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et pah C

Procurement and Manufacturing

McGraw-Hill/Irwin Copyright © 2007 The McGraw-Hill Companies, Inc. All rights reserv
Figure 4-1 Major Categories for the Components of Total
Cost of Ownership

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Figure 4-2 Flexibility and Cost of Design Changes

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Figure 4-3 Total Cost of Manufacturing

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Table 4-1 Strategic Integration Framework

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CHAPTER 4 SUPPLEMENTAL

The following slides present supplementary materials.

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Purchasing vs. Procurement

 Purchasing is normally associated with a functional


activity.

 Procurement/Sourcing should be viewed as a


strategic activity for the business.

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Purchasing vs. Procurement (cont’d)
Purchasing Mentality Sourcing Mentality
One contract at a time Continual Improvement
Win-lose Win-win
Immediate returns Long-term perspective
Secretive Trusting
Current needs can be met Strategic fit exists
Lowest purchase price Total cost of ownership
Multiple suppliers Supply-base reduction
Infrequent interaction Frequent interaction
Criticism Constructive evaluations
Buyer-sales relationship Cross-functional relationship
Safety in numbers Safety in knowledge
Quality inspected Quality at source
Inventory as safeguard Information as safeguard

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Supplier Development Through
Procurement
The Marketing Viewpoint

Marketing Initiative
Supplier Purchaser
Purchasing Response

The Procurement Viewpoint


Procurement Initiative
Supplier Purchaser
Marketing Response

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Importance of Sourcing
 In the average manufacturing firm, purchased
goods and services account for 55% of every sales
dollar

 Direct labor costs account for only about 10% of the


sales dollar

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Procurement’s Potential Payoff

Beginning Position
 Sales $100,000,000
 Purchases(55%) 55,000,000
 Labor (15%) 15,000,000
 Other (22%) 22,000,000
 Pre-tax profit (8%) 8,000,000

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Procurement’s Potential Payoff

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Competing through Sourcing
 Quality Improvement
 Cost Reduction
 Lead Time Reduction
 Delivery/Service Improvement
 Technology Gain
 Shortened Concept-to-Customer Cycle

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5-14

One Approach to Procurement Segmentation

$ Value
Large
Commodities Strategic Alliances

Convenience & Key Systems


Efficiency
Small Large
Supplier Technology/Knowledge Contribution
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Sourcing Pathways (Source: Mercer
Management Consulting)
 Volume consolidation/Supply base optimization
=> “Buy for less”
 Supplier-buyer integration/Linked cost
minimization => “Buy better’
 Value management/Optimization => “Consume
better”
 Sales synergy => “Sell better”

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Volume Consolidation/Supply Base
Optimization (Buy for Less)
 Increased supplier fixed cost utilization
 Capitalize on competitive supply base structure
 Leveraged buyer’s share
 Enhanced negotiations and contracting skills

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Supplier-Buyer Integration/Linked
Cost Minimization (Buy Better)
 Improved coordination/forecast accuracy and
predictability
 Optimized logistical flows/value added roles
(including outsourcing)
 Streamlined transactional information flow

 Increased and earlier supplier involvement on


cost issues
 Improved supplier cost productivity

 Committed volumes to allow supplier


investment
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Value Management/Optimization
(Consume Better)
 Early supplier involvement in solution design

 Reduced complexity/simplified specifications

 Increased standardization

 Clarified response time objectives

 Rationalized requirements

 Controlled consumption rates

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Sales Synergy (Sell Better)
 Total supplier integration

 Integrated multi-commodity products/ services


and channel portfolio
 Creative risk sharing

 Fully exploited capabilities and potential

 Leveraged channel relationships

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Supplier Integration and Product
Development Process

Idea Concept Full-Scale


Assessment Design Prototype
Generation Development Operation

Possible Supplier Integration Points

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Pathways to Growth

Level 4

Percentage Integrated
Level 3
Sell
Savings/Revenue Value
Enhancement Buy
Varies
Level 2 Widely
Linked (Plus ongoing
Level 1 Buy productivity
Varies improvements)
Leveraged Widely
Buy
Level 0
5-25%
User
Buy 5-15%

Buy for Buy Better Consume Sell Better


Less Better

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Roadblocks to Strategic Procurement
 Organization and people
 Not “strategic”
 Limited skill to align with pathway

 Processes
 Adversarial relationships
 Need end-to-end processes

 Information systems
 Need total systems cost approach

 Knowledge of the possibilities

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Major Trends in Procurement
 Fewer sources of supply will be used
 Buyers will be more concerned with final customer
satisfaction
 Buyers will focus on “lead supplier” relationships
 Buyers will drive shorter cycle times
 Design engineers and buyers will be part of sourcing
teams
 Global sourcing will increase
 e-procurement will have a major impact–not all of it will
be positive for supply chain integration
 buying exchanges
 auction sites
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Malcolm Baldrige Criteria and Values
1 Leadership (120 pts.)
The Leadership Category examines how your organization’s senior leaders address
values and performance expectations, as well as a focus on customers and other
stakeholders, empowerment, innovation, learning, and organizational directions. Also
examined is how your organization addresses its responsibilities to the public and supports
its key communities.
2 Strategic Planning (85 pts.)
The Strategic Planning Category examines your organization’s strategy development
process, including how your organization develops strategic objectives, action plans, and
related human resource plans. Also examined are how plans are deployed and how
performance is tracked.
3 Customer and Market Focus (85 pts.)
The Customer and Market Focus Category examines how your organization determines
requirements, expectations, and preferences of customers and markets. Also examined is
how your organization builds relationships with customers and determines their satisfaction.

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Malcolm Baldrige Criteria and Values
(cont.)
4 Information and Analysis (90 pts)
The Information and Analysis Category examines your organization’s performance
measurement system and how your organization analyzes performance data and
information.
5 Human Resources Focus (85 pts.)
The Human Resources Focus Category examines how your organization enables
employees to develop and utilize their full potential, aligned with the organization’s
objectives. Also examined are the organization’s efforts to build and maintain a work
environment and an employee support climate conducive to performance excellence,
full participation, and personal and organizational growth.
6 Process Management (85 pts.)
The Process Management Category examines the key aspects of your organization’s
process management, including customer-focused design, product and service delivery,
support, and supplier and partnering processes involving all work units.

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Malcolm Baldrige Criteria and Values
(cont.)
7 Business Results (450 pts)
The Business Results Category examines your organization’s performance
and improvement in key business areas -- customer satisfaction, product and
service performance, financial and marketplace performance, human
resource results, supplier and partner results, and operational performance.
Also examined are performance levels relative to competitors.

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