CHAPTER 4 – SOURCING DECISIONS IN A SUPPLY CHAIN

Dung H. Nguyen
Faculty of International Economic Relations
University of Economics and Law

‹#› Het begint met een idee

CONTENTS

 Role of sourcing in a supply chain

 Procurement
 Supplier selection,
 Outsourcing
 In-house or outsource
 Total cost of ownership
 Designing a sourcing portfolio

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ROLE OF SOURCING IN A SUPPLY CHAIN

Sourcing is the entire set of business processes required to purchase

goods and services
Benefits from effective sourcing decisions
 Right source: quality & cost
 Economies of scale
 Efficient procurement transactions
 Design collaboration in manufacturing
 Better collaboration with suppliers
 Appropriate sharing risks and benefits
 Lower purchase price due to increasing competition
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PROCUREMENT AIMS

To ensure a reliable supply of materials in an organization

 Organizing a reliable, uninterupted flow of materials
 Developing relationships with user departments
 Finding good suppliers
 Buying right materials (right quality, right time, right place)
 Good prices and conditions
 Low stocks at the required service level
 Moving materials quickly through a supply chain
 Keeping abreast of conditions (price increase, scarcity, new product)

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PROCUREMENT CYCLE

User department Procurement Suppliers

1. identify need

requests purchase 2. receive request

process

request quotations 3. receive request

process

4. receive quotation send quotation

discuss discuss and process

send purchase order 5. receive order

process

ship goods and

6. receive and check invoice
7. receive and check transfer

authorize payment 8. arrange payment receive payment

Source: Waters (2003)

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SUPPLIER SELECTION

 Process and product technologies

 Willingness to share technologies and information
 Quality
 Cost
 Reliability
 Order system and cycle time
 Capacity
 Communication capability
 Location
 Service
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STEPS OF CHOOSING A SUPPLIER

 List of alternative suppliers

 Compare suppliers
 Shortlist (4 or 5 suppliers)
 Send request for quotation to suppliers
 Receive bids from suppliers
 Evaluate bids (incl. preliminary, technical, commercial evaluation)
 Discuss condition bids with potential suppliers
 Choose the supplier
 Discuss final details with the chosen supplier

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NUMBER OF SUPPLIERS

 Single supplier:

• Good relationship

• Less quality variability

• Lower cost

• Transportation economies  Multiple suppliers:

• Proprietary product/process • Need capacity

• Volume too small to split • Spread risk of interruption

• Create competition

• Get more information

• Deal with special businesses

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SUPPLIER PERFORMANCE METRICS

 Cost/price
 Quality
 Delivery
 Responsiveness and flexibility
 Environment
 Technology
 Business metrics
 Total cost of ownership

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SUPPLIER DEVELOPMENT

 Identify critical goods & services

 Identify critical suppliers, NOT meeting performance requirements
 Form a cross-functional supplier development team
 Meet with top management of suppliers
 Rank supplier development projects
 Define details of the buyer-supplier agreement
 Monitor project status and modify strategies

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OUTSOURCING

A supply chain function is performed by a third party

Benefits
 Economies of scale
 Risk pooling
 Reduce capital investment
 Focus on core competency
 Increased flexibility
Risks
 Loss of competitive knowledge
 Conflicting objectives

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ECONOMIES OF SCALE FROM OUTSOURCING

 Capacity aggregation
 Inventory aggregation
 Transportation aggregation by transportation intermediaries
 Transportation aggregation by storage intermediaries
 Warehousing aggregation
 Procurement aggregation
 Information aggregation

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FACTORS REDUCING BENEFITS OF OUTSOURCING TO 3RD PARTY

 Scale is not large enough

 Uncertainty of a firm’s needs is low (risk pooling is not achieved)
 Specificity of assests required is high

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RISKS OF USING A 3RD PARTY

 The process is broken

 Underestimation of the cost of coordination
 Reduced customer/supplier contact
 Loss of internal capability and growth in third-party power
 Ineffective contracts
 Loss of supply chain visibility
 Negative reputational impact

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GLOBAL SOURCING

Firms expand their supply base to include foreign suppliers

Rationale for low cost country sourcing
 Low wage rates
 Increase the number of possible sources
 Use the best product and process technologies
 Local presence in international markets
Challenges for low cost country sourcing
 Identify relevant production sources
 Protection of intellectual property
 Import/export issues
 Communications
 Security in transit
 Long lead time
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TOTAL COST OF OWNERSHIP

All supply chain costs of sourcing a good or services from a particular supplier
 Acquisition costs: all costs associated with the purchase of material from a
supplier to a buyer, ready for use
> E.g.: supplier price, taxes and duties, delivery costs,...
 Ownership costs: all costs part from the acquisition costs
> E.g.: inventory costs, warehousing costs, manufacturing costs,...
 Post-ownership costs: all costs after the finished product reaches the end
customer
> E.g.: warranty costs, environmental costs, reputation costs,...

 Other costs (for global sourcing): exchange rates, local inflation, labor
costs,...
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TOTAL COST OF OWNERSHIP

Source: Chopra and Meindl (2016) 17

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DESIGNING A SOURCING PORTFOLIO

 Whom to source from: Responsive or Efficient?

Source: Chopra and Meindl (2016)

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DESIGNING A SOURCING PORTFOLIO

 Where to source from: On-shoring, Near-shoring, or Off-shoring?

Source: Chopra and Meindl (2016)

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 CHAPTER 4 – SOURCING DECISIONS IN A SUPPLY CHAIN

THANK YOU!

‹#› Het begint met een idee