Handfield Supply Market Intelligence

A Managerial Handbook for Building Sourcing Strategies
Erscheinungsjahr 2006
ISBN: 978-1-135-48483-5
Verlag: CRC Press
Format: EPUB
Kopierschutz: 0 - No protection

E-Book, Englisch, 672 Seiten

Reihe: Resource Management

Supply Market Intelligence: A Managerial Handbook for Building Sourcing Strategies charts the course to success for executives who are seeking to lead their organizations to supply-chain maturity. This volume is intended for supply-chain executives who struggle with the challenges of an uncertain supply market environment and whose supply chain function is constantly buffeted by unexpected changes in customer requirements and commodity prices.

The author offers a more effective path, describing an integrated approach to supply chain management based upon solid market intelligence. This path is derived from the authors' multiple engagements with organizations such as Suncor Energy, Bank of America, Shell Oil, Honda of America, General Motors, Boston Scientific, Visteon, Federal Express, Sonoco, Duke Energy, Caterpillar, John Deere, GlaxoSmithKline, and many others. He emphasizes that the elements of a successful plan do not arise from a simple vision, instead they require much hard work and a focused approach backed by solid leadership.

This book begins by defining supply market intelligence and discussing opportunities, the establishment of a project team, and conducting an internal business intelligence assessment. The book then examines the development of business and market intelligence, supplier evaluations, and sourcing strategies. It also explores how to execute a sourcing strategy, manage a strategic supplier relationship, and redesign an organization for effective supply-chain intelligence and strategic sourcing. This volume offers a benchmarking maturity model tool that covers all facets of end-to-end supply-chain management.

Zielgruppe

Executives and managers of purchasing, inventory, warehousing, logistics, supply chain, planning, production, finance and marketing, IT professionals in manufacturing and service organizations, engineers in manufacturing and service organizations

Autoren/Hrsg.

Handfield, Robert

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Einkauf, Logistik, Supply-Chain-Management

Inhaltsverzeichnis

Introduction
Chapter Outline

What Is Supply Market Intelligence?

Moving Supply Management from the Tactical to Strategic
Approach
The Profit-Leverage Effect of Supply Management

How Mature Is Your Supply Management Function?

Translating Corporate Objectives into Supply Management Goals
Bringing Goals and Objectives Together - the Strategic
Sourcing Process

A Word on Business and Market Intelligence
Summary

Intelligence and Opportunity
Chapter Outline

BI and SMI - A Massive Challenge for Enterprises in the Future

The Need for a Dedicated BI/MI Centralized Team in Large
Enterprises
The Push Approach to BI/MI
Building a Case for Change: Identifying a Trigger

Have You Spoken to Your CFO about Supply Management
Recently?

What Is an Opportunity?

Detecting an Opportunity

Types of Opportunities
Acting on an Opportunity

From Opportunity to Prospective Project
Validate the Opportunity and Estimate the Prize

The Project Proposal
Intelligence and Opportunity Checklist

Results

Establishing the Team
Chapter Outline

Getting the Project Started

The CPO and the Project Budget

The Project Coordinator

Issuing a Project Charter

Assess Current and Future Environmental Requirements
Identify Skills Required
Recruiting an RM

Cross-Functional Teams

Kickoff Meeting
Distributing Tasks

Checklist
Results

As-Is Assessment (Creating Internal Business Intelligence)

Chapter Outline

Getting Started: Defining User Requirements
Internal Analysis

Identifying Historical Cost and Volume Trends

Segmenting Spend by User, Type, and Supplier
Data Warehouse and Data Warehousing

Creating a Spend Analysis Report, Including Unit-Cost Analysis

Project Cost and Demand Requirements

Analyzing Data

Performing Cost Audit
Grassroots Interviewing
Checklist
Results

Developing Business Intelligence and Market Intelligence

Chapter Outline

The Sales and Operating Plan
The Three Laws of Forecasting Accuracy

Market Forecasts

Forecasting Uses
Forecasting Types

Characteristics of a Solid Forecasting System

Six Steps of Forecasting
Sales and Operations Implementation - Best Practices

Conclusion

Checklist
Results

Supply Market Intelligence
Chapter Outline

Introduction

Integrating Market Intelligence with Risk Assessment
Types of Forecasts
Assessing Global Logistics Risk
Tying Together the Elements of Risk
Eighteen Best Practices For Supply-Chain Risk Management
Strategic Sourcing

Conclusion

Checklist

Supplier Evaluation

Chapter Outline

Identifying Key Supplier Evaluation Criteria

Identifying Potential Supply Sources through RFIs and Secondary
Market Research
Organizing Data and Determining If Sufficient Information
Exists

Detailed Financial Analysis

Total Cost/Value Chain Assessment

Performing a Detailed Supplier Evaluation through Supplier
Visits

Conclusion

Checklist
Results

Develop Sourcing Strategy

Chapter Outline

Commodity Analysis

Supplier Preferencing

Evaluate Strategies
Finalize Strategy

Develop Relationship Strategy and Bargaining Position

Developing a Strategy Position Paper
Obtain Management Approval of Sourcing and Negotiation
Strategies

Conclusion

Checklist
Results

Execute Sourcing Strategy

(Nonstrategic Supplier Relationships)

Chapter Outline

Introduction - Managing the Transition to Relationship
Management
What Type of Relationship Is Appropriate for the Commodity?
E-Procurement and the Purchasing Process

Purchase Approval
Release and Receive Purchase Requirements

What is the Right Approach to a Negotiation?
Preparing for the Negotiation
Conducting the Negotiation

Implementing the Agreement

Negotiation Planning
Power in Negotiation

Building a Contract that Minimizes Risk

Conclusion

Checklist
Results

Relationship Management
(Strategic Supplier Relationships)

Chapter Outline

Introduction

Why Relationship Management? Ten Reasons Why You Need a
Dedicated Relationship Management Function
(Handfield and Nichols, 2003)

Making the Transition from Strategic Sourcing to Relationship
Management
Organize the Relationship Management Team, Define the Vision
The Case of Software Development and Proprietary Technology
Define the Relationship Management Leader, the Team, and the
Change-Management Strategy

Operate the Relationship
Manage Performance, Monitor Relationships

Common Problems

Strategic versus Reactive Approaches to Supplier Development

Supplier Development: A Strategy for Improvement

CAPS Global Supplier Development Study (1997)
Supplier Development Efforts That Sometimes Do Not Work

Can You Trust the Concept of Trust in Supply-Chain
Relationships? What Does It Mean to Trust?

Dependence: Too Much Is Never a Good Thing

Conclusions: Lessons Learned about Relationship Management

Checklist
Results

References

Redesigning Your Organization for Supply-Chain
Intelligence and Strategic Sourcing
Chapter Outline

Leading Organizational Change for SCM
What Is the Required Organizational Structure for SCM?
Definition of Skills
SCM Knowledge Definitions
Deploying Organizational Change

What Is Organizational Modularization?
Rollout of Proposed Organizational Changes
The Criticality of Building Consensus in Change Management:

The Role of Cross-Functional Teams
The Challenges of Partnerships

Conclusion

Checklist
Results

Benchmarking

Chapter Outline

Benchmarking Supply Market Intelligence and Organizational
Maturity

The SCM Framework

How Will Organizations Progress through This Framework?

Maturity Grids

Behaviors and Roles
Conclusion - Leading Change in Supply Management

Checklist
Results

APPENDICES
A Global Sourcing in China

Low-Cost-Country Sourcing: What about China?
The Growth of Low-Cost-Country Sourcing
Barriers to Global Sourcing

Locating Global Sources
Identifying New Suppliers Globally
China's Growing Economic Strength

Labor Force

Centers of Growth in China

Identifying and Negotiating with Chinese Suppliers

International Exchange Rate Forecasts
Conclusions

Notes

B Best Practices

Three Best Practices in Supplier Development
Best Case 1: BMW's Approach to Supplier Development

Best Case 2: Supplier Development at Chrysler
Best Case 3: Supplier Development at Honda

C Case Studies
Suncor Energy: Foothills Drilling - Relationship Management
Process

Packaging Manufacturer - Developing an RFP
Bank of America: Document Management - Supply Market
Intelligence
FedEx Strategic Sourcing and Supply

D Coding Systems
Most Commonly Used Commodity Classification and Coding
Systems
Advantages and Disadvantages

Industry: Transportation

Industry: Energy and Utilities
Industry: Information Technology
Industry: Plastics

Industry: Services

Industry: Steel Manufacturing

Industry: Textiles

General Web Sites

Paid Services

Supplier Data To Be Collected

Purchase Order Data To Be Collected

Sourcing Relationship

Factors To Be Considered for Strategic Sourcing Process
E References and Resources

Other Resources
Web sites