORATE
SOCIAL
RESPONSIBILITY
(CSR)
AND
ETHICS
IN
SUPPLIER
MANAGEMENT
.
131
10.1
DEFINITION
OF
CSR
AND
ETHICS
.
131
10.1.1
4-STEP-CSR
PYRAMID
ACCORDING
TO
CAROLL
.
132
10.1.2
TWO-DIMENSIONAL
MODEL
ACCORDING
TO
QUAZI
AND
O
'
BRIEN
.
133
10.1.3
CORE
AREA
MODEL
ACCORDING
TO
CARROLL
AND
SCHWARTZ
.
134
10.1.4
SUSTAINABILITY
AND
THE
THREE-PILLAR
MODEL
.
135
10.1.5
CORPORATE
CITIZENSHIP
(CC)
.
137
10.2
MEGATRENDS
WITH
AN
IMPACT
ON
SUPPLIER
MANAGEMENT
.
139
10.3
THE
NEED
FOR
CSR
IN
SUPPLIER
MANAGEMENT
.
140
10.4
MATURITY
ANALYSES
OF
CSR
IN
SUPPLIER
MANAGEMENT
.
141
10.5
SUPPLIER
DEVELOPMENT
IN
THE
AREA
OF
CSR
.
142
10.6
GLOBAL
COMPACT
PRINCIPLES
.
143
10.7
CASE
STUDY:
SUSTAINABILITY
AT
VW
.
144
REFERENCES
.
145
11
LEAN
MANAGEMENT
IN
THE
SERVICE
SECTOR
.
149
11.1
CHARACTERISTICS
OF
SERVICES
.
149
11.1.1
INTANGIBLE
ASSETS
.
149
11.1.2
SERVICES
ARE
NOT
STORABLE
.
150
11.1.3
UNIQUENESS
(HETEROGENEITY)
.
150
11.1.4
INSEPARABILITY
.
151
11.1.5
VARIABILITY
.
151
11.1.6
PERISHABILITY
.
151
11.1.7
NO
OWNERSHIP
.
151
11.2
APPLICATION
OF
LEAN
MANAGEMENT
TO
SERVICES
.
151
11.3
INCREASING
THE
VISIBLE
ADDED
VALUE
OF
SERVICES
.
152
11.4
CASE
STUDY:
LEAN
ORDERING
PROCESS
IN
JAPANESE
RESTAURANT
.
153
REFERENCES
.
154
12
SUPPLIER
MANAGEMENT
FOR
SUPPLIERS
WITH
FINANCIAL
DIFFICULTIES
.
157
12.1
SIGNS
OF
FINANCIAL
DIFFICULTIES
.
157
12.1.1
PHASES
OF
A
FINANCIAL
CRISIS
.
157
XII
CONTENTS
12.1.2
STRATEGIC
CRISIS
.
158
12.1.3
PROFITABILITY
CRISIS
.
159
12.1.4
LIQUIDITY
CRISIS
.
159
12.1.5
INSOLVENCY
.
159
12.2
RECOMMENDATIONS
FOR
THE
ELIMINATION
OF
FINANCIAL
DIFFICULTIES
.
160
12.2.1
RESTRUCTURING
.
160
12.2.2
MEASURES
TO
INCREASE
LIQUIDITY
.
160
12.2.3
INCREASE
IN
EQUITY
CAPITAL
.
162
12.2.4
INCREASE
IN
LONG-TERM
LIABILITIES
.
162
12.2.5
SALE
OF
FIXED
ASSETS
AND
LEASEBACK
.
162
12.2.6
FACTORING
.
162
12.2.7
INVENTORY
OPTIMISATION
.
163
12.2.8
CONVERSION
OF
DEBT
CAPITAL
INTO
EQUITY
CAPITAL
.
163
12.2.9
DEBT
RESCHEDULING
.
163
12.3
REORGANISATION
OR
RESTRUCTURING
MEASURES
.
164
12.3.1
OBJECT
OF
RESTRUCTURING
.
164
12.3.2
STRATEGIC
RESTRUCTURING
.
165
12.3.3
STRUCTURAL
RESTRUCTURING
.
166
12.3.4
RESTRUCTURING
TO
IMPROVE
PROFITS
.
166
12.3.5
FINANCIAL
RESTRUCTURING
.
166
12.4
TOOLS
TO
IDENTIFY
FINANCIAL
DIFFICULTIES
IN
SUPPLIER
MANAGEMENT
.
167
12.4.1
IDENTIFYING
FINANCIAL
DIFFICULTIES
.
167
12.4.2
CREDITREFORM
.
167
12.4.3
CREDITSAFE
.
167
12.4.4
VDA
RATING
.
168
12.4.5
DUN
&
BRADSTREET
.
168
12.4.6
RAPID
RATINGS:
FINANCIAL
RISK
MANAGEMENT
.
168
12.5
CASE
STUDY:
INSOLVENCY
OF
THE
SOLARWORLD
COMPANY
.
168
REFERENCES
.
169
13
LEAN
MANAGEMENT
IN
PROJECTS
.
171
13.1
LEAN
PROJECT
MANAGEMENT
.
171
13.2
CRITICAL
SUCCESS
FACTORS
IN
PROJECTS
.
173
13.2.1
KEY
CRITERIA
IN
PROJECTS
.
173
13.2.2
INTEGRATION
MANAGEMENT
.
174
13.2.3
SCOPE
AND
PERFORMANCE
MANAGEMENT
.
174
13.2.4
TIME
AND
SCHEDULE
MANAGEMENT
.
174
13.2.5
COST
MANAGEMENT
.
174
13.2.6
QUALITY
MANAGEMENT
.
174
13.2.7
HUMAN
RESOURCES
MANAGEMENT
.
175
13.2.8
COMMUNICATION
MANAGEMENT
.
175
13.2.9
RISK
MANAGEMENT
.
175
13.2.10
PROCUREMENT
MANAGEMENT
.
175
CONTENTS
XIII
13.3
RECOMMENDATIONS
FOR
PROJECTS
.
175
13.4
CASE
STUDY:
COLLABORATION
BETWEEN
KNORR-BREMSE
AND
CONTINENTAL
FOR
THE
DEVELOPMENT
OF
AN
AUTOMATED
DRIVING
SYSTEM
.
176
REFERENCES
.
176
14
INNOVATION
MANAGEMENT
AS
A
KEY
TASK
IN
SUPPLIER
MANAGEMENT
.
177
14.1
INNOVATION
MANAGEMENT
AS
A
SUB-TASK
OF
SUPPLIER
MANAGEMENT
.
177
14.2
STRATEGIC
RELEVANCE
AND
ATTRACTIVENESS
.
178
14.3
RESOURCE
INTENSITY
.
179
14.4
FUTURE
POTENTIAL
ANALYSIS
.
179
14.5
TASKS
AND
FIELDS
OF
ACTION
IN
INNOVATION
MANAGEMENT
.
181
14.6
IMPROVEMENTS
AND
INNOVATIONS
.
182
14.7
SOCIAL
RESPONSIBILITY
AS
PART
OF
INNOVATION
MANAGEMENT
.
185
14.8
INNOVATION
MANAGEMENT
AND
GREEN
MARKETING
.
186
14.9
CASE
STUDY:
INNOVATIONS
THROUGH
DESIGN
THINKING
AT
CONTINENTAL.
.
187
REFERENCES
.
188
15
CLAIM
MANAGEMENT
AND
SUBSEQUENT
CLAIMS
IN
THE
EVENT
OF
DEFAULT
-----
.
191
15.1
CLAIM
MANAGEMENT
AND
SUBSEQUENT
CLAIM
MANAGEMENT
.
191
15.2
CONTRACTUAL
RECOMMENDATIONS
.
192
15.3
DEFENSIVE
AND
OFFENSIVE
CLAIM
STRATEGIES
.
193
15.4
TYPES
OF
ARBITRATION
.
194
15.5
INTERNATIONAL
ARBITRATION
TRIBUNALS
.
195
15.6
CASE
STUDY:
DEMAND
MANAGEMENT
AT
DEUTSCHE
BAHN
AND
BOMBARDIER
.
196
REFERENCES
.
197
16
CHANGE
MANAGEMENT
TO
SUPPLIER
MANAGEMENT
.
199
16.1
DEFINITION
OF
CHANGE
MANAGEMENT
.
199
16.2
CHANGE
MANAGEMENT
ACCORDING
TO
LEWIN
.
200
16.2.1
CHANGE
IN
PHASES
.
200
16.2.2
PHASE:
UNFREEZING
-
CHANGING,
MODIFICATION
-
FREEZING
.
201
16.2.3
THE
HUMAN
FACTOR
IS
DECISIVE
.
202
16.3
CHANGE
MANAGEMENT
CURVE
ACCORDING
TO
KIIBLER-ROSS
.
202
16.4
CHANGE
MANAGEMENT
ACCORDING
TO
KOTTER
.
204
16.5
CHANGE
MANAGEMENT
ACCORDING
TO
MCKINSEY
.207
16.5.1
DESCRIPTION
OF
THE
MCKINSEY
7S
MODEL
.
207
16.5.2
HARD
AND
SOFT
FACTORS
IN
CHANGES
.
207
16.6
CHANGE
MANAGEMENT
AND
PERSONALITIES
.
207
16.6.1
READINESS
FOR
THE
CHANGE
TO
MODERN
SUPPLIER
MANAGEMENT.
.
207
16.6.2
VISIONARIES
AND
MISSIONARIES
.
208
16.6.3
PIONEERS
.
208
16.6.4
ACTIVE
SUPPORTERS
.
209
16.6.5
OPPORTUNISTS
.
209
16.6.6
UNDERGROUND
FIGHTERS
.
209
XIV
CONTENTS
16.6.7
OPEN
RESISTERS
.
210
16.6.8
EMIGRANTS
.
210
16.7
DEALING
WITH
RESISTANCE
.
211
16.7.1
FIRST
STRATEGY:
ANALYSE
INTERNAL
STAKEHOLDER
GROUPS
.
211
16.7.2
SECOND
STRATEGY:
EXPLAIN
THE
BACKGROUND
OF
THE
PROJECT
.
211
16.7.3
THIRD
STRATEGY:
DEALING
WITH
OPPONENTS
PROPERLY
.
212
16.7.4
FOURTH
STRATEGY:
PRESERVING
AND
DEVELOPING
WHAT
IS
GOOD
.
212
16.7.5
FIFTH
STRATEGY:
RAISING
AWARENESS
OF
THE
"
VALLEY
OF
TEARS
"
.
.
212
16.7.6
SIXTH
STRATEGY:
INFORM
INDIVIDUALLY
.
213
16.8
CASE
STUDY:
CORPORATE
CULTURE
AT
TOYOTA
.
213
REFERENCES
.
214
17
TOOLS
IN
SUPPLIER
MANAGEMENT
TO
IDENTIFY
WASTE
.
215
17.1
ISHIKAWA
DIAGRAM
.
215
17.2
MATERIAL
.
216
17.3
SUPPLIER
AUDITS
AND
WORKSHOPS
.217
17.4
BRAINSTORMING
.
217
17.5
PARETO
ANALYSIS
.
218
17.6
CORRELATION
DIAGRAM
.
218
17.7
NETWORK
DIAGRAM
.
219
17.8
PROBLEM
DECISION
PLAN
.219
17.9
W-QUESTIONS
.
219
17.10
FLOWCHART
.
220
17.11
PRO
AND
CONTRA
LISTS
.
220
17.12
FAILURE
MODE
AND
EFFECT
ANALYSIS
(FMEA)
.
220
17.13
STATISTICAL
PROCESS
CONTROL
.
222
17.14
MIND
MAPPING
.
223
17.15
QUALITY
CONTROL
CHART
(QRC)
.
223
17.16
PORTFOLIO
.
224
17.17
TREE
DIAGRAM
.
224
17.18
CASE
STUDY:
ISHIKAWA
DIAGRAM
AT
PORSCHE
.
224
REFERENCE
.
225
18
OUTLOOK
AND
FUTURE
VISION
FOR
SUPPLIER
MANAGEMENT
.
227
18.1
SUPPLIER
MANAGEMENT
AS
A
CENTRAL
INTERFACE
IN
THE
COMPANY
.
227
18.2
AUTOMATION
AND
DIGITALIZATION
TRENDS
IN
SUPPLIER
MANAGEMENT
.
228
18.3
CHANGING
COMPETENCE
REQUIREMENTS
IN
SUPPLIER
MANAGEMENT
.228
18.4
INTERNATIONALISATION
OF
VALUE
CHAINS
.
229
18.5
CASE
STUDY:
AIRSUPPLY
AND
SUPPLYON
AS
INTEGRATED
VALUE
CREATION
SYSTEMS
.
230
REFERENCES
.
232
19
GLOSSARY
.
233 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Helmold, Marc 1969- |
| author_GND | (DE-588)140317317 |
| author_facet | Helmold, Marc 1969- |
| author_role | aut |
| author_sort | Helmold, Marc 1969- |
| author_variant | m h mh |
| building | Verbundindex |
| bvnumber | BV048683458 |
| classification_rvk | QP 530 |
| ctrlnum | (OCoLC)1371323721 (DE-599)DNB1266114092 |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Book |
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| id | DE-604.BV048683458 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T21:25:53Z |
| indexdate | 2024-07-10T09:46:00Z |
| institution | BVB |
| institution_GND | (DE-588)1043386068 |
| isbn | 9783658392444 3658392444 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034057788 |
| oclc_num | 1371323721 |
| open_access_boolean | |
| owner | DE-473 DE-BY-UBG DE-N2 |
| owner_facet | DE-473 DE-BY-UBG DE-N2 |
| physical | XXIII, 236 Seiten Diagramme 24 cm x 16.8 cm, 446 g |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | Springer |
| record_format | marc |
| spelling | Helmold, Marc 1969- Verfasser (DE-588)140317317 aut Innovative Supplier Management Value Creation in Global Supply Chains Marc Helmold Wiesbaden Springer [2023] © 2023 XXIII, 236 Seiten Diagramme 24 cm x 16.8 cm, 446 g txt rdacontent n rdamedia nc rdacarrier Lieferantenbeurteilung (DE-588)4305459-6 gnd rswk-swf Wertschöpfungsnetzwerk (DE-588)1152292692 gnd rswk-swf Internationale Produktion (DE-588)4437841-5 gnd rswk-swf Lieferantenwahl (DE-588)4140230-3 gnd rswk-swf Procurement Logistics Purchasing Supplier analysis Supply chains Sustainability Artificial Intelligence Supply chain management Lieferantenbeurteilung (DE-588)4305459-6 s Lieferantenwahl (DE-588)4140230-3 s Internationale Produktion (DE-588)4437841-5 s Wertschöpfungsnetzwerk (DE-588)1152292692 s DE-604 Springer Fachmedien Wiesbaden (DE-588)1043386068 pbl Erscheint auch als Online-Ausgabe 978-3-658-39245-1 X:MVB text/html http://deposit.dnb.de/cgi-bin/dokserv?id=f094b9bd9bf04a52991d74027ece22bf&prov=M&dok_var=1&dok_ext=htm Inhaltstext X:MVB http://www.springer.com/ DNB Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034057788&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p vlb 20220823 DE-101 https://d-nb.info/provenance/plan#vlb |
| spellingShingle | Helmold, Marc 1969- Innovative Supplier Management Value Creation in Global Supply Chains Lieferantenbeurteilung (DE-588)4305459-6 gnd Wertschöpfungsnetzwerk (DE-588)1152292692 gnd Internationale Produktion (DE-588)4437841-5 gnd Lieferantenwahl (DE-588)4140230-3 gnd |
| subject_GND | (DE-588)4305459-6 (DE-588)1152292692 (DE-588)4437841-5 (DE-588)4140230-3 |
| title | Innovative Supplier Management Value Creation in Global Supply Chains |
| title_auth | Innovative Supplier Management Value Creation in Global Supply Chains |
| title_exact_search | Innovative Supplier Management Value Creation in Global Supply Chains |
| title_exact_search_txtP | Innovative Supplier Management Value Creation in Global Supply Chains |
| title_full | Innovative Supplier Management Value Creation in Global Supply Chains Marc Helmold |
| title_fullStr | Innovative Supplier Management Value Creation in Global Supply Chains Marc Helmold |
| title_full_unstemmed | Innovative Supplier Management Value Creation in Global Supply Chains Marc Helmold |
| title_short | Innovative Supplier Management |
| title_sort | innovative supplier management value creation in global supply chains |
| title_sub | Value Creation in Global Supply Chains |
| topic | Lieferantenbeurteilung (DE-588)4305459-6 gnd Wertschöpfungsnetzwerk (DE-588)1152292692 gnd Internationale Produktion (DE-588)4437841-5 gnd Lieferantenwahl (DE-588)4140230-3 gnd |
| topic_facet | Lieferantenbeurteilung Wertschöpfungsnetzwerk Internationale Produktion Lieferantenwahl |
| url | http://deposit.dnb.de/cgi-bin/dokserv?id=f094b9bd9bf04a52991d74027ece22bf&prov=M&dok_var=1&dok_ext=htm http://www.springer.com/ http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034057788&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT helmoldmarc innovativesuppliermanagementvaluecreationinglobalsupplychains AT springerfachmedienwiesbaden innovativesuppliermanagementvaluecreationinglobalsupplychains |