Answer the following questions
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ch7scm.pptSCM 304 Principles of Supply Chain Management
Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Copyright © 2019, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
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Supply Management
Chapter 7
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You will learn
Describe the rationale for outsourcing and discuss when it is appropriate.
Identify and describe the various steps of the strategic sourcing process.
Discuss some of the longer-term trends in supply management and why they are important.
Introduction
Critical questions:
When a business needs to team up with an outside manufacturer?
With whom it should partner?
what steps are required to formally establish and then manage the relationship?
Supply Management – The broad set of activities carried out by organizations to analyze sourcing opportunities, develop sourcing strategies, select suppliers, and carry out all the activities required to procure goods and services.
Source: industrytoday.com
Why Supply Management is Critical (1 of 5)
Several factors have worked together to push supply management activities into the focus of attention:
Increased levels of global sourcing
Financial impact of sourcing
Impact of sourced goods and services on other performance metrics, including quality and delivery performance
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Why Supply Management is Critical (2 of 5)
Global Sourcing
Firms do not compete only against global competitors, but against their competitors’ supply chains.
To keep up with global competition and tap into the abilities of world-class suppliers, many companies have put in place global sourcing systems.
Advances in information systems have served as a catalyst for global sourcing efforts.
Global sourcing applies to services and business processes, as well as manufactured goods.
Source: projexportserve.com
Why Supply Management is Critical (3 of 5)
Table 7.1 Top 10 First-Tier Suppliers in Global Automotive Industry
| Company | Home Country | 2015 Sales ($ Billions) | Products |
| Bosch | Germany | $45 | Gasoline & diesel systems, chassis system controls |
| Denso | Japan | 36 | Powertrain control, electronic & electric Systems |
| Magneti Marelli | Canada | 32 | Body, chassis, exterior, seating, powertrain, electronic, vision, |
| Continental | Germany | 31 | Driver assistance systems, electronic brakes, stability systems |
| ZF Friedrichshafen AG | Germany | 39 | Transmissions, chassis components and systems, steering |
| Hyundai Mobis | Korea | 26 | Chassis, cockpit & front-end modules; stability control steering |
| Aisin Seiki Co. | Japan | 26 | Body, brake & chassis systems, electronics, drivetrain, |
Starbucks Global Supply Chain
https://www.youtube.com/watch?v=ElYNhGbOTOQ
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Why Supply Management is Critical (4 of 5)
Financial Impact
Cost of goods sold – The purchased cost of goods from outside suppliers.
Merchandise inventory – A balance sheet item that shows the amount a company paid for the inventory it has on hand at a particular point in time.
Profit margin – The ratio of earnings to sales for a given time period.
Return on assets (ROA) – A measure of financial performance generally defined as Earnings/Total Assets
Example 7.1 – Target Corporation (1 of 3)
Table 7.3 Selected Financial Data for Target Corporation (all figures in $ millions)
| Earnings and Expenses, 2010 | Blank |
| Sales | $65,786 |
| Cost of goods sold (COGS) | $45,725 |
| Pretax earnings | $4,629 |
| Selected Balance Sheet Items (As of January 29, 2011) | Blank |
| Merchandise inventory | $7,596 |
| Total assets | $17,213 |
Example 7.1 – Target Corporation (2 of 3)
Financial Impact
Every dollar saved in purchasing lowers COGS by $1 and increases pretax profit by $1.
Profit leverage effect – A term used to describe the effect of $1 in cost savings increasing pretax profits by $1 and a $1 increase in sales increasing pretax profits only by $1 multiplied by the pretax profit margin.
Every dollar saved in purchasing lowers the merchandise inventory figure – and as a result, total assets – by $1.
Example 7.1 – Target Corporation (3 of 3)
3% purchasing reduction in COGS
| Earnings and Expenses | Current | Reflecting Savings |
| Sales | $65,786 | $65,786 |
| COGS | $45,725 | $44,353 |
| Pretax earnings | $4,629 | $6,001 |
| Selected Balance Sheet Items | Blank | Blank |
| Merchandise inventory | $7,596 | $7,368 |
| Total assets | $17,213 | $16,985 |
Why Supply Management is Critical (5 of 5)
Performance Impact
Cost is not the only consideration.
Purchased goods and services can have a major effect on other performance dimensions including quality and delivery performance.
Source: istockphoto.com
Example 7.2 – Springfield Hospital (1 of 3)
Springfield Hospital has two dialysis machines, each with a special valve that is normally replaced every two weeks when the machines are idle. As a result, Springfield uses about 50 valves per year. The hospital has two alternative sources for the valves. The purchase price and quality for these two suppliers are as follows:
| Blank | Supplier A | Supplier B |
| Price per valve | $10 | $2 |
| % Good | 99.8% | 95% |
Source: AcuteDialysisServicesInc
Example 7.2 – Springfield Hospital (2 of 3)
Effect of defective valve
Interruption in patient treatment
Rescheduling difficulties
Reduction in the effective capacity for dialysis
Possible medical emergencies
Estimated cost of a failed valve = $1,000 per incident
Example 7.2 – Springfield Hospital (3 of 3)
Sourcing 50 dialysis machine valves (Total Costs)
| Yearly Costs | Supplier A | Supplier B |
| Valves | 50 × $10 = $500 | 50 × $2 = $100 |
| Failure costs | 0.2% of all valves fail: 0.2% × 50 valves × $1,000 = $100 | 5% of all valves fail: 5% × 50 valves × $1,000 = $2,500 |
| Total cost | $600 | $2,600 |
The Strategic Sourcing Process (1 of 16)
Strategic Sourcing
Identifying ways to improve long-term business performance by better understanding sourcing needs, developing long-term sourcing strategies, selecting suppliers, and managing the supply base.
Figure 7.1 The Strategic Sourcing Process
The Strategic Sourcing Process (2 of 16)
Step 1: Assess Opportunities
Spend Analysis – The application of quantitative techniques to purchasing data in an effort to better understand spending patterns and identify opportunities for improvement.
What categories of products or services make up the bulk of company spending?
How much are we spending with various suppliers?
What are our spending patterns like across different locations?
The Strategic Sourcing Process (3 of 16)
Step 2: Profile Internally and Externally
Two approaches to creating profiles:
Category profile – Understanding all aspects of a particular sourcing category that could ultimately have an impact on the sourcing strategy.
Industry Analysis – Profiling the major forces and trends that are impacting an industry, including pricing, competition, regulatory forces, substitution, technology changes, and supply/demand trends.
The Strategic Sourcing Process (4 of 16)
Step 3: Develop the Sourcing Strategy
The Make-or-Buy Decision - A high-level, often strategic, decision regarding which products or services will be provided internally and which will be provided by external supply chain partners.
Insourcing – The use of resources within the firm to provide products or services.
Outsourcing – The use of supply chain partners to provide products or services.
The Strategic Sourcing Process (5 of 16)
Table 7.7 Advantages and Disadvantages of Insourcing and Outsourcing
| Insourcing | Blank |
| Advantages | Disadvantages |
| High degree of control | Reduced strategic flexibility |
| Ability to oversee the entire process | Required high investment |
| Economies of scale and/or scope | Potential suppliers may offer superior products and services |
| Outsourcing | Blank |
| Advantages | Disadvantages |
| High strategic flexibility | Possibility of choosing a bad supplier |
| Low investment risk | Loss of control over the process and core technologies |
| Improved cash flow | Communication/coordination challenges |
| Access to state-of-the-art products and services | Increased risk of supply chain disruption, corporate social responsibility (CSR) risks |
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The Strategic Sourcing Process (6 of 16)
Table 7.8 Factors that Affect the Decision to Insource or Outsource
| Blank | Favors Insourcing | Favors Outsourcing |
| Environmental uncertainty | Low | High |
| Competition in the supplier market | Low | High |
| Ability to monitor supplier’s performance | Low | High |
| Relationship of product/service to buying firm’s core competencies | High | Low |
The Strategic Sourcing Process (7 of 16)
Step 3: Develop the Sourcing Strategy
Total cost analysis – A process by which a firm seeks to identify and quantify all of the major costs associated with various sourcing options.
Direct costs – Costs tied directly to the level of operations or supply chain activities.
Indirect costs – Costs that are not tied directly to the level of operations or supply chain activity.
The Strategic Sourcing Process (8 of 16)
Table 7.9 Insourcing and Outsourcing Costs
| Blank | Insourcing | Outsourcing |
| Direct Costs | Direct material Direct labor Freight costs Variable overhead | Price (from invoice) Freight costs |
| Indirect Costs | Supervision Administrative support Supplies Maintenance costs Equipment depreciation Utilities Building lease Fixed overhead | Purchasing Receiving Quality control |
The Strategic Sourcing Process (9 of 16)
Step 3: Develop the Sourcing Strategy
Portfolio analysis – A structured approach used by decision makers to develop a sourcing strategy for a product or service, based on the value potential and the relative complexity or risk represented by a sourcing opportunity.
The Routine Quadrant – Readily available products or services representing a relatively small portion of a firm’s purchasing expenditures. Examples: office supplies, cleaning services
The Leverage Quadrant – Standardized and readily available products or services representing a significant portion of spend.
The Strategic Sourcing Process (10 of 16)
Step 3: Develop the Sourcing Strategy
The Bottleneck Quadrant – Products or services with unique or complex requirements that can be met only by a few potential suppliers - involve carrying extra inventory and contracting with multiple vendors to protect against interruptions
The Critical Quadrant – Products or service with unique or complex requirements coupled with a limited supply base which has a substantial level of expenditure – involves negotiating favorable deals and building partnerships with suppliers
The Strategic Sourcing Process (11 of 16)
Step 3: Develop the Sourcing Strategy
Single sourcing – The buying firm depends on a single company for all or nearly all of a particular item or service.
Multiple sourcing – The buying firm shares its business across multiple suppliers.
Cross sourcing – The buying firm uses a single supplier for one particular part or service and another supplier with the same capabilities for a different part or service.
Dual sourcing – The buying firm uses two suppliers for the same purchased product or service.
The Strategic Sourcing Process (12 of 16)
Step 4: Screen Suppliers and Create Selection Criteria
Qualitative criteria to evaluate suppliers include:
Process and design capabilities
Management capability
Financial condition and cost structure
Longer-term relationship potential
The Strategic Sourcing Process (13 of 16)
Step 5: Conduct Supplier Selection
Weighted-point evaluation system
Assign weights to performance dimensions.
Rate the performance of each supplier with regard to each dimension.
Calculate the total score.
Example 7.6 – Electra Company (1 of 5)
Electra Company is looking to award a new contract for 500,000 integrated circuit boards. The table below summarizes the expected performance of three possible suppliers with regard to price, quality, and delivery.
Table 7.12 Summary Data for Three Possible Suppliers
| Performance Dimension | Aardvark Electronics | Beverly Hills Inc. | Conan the Electrician |
| Price | $4/unit | $5/unit | $2/unit |
| Quality | 5% defects | 1% defects | 10% defects |
| Delivery Reliability | 95% on-time | 80% on-time | 60% on-time |
Example 7.6 – Electra Company (2 of 5)
Criteria Weights
WPrice = 0.3
WQuality = 0.4
WDelivery = 0.3
TOTAL = 1.0
Scoring Scheme
5 = excellent
4 = good
3 = average
2 = fair
1 = poor
Example 7.6 – Electra Company (3 of 5)
Table 7.14 Values for the Three Suppliers
| Performance Dimension | Aardvark Electronics | Beverly Hills Inc. | Conan the Electrician |
| Price | 4 | 3 | 5 |
| Quality | 3 | 5 | 1 |
| Delivery Reliability | 4 | 2 | 1 |
Example 7.6 – Electra Company (4 of 5)
Total Scores for Alternative Suppliers
Aardvark should improve their quality.
Beverly Hills should improve their delivery and price.
Conan is out of the running as a potential supplier.
Example 7.6 – Electra Company (5 of 5)
Options for choosing between Beverly Hills and Aardvark
Award the contract to Aardvark, after a detailed negotiation in which it asks Aardvark to provide details on how it will improve its quality.
Award the contract to Beverly Hills, after a detailed negotiation in which it asks Beverly Hills to reduce its price and explain how it will improve delivery performance.
Award a dual-source contract, in which the volumes are split between two suppliers. The contract might state that future volumes will be assigned according to which supplier improves its performance more quickly.
The Strategic Sourcing Process (14 of 16)
Step 6: Negotiate and Implement Agreements
Competitive bidding – A request for bids from suppliers with whom a buyer is willing to do business.
Request for quotation – A formal request for the suppliers to prepare bids, based on the terms and conditions set by the buyer.
Description by market grade/industry standard
Description by brand
Description by specification
Description by performance characteristics
The Strategic Sourcing Process (15 of 16)
Step 6: Negotiate and Implement Agreements
Negotiating – A more costly, interactive approach to final supplier selection. This is used best when:
The item is a new or technically complex item with only vague specifications.
The purchase requires agreement about a wide range of performance factors
The buyer requires the supplier to participate in the development efforts.
The supplier cannot determine risks and costs without additional input from the buyer.
The Strategic Sourcing Process (16 of 16)
Step 6: Negotiate and Implement Agreements
Contracting – The process of creating a detailed purchasing contract to formalize the buyer-supplier relationship.
Fixed-price contract – Stated price does not change.
Cost-based contract – Price of the good or service is tied to the cost of some other key input(s) or other economic factors.
Trends in Supply Management (1 of 2)
Sustainable Supply
Becoming more conscious of the importance of being environmentally friendly and using environmental performance in selecting suppliers.
Ensuring compliance with regulations.
Reducing packaging, promoting recycling, and reducing costs while being good for the environment.
Source: sustainable.org.nz
Trends in Supply Management (2 of 2)
Supply Chain Disruptions
Caused by natural disasters, economic or political events.
Cause a big threat to revenue streams.
Risk of disruptions has increased due to companies outsourcing processes to global suppliers.
Apple Supply Chain - Sourcing
https://www.youtube.com/watch?v=Cgxj9w3eIR4
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ProfitMargin100%(Earnings/Sales)
ProfitMargin100%($4,629/$65,786)7%
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ReturnonAssets100%(Earnings/Assets)
ReturnonAssets100%($4,629/$17,213)26.9%
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