Professional Documents
Culture Documents
Managing Purchasing
and Supply Relationships
Defining Relationships
Definition of commercial 1. Relating to, engaged in or used for commerce. 2.
Profitable; having profit as the main goal
(Collins Concise Dictionary)
Definition of relationship 1. The state of being related....3. The friendship, contact,
communications etc which exist between people
(Collins Concise Dictionary)
Key points:
Concerned with people, contact and communication
Purchasing and supply relationships involve a degree of closeness
Entered into for the purpose of mutual benefit
Important to establish effective relationships with suppliers.
The nature of an effective relationship will vary with circumstances and
importance to the buying organisation of the suppliers product or service
Selection of a supply base
Stage Supply base
Innocence The organisation uses a large number of suppliers and selects them
in a random fashion. There is clear scope for improvement.
Awareness The organisation still uses a large number of suppliers, but most
spending is on just a few of them.
Understanding The organisation has reduced the number of its suppliers still further,
and appreciates the benefits of a good working relationship with
suppliers.
Competence There is a partnership with suppliers for key procurement items.
There is multi-sourcing of other (non-key) items.
1. Tasks and responsibilities are transferred to those who are actually adding
value on the production line
2. Discovering defects and problems immediately, and eliminating their
causes, is an important objective of control systems
3. Comprehensive information system enables everyone to respond quickly
4. Organisation must be based on empowered work teams
5. This in turn encourages a strong sense of reciprocal obligation
between staff and employing firm
Lean Supply
Based on the concept of eliminating waste
Waste is any activity that uses resources but adds no value
Associated with the principles of (JIT) Just in Time manufacturing, also known as
lean operations
JIT was developed by Taichi Ohno in 1940s in Toyota
Ohno identified seven wastes:
Over-production
Waste caused by transportation
Waiting
Motion
Over-processing
Waste caused by Inventory
Defects/corrections
Lean Supply
Operational requirements for JIT are:
Just in time is a disciplined approach to improving overall productivity and eliminating waste
Technological developments
Better understanding of The exercise forces buyers to think very carefully about two
relative importance of important aspects of each item they buy: its supply risk and
items to be bought its relative cost,
Better understanding of The nature of the item in terms of its supply risk and its
required relationship relative cost helps the buyer to determine the most
strategies appropriate type of supply relationship.
Better understanding of Items of low cost are relatively inexpensive to hold in stock,
stock requirements and if they are items with high supply risk (ie strategic
security items) this suggests a deliberate policy of
stockholding (contrary to modern thinking in most cases,
but indicated by the results of the analysis).
Kraljics grid
The PMMS supplier preferencing model
The market management matrix
Development Core
Nuisance Exploitable
Similar to adversarial, but implies less direct contact between buyer and supplier
Purchases usually infrequent and are usually tactical profit or tactical acquisition
items
Buyers attempt to get the maximum benefit for their organisation
Neither buyer or supplier will be motivated to provide anything for nothing
Little need for regular contact
Transactional Relationships
Applies to tactical acquisition quadrant (low risk, low value)
Buyers objective is to obtain item with as little cost as possible
The deal could be long-term provided it works well for both
Both parties are motivated to trust each other and perform their side of the
bargain
Closer Tactical Relationships
Applies both to tactical acquisition and tactical profit items
Buyer identifies a supplier that performs well and engages more closely
Both parties need to invest significant time and effort
Buyers objective is to get supplier to do more, in terms of coordinating
activities (while not paying more for his supplies)
Relationships tend to be long-term and both parties work hard to achieve
continuous improvement
Other Relationships
Single-sourced applies to low-cost items (tactical acquisition or strategic security).
Buyer hopes to gain greater commitment and preferential treatment from the supplier
by offering the supplier exclusivity
Outsourced Usually applies to strategic security items. Appropriate when buyer
believes that a supplier can do something better than his own organisation. Expects
cost savings or improved efficiency, plus freedom from managing service in-house
Strategic alliances Applies to strategic critical products. A buyer will ally himself
with a supplier as he believes that they can work together to achieve long-term
mutual benefits. Based on high levels of trust and mutual commitment
Evaluation of Suppliers
Suppliers already known to organisation from previous dealings can be evaluated on
the basis of their track record. This type of evaluation is known as vendor rating
When the supplier is not known to the organisation there is a need to judge his
capabilities in a different way and on the basis of different information such as:
Financial stability
Commercial capabilities
Management skills
History
Who they trade with
Minimising Risk in the Supply Chain
Risk Management Process
1. Identify sources of risk
a) May be predictable or unpredictable
b) Arise within the organisation and externally
2. For each possible event, determine its likelihood and its impact
a) How often it is likely to happen and what would the impact be
3. Assess the overall impact
a) Attach a weighting factor to each
b) Add up all weighting so overall risk can be assessed
4. Investigate risk reduction
a) Consider various things that could go wrong
b) Take direct action aimed at reducing risk or transfer the risk
c) Take out insurance
5. Plan, control and reduce risk
a) Assign task specifically to persons with appropriate responsibility
Relationship Lifecycle
Elements of a relationship lifecycle
Information based, and information is shared
Focus on competitive advantage that can be provided by the supply chain
Partners seek to re-define the relationship, with focus on potential future
products and needs
- Fulfilled objectives
- Disputes
- One party behaved badly
Reducing Cost
To achieve competitive prices companies must focus on costs. Purchasings
contribution to reducing costs is throughout the supply chain, whilst maintaining
quality
Traditional model builds the cost of a product by analysing its components
step by step. Profit margin is then added
Target costing starts at the other end. Manufacturer estimates the selling
price (what the market would be willing to pay) then works backwards to
calculate the production cost that must be achieved in order to provide
reasonable profit
Agile Supply
Agility is proficiency at dealing adequately with change or unexpected event, such as
recovering from a situation where a supplier has failed.
Unplanned events could be caused by:
Staff shortages, breakdowns, delayed deliveries, urgent requirements
To achieve agility calls for:
Streamlining physical flows or parts from suppliers
Streamlining the bilateral flow of information through EDI
Adaptability in responding to changing needs of the market
Taichi Ohnos seven wastes
Waste caused by Comments
Over-production Producing output which customers are not yet demanding leads to
stockholding costs and possibly scrap. This refers both to finished
goods for external customers, and to work in progress for the next
stage in the production process
Transportation Moving materials between different locations adds cost. This may refer
to moving materials from their source to our production facility, or to
moving materials within the production facility. Either way, effective
planning can minimise the unnecessary transportation.
Waiting Delays in processing mean that more time is taken than is really
needed. This is quite common in the traditional manufacturing process,
but lean supply aims to eliminate it.
Motion Unnecessary motion violates sound ergonomic principles and can
cause waste of time and possibly injury to staff.
Over-processing This can happen when unnecessarily sophisticated equipment is used
to produce relatively simple goods, adding to their cost.
Taichi Ohnos seven wastes (continued)
Waste caused by Comments
Inventory Lean supply aims to eliminate the use of buffer stocks because
stockholding costs do not add value, and because holding stocks can
mask inefficiencies in the production process.
Defects/corrections Clearly the costs of rework and scrap do not add value, but do reduce
the bottom-line profit.
Features of Lean Supply
CSR is being a good corporate citizen. Some matters are covered by legislation:
Legislative requirements (Health and Safety at Work Act)
Regulatory requirements (Ofcom, Competition Commission)
Professional codes of practice (CIPS, CIMA, CIM etc)
Environmental Equal
Human rights
responsibility opportunities
Corporate
Diversity Sustainability
governance
A large number of bids are solicited in the hope that the buyer will be able to take advantage of a
quotation error.
Bids are solicited from unqualified suppliers whom the buyer would not patronise in any case. These
bids are then played against the bids of responsible suppliers in order to gain a price or other
advantage.
A market is misrepresented by a buyer who places in competition the prices of seconds, odd lots,
or distress merchandise.
An attempt is made to influence a seller by leaving copies of bids, or other confidential
correspondence, where a supplier can see them.
A concession may be forced by dealing only with hungry suppliers. The current philosophy is that a
purchase order should create a mutual advantage with a price that is fair and reasonable.
Obscure contract terms of benefit to the buyers firm are buried in the small type of contract
articles.
A buyer may take advantage of a vendor who is short of cash and who may seek only to cover
his/her out-of-pocket costs. (However, such a situation poses a dilemma, since the vendor may be
saved from borrowing at a disadvantage and may look upon such an order as a blessing.)
Environmental concerns relevant to purchasing staff
Recovery, recycling and reusing of materials and waste products
Supplier selection policies to support firms that conform to environmental standards with
regard to air, water and noise pollution
Supplier and product selection policies that reflect concern for conservation and renewal of
resources
Concern for noise, spray, dirt and vibration in the operation of transportation facilities
Exercise
A specialist may be seconded to the purchasing department to assist with the sourcing
decision which will meet the objectives of all parties
Business partnering approach a member of the purchasing team works with different
functional areas
Culture
Organisation culture is:
a pattern of beliefs and expectations shared by the organisations members, and which
produce norms which powerfully shape the behaviour of individuals and groups in the
organisation
(Schwartz and Davies)
or
Dress codes,
Informal norms,
office decor,
formality, familiarity
logos
Behaviour Artefacts
Beliefs
Rituals
and values
Awards,
retirements, Mottos: customer is
routines king, get it right first
time
Culture
Four types of cultures
Supplier development the activities carried out both before and after contract
award; aim to assist a supplier in providing a service/product we need
Supplier Appraisal
Management capabilities
Supplier selection criteria Carters 10cs
Competency Cost
Capacity Consistency
Cash Compliance
All manufacturing performed by top-level purchaser
Top-level purchaser outsources most manufacturing
Tiering of suppliers
Reasons for tiering Benefits of tiering
Standardisation of parts and variety OEM can have strategic focus, without having
reduction has reduced the number of parts to worry so much about the transactional
required, so that the OEM needs fewer and operational details of procurement
suppliers than in the past
There has been consolidation of suppliers OEM can share an objective to improve the
within the supply market supply chain with first-tier suppliers: a shared
effort is likely to bring more and better
improvements
Tiering of suppliers
Characteristics of a first-tier supplier
- A direct supplier to the OEM
- Usually a supplier of a high-cost or complex sub-assembly
- Heavily dependent on the OEM
- Close and long-term buyer-supplier relationship with the OEM
- Often involved in discussing new product ideas with the OEM
- Responsible for dealing with a number of second-tier suppliers
- Understands and shares the mission of the OEM
- Disseminates the standards and working practices of the OEM
- Must be a competitive producer to justify selection by the OEM
- Supplier must also must have the management capabilities to manage the second-tier
suppliers efficiently
- Relationship with the OEM is a long-term partnership
Why suppliers may not welcome an appraisal
Reason for reluctance Steps a buyer can take
A particular supplier may not find the buyers Check out potential suppliers first, using tools such
business attractive. as the supply positioning model.
They may have bad experiences of previous Conduct the appraisal process fairly and
appraisals, possibly with other buyers. transparently so that suppliers can see that they are
not just wasting their time.
They may be unsure of the supplier selection Provide full information about how the selection
process, perhaps suspecting that some other process will work, and keep suppliers informed about
supplier has an inside track or that the buyer is progress through the various stages.
not serious.
The timing of the proposed appraisal may be Ensure that suppliers have adequate time to prepare
inconvenient. for the appraisal, and avoid suggesting dates that will
obviously coincide with suppliers busy periods. Be
sympathetic if a supplier suggests a different
timetable.
They may believe that the process will be Be sympathetic to suppliers likely perception of the
expensive and time-consuming, and of course it cost of the exercise. Ensure that the exercise is
may not lead to profitable business in the end. streamlined as far as possible, consistent with
obtaining the information required.
They may be wary of sharing confidential Be prepared to sign a confidentiality agreement.
information.
A suppliers possible reactions to the appraisal process
Favourable reactions Unfavourable reactions
We may be able to do business with this We did not form a favourable picture of this
organisation in future. organisation as a possible future business
partner.
We managed to get to know the people well. The people they fielded did not come across
well to us.
We felt the process was handled fairly and We felt they were taking advantage of us, just
efficiently. inviting us to make up the numbers.
We will be able to benefit in the future from The exercise was an expensive waste of time
the potential cost savings and efficiency and money, through no fault of our own.
improvements we identified as a result of the
exercise.
They listened carefully to what we had to say They gave us no chance to present the full
and applied reasonable and even-handed strength of our case.
criteria in evaluating it.
Supplier performance evaluation form
Characteristics of services
Inseparability Services are produced and consumed at the same time. A service
cannot be stored
Competitive dialogue was introduced to complement the existing open, restricted and
negotiated procedures. Intended to be used for large complex projects in circumstances
where, currently, the use of the negotiated procedure may be considered.
European procurement directives
Benefits of the EU directives for buyers and suppliers
Benefits for buyers Benefits for suppliers
Wider choice of potential suppliers Open access to public sector markets for more
suppliers (via open tendering)
Purchasing decisions based on value for money Ensures market is non-discriminatory and
(via competition), which supports key genuinely competitive: objective award criteria
objectives
Improved efficiency of the contract award Improved efficiency of the contract award
process (including support for electronic/on- process (including support for electronic/on-
line methods, framework agreements, central line methods)
contracting authorities)
Requirements to debrief offers opportunities Potential for longer-term. Larger contracts (eg
to establish reputation as fair, honest, ethical though support for framework agreements,
central purchasing bodies)
European procurement directives
Drawbacks of the EU directives for buyers and suppliers
Drawbacks for buyers Drawbacks for suppliers
Wider competition may deter potentially Increased competition
suitable bidders
Procedures take time, and may reduce Good performance of a contract will not
responsiveness to urgent requirements automatically be rewarded with repeat business
Risks :
Financial difficulties
Partner may become extremely successful and our business becomes no longer
important
Partner is taken over by another organisation who views us in a different light
Terminology relating to outsourcing
Definition Explanation
A service contract is a supply contract This is the simplest case. The buyer wishes to
concerned with provision of a service rather purchase a service, eg a consultancy assignment,
than a tangible product. and enters into a contract with a selected
supplier.
Subcontracting is the use of an outside Company A contracts Company B (the main
organisation to do work that we cannot do contractor) to perform certain work. Company B
ourselves because of a temporary shortage could do all the work itself, but has too much
of resources. work on at present. To meet Company As
deadline, B subcontracts some of the work to C.
Outsourcing is the delegation of work The outsourcer will draw up a contract, typically
previously carried out in-house to an for the long term, specifying the work to be done,
external service provider. the service levels to be achieved etc. The
outsourcer retains responsibility for satisfactory
completion of the work, but delegates day-to-day
operations to the outsource provider.
Insourcing is the opposite of outsourcing. The organisation previously outsourced the work,
but now decides to bring it in-house.
Outsourcing
Problems with buying services/outsourcing
- Manufactured goods are tangible and can be inspected and tested before
purchase (services are intangible)
- Every separate instance of service provision is unique and may not be equivalent
to previous instances
- Hard to assess the many factors comprised in provision of a service
- Service may be purchased for a long period, during which requirements may
change from original specification
- Offers from suppliers will differ
Factors to consider:
How often is the service to be provided?
During what hours will the service be carried out, and in particular will there be any disruption
to office activities?
How many staff will be involved in providing the service?
How far will the service extend?
Does the service include special tasks caused by fault of the buyers own staff? (eg spillages)
What qualifications are needed by the staff members providing the service?
What speed of response is expected from the supplier when the customer makes a request?
What dispute procedures will be required?
Service Quality Gaps
Consumer expectations, ie the gap between what consumers actually expect and
what managers perceive that they expect
Service quality specs the gap between what is delivered and what is specified
- Buying firms gain access to specialist expertise (offer better service than
customers would otherwise have received)
Outsourcing
Reasons for failure:
- Individuals within organisation are slow to recognise the change from owning to
outsourced
- Supplier organisation may fail to recognise importance of delivering a high-value
service
- Should be performance driven partnership, and not a cosy relationship
- No reason why organisation should continue to use the new supplier for its
outsourced services
The costs involved in outsourcing
Cost Explanation
Preliminary costs The costs of preparing and analysing the business case, the
costs of identifying potential suppliers, the costs of the supplier
selection process, the costs of agreeing terms and drawing up
the contract
Contractual price The actual sums payable to the supplier under the terms of the
contract hopefully, these will represent a reduction compared
with current expenditure
Costs of getting it wrong Costs arising if the supplier fails to perform
Costs of getting it right Cost of all activities designed to ensure successful completion
of the contract changes to systems and processes, transitional
difficulties, contract management costs, communication costs
etc
Hidden costs Costs of buying staff helping to implement the contract, costs
of vagueness or ambiguity in the specification (leading to
unexpected difficulties), costs of over-specifying etc.
Ideologies of conflict
Authoritative command an arbitrator with authority over both parties makes a decisive
judgement
Altering the human effort is made to change the attitudes, beliefs and perceptions
variable underlying the conflict
Altering the structural effort is made to re-organise work relationships in order to minimise
variable the potential for conflict
Conflict Resolution
Cornelius and Faire suggest that there are three basic ways a conflict can be worked
out
Win-Lose one party gets what he wants at the expense of the other party. This
may damage working relationship
Lose-Lose neither party gets what he really wants, compromise. Resentment may
build on both sides
Win-Win both parties get as close as possible to what they really want. Generate
more options, problem solving, open communication, enhanced cooperation and
preserved working relationships
Stakeholder communication
The more crucial the stakeholder the more important it is to involve him in detailed
communication about strategies, policies, plans and procedures.
Exercise
E-sourcing Using the internet to make decisions and form strategies regarding
how and where services or products are obtained
E-sourcing E-procurement
Segment 3: secure the right deal Segment 6: payment, review and disposal
Internet and Purchasing
Call off stock electronically, allow partners to control stock and deliveries
Benefits: Disadvantages
Generating sales
Invitations to tender
Online Auctions
Benefits: Disadvantages
Estimating/forecasting Forecasting uncertain events using biased information due to other traps
Adjusting savings Framing/anchoring decision makers to believe that most of the savings
estimates downwards claimed can be realised
Adversarial and arms Online auctions are more suitable for this end of the spectrum.
length relationships Electronic payment processes may be more trouble to set up than the
short-term nature of the relationship can justify.
Transactional and closer An important principle here is for the buyer to set up ordering
tactical relationships processes and then hand them over to users. This suggests use of
online catalogues. Automated payment processes may be justified if the
volume of transactions is moderately high.
Single sourced Online auction may well be justified if there is a good level of
relationships competition in the supply market. Electronic tendering and use of
online catalogues also suggest themselves.
Outsource relationships This will usually be suitable for an electronic tendering process.
Closer relationships At this end of the spectrum strategic alliances, partnerships, co-
destiny relationships online auctions are quite inappropriate and
likely to damage relations with suppliers. It is to these relationships in
particular that collaborative development fora apply. Sharing of
information, eg by extranet communication, is vital.
Exercise
F Main carriage paid by buyer FCA, FAS, FOB Seller will undertake all pre-
carriage duties but main carriage
arrangements are the
responsibility of buyer.
C Main carriage paid by seller CFR, CIF, CPT, CIP Seller arranges for carriage of
goods, but once despatched has
fulfilled obligations
D Arrival main carriage DAF, DES, DEQ, DDU, Sellers obligations extend to
unpaid by seller DDP delivery of goods at the specified
destination; e.g. seller is liable for
damage in transit.
International Supply Contracts
Improved productivity and output Positive spill overs for the rest of the
economy
Raises national income Raises local standards of living
Long-term agreement means that the suppliers production costs will fall
as a result of the learning effect. Gives scope for price reductions
Costs and benefits of development activities: buyers
perspective
Costs Benefits
Management time expended in researching and Reduction in waste along the supply chain,
identifying potential suppliers with favourable impact on the buyers
profits
Management time spent with the supplier Improvements in products and services,
discussing the relationship and its possible including reduction in time to market and
development new product development
Cost of equipment and systems designed to run Reduction in production and process costs
the new relationship successfully
Risks involved in sharing information, eg abuse of Additional sales arising from improvements
intellectual property, disclosure of trade secrets to products or reductions in selling prices
Costs and benefits of development activities: suppliers
perspective
Costs Benefits
Management time expended in researching Reduction in waste along the supply chain, with
and identifying potential customers favourable impact on the suppliers profits
Management time spent with the customer Improvements in service to customer arising from
discussing the relationship and its possible greater sharing of information, eg on scheduling
development
Cost of equipment and systems designed to Reduction in production and process costs
run the new relationship successfully
Managing all aspects of the relationship between the supplier and the
buyers customers
Ensuring delivery of the goods and service from the supplier on the
agreed terms and to the agreed standard
Encouraging the supplier to adhere to agreed standards or KPIs and to
seek improvements in performance throughout the duration of the
relationship
Account Management
Benefits of account management: