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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
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Purchasing vs. Procurement
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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
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Importance of Sourcing
In the average manufacturing firm, purchased
goods and services account for 55% of every 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
$ Value
Large
Commodities Strategic Alliances
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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 standardization
Rationalized requirements
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Sales Synergy (Sell Better)
Total supplier integration
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Supplier Integration and Product
Development Process
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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%
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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
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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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