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Purchasing in Global Supply Chains
Purchasing in Global Supply Chains
CHAPTER 5 LOGISTICS
Global logistics is responsible for transportation, inventory
management, packaging, and materials handling
Global Customers
Global Suppliers
MARKET
PURCHASING
CHANNELS
PURCHASING Global purchasing is
responsible for the boundary Global market channels is
IN GLOBAL SUPPLY CHAINS spanning role with suppliers responsible for the boundary
spanning role with customers
OPERATIONS
Global operations is responsible for the managing of production,
competitive priorities, vertical integration, and quality
Global purchasing
3
¨ Sourcing is the business function responsible for all ¨ Purchasing is a term that defines the process of
activities and processes required to purchase buying goods and services.
goods and services from suppliers.
¨ It is a narrow functional activity with duties that
include supplier identification and selection,
buying, negotiating contracts, and measuring
supplier performance.
¨ The job of the purchasing function is to: ¨ Global strategic sourcing is the development and
¤ Select appropriate suppliers management of global supplier relationships to
¤ Negotiate contracts acquire goods and services in a way that aids in
¤ Manage the process of acquisition
achieving the immediate needs of the business.
¨ Purchasing must first decide if the need can be met with
existing suppliers or whether new suppliers must be identified. ¨ As a result of Globalization and inexpensive
¨ Purchasing typically maintains an acceptable list of suppliers communication technology, the matter is how firms
for ongoing purchases, but also evaluates suppliers for new can make the most capabilities available globally.
needs that occur on an ongoing basis.
¨ Once suppliers have been identified, competitive bidding and ¨ Global purchasing has been on the rise as companies have
negotiation are two different methods used to reach agreement been attracted to cheaper labor costs in other parts of the
and develop contracts with potential suppliers. world.
¨ Global purchasing requires workgroups of individuals from
different companies, different cultures and languages, to work
together effectively.
Strategic Vendor
alliance managed
inventory
Long High
1 2 3 4 5
• Decide • Analyze • Select the • Monitor
• Generate
what to appropriate forecasting forecast
the forecast
forecast data model accuracy
1. Scheduling existing resource. For a business and its supply chain to be ¨ CPFR is a collaborative process of developing joint forecasts and
competitive it must use its current resources in the most efficient way plans with supply chain partners, rather than doing them independently.
possible. This includes the production process, transportation, labor, It is based on the premise that companies can be more successful if
facilities, and capital. An important aspect of planning is deciding how to they work together to bring value to their customers, share risks of the
best utilize existing resources. market place, and improve their performance.
2. Determining future resource needs. In addition to efficiently utilizing
current resources, organizations must determine what resources are going ¨ CPFR was developed by the Voluntary Interindustry Commerce
to be needed in the future. These decisions depend on forecasts of Standards (VICS) association, a non-profit organization formed in l986
emerging market opportunities, new technology, new products, and to develop standards and guidelines for improving supply chain
competition. efficiency.
3. Acquiring new resources. It takes time for companies to acquire new
facilities, new technologies, new equipment, or expand to new locations. ¨ CPFR is one such set of guidelines and provides a process to be
Plans must be made well in advance, and procedures to acquire new followed in achieving coordination for both forecasting and inventory
resources and capabilities put in place well ahead of time. replenishment.
5. Create Contract
3. Scorecard 4. Negotiate and Activate
1. Supplier 2. Identify Suitable Purchasing System
Cost Selection Scorecard Suppliers Ranking
Cost •Current suppliers Select the highest You may negotiate Once an agreement
Competitive Speed Quality •Past suppliers ranking supplier with just the top has been reached, a
supplier on your contract is signed.
Priorities Quality Delivery •Competitors scorecard, even if Again, depending
Capacity •Industry groups Choose more than one others remain on the
for further upon complexity,
list of potentials.
Flexibility •Recommendations qualification lawyers may be
Flexibility Lead time and prior business involved. For simpler
relationships transactions, the
Certification Purchase Order is the
•Internet
-------------------- Location contract.
Reputation
Industry Industrial globalization Collaboration The last step is to
activate your
Customer base
drivers Financial health
procurement system.
Social responsibility
--------------------------------- Product development
Infrastructure Security and risks
Global infrastructure
Supplier relationship management International purchasing office (IPO)
33 34
Sourcing Supplier Relationship
strategy selection management
¨ MNC brings its key global suppliers as a formal group on a ¨ Are supplier networks that are independent of any one
regular basis (eg. “Annual global supplier conferences”) in firm
order to achieve strategic and tactical alignment.
¨ Provide a link between many global suppliers and many
¨ Toyota global buyers.
¤ First firm to form a global supplier association in 1939 ¤ Sometimes with a broad product assortment
¤ Now, more than 200 members ¤ Sometimes very industry-specific and/or very product-specific
¨ Help to facilitate global supplier development: ¨ Ariba
¤ Reducing costs
¤ Using Internet to facilitate and improve the firm’s purchasing process
¤ Sharing best practices
¤ Ariba Networks has more than 700.000 buyers and sellers doing
¤ Trainning and development business in more than 140 countries without being tied to any one firm
¤ Strengthening the trust and mutual benefit of the relationship among
members
Discussion: New Toyota Yaris Measuring purchasing performance
37 38
2. How does Toyota global supplier networks help to æ Average aggregate inventory value ö
Weeks of supply = ç ÷ ´ 52 weeks
create a higher quality car? è Cost of goods sold ø
“Weeks of supply” provides the length of time demand can be met with on-
hand inventory. A large ‘‘weeks of supply’’ value means too much
inventory is being held, whereas a value that is too low increases the
chances of a stock-out or lost sales