1 Bab 8 Sourcing. 2 Hoetomo Lembito The Strategic Sourcing Plan Discovering Potential Suppliers Evaluating Potential Suppliers Selecting Suppliers »Bidding.

1

Bab 8

Sourcing

2 Hoetomo Lembito

• The Strategic Sourcing Plan

• Discovering Potential Suppliers

• Evaluating Potential Suppliers

• Selecting Suppliers

» Bidding Versus Negotiation

» Two-Step Bidding/Negotiation

» The Solicitation

» Responsibility for Source Selection

• Developing Suppliers

• Managing Suppliers

Key Concepts

2

3 Hoetomo Lembito

• Additional Strategic Issues

» Early Supplier Involvement

» Supply Base Reduction

» Single Versus Multiple Sourcing

» Share of Supplier’s Capacity

» Local, National and International Sourcing

» Manufacturer or Distributor

» “Green” Supply Management

» Minority- And Women-Owned Business Enterprises

» Ethical Considerations

» Reciprocity

Key Concepts

3

4 Hoetomo Lembito

The Strategic Sourcing Plan

• World Class Supply ManagementSM requires supply management to develop a strategic sourcing plan that details how supply management will discover, evaluate, select, develop and manage a viable supplier base

4

5 Hoetomo Lembito

Strategic Sourcing Plan Stages

Figure 8-1Figure 8-1

5

6 Hoetomo Lembito

Discovery

• Supplier Web Sites

• Supplier Information Files

• Supplier Catalogs

• Trade Registers & Directories

• Trade Journals

• Phone Directories

• Filing of Mailing Pieces

• Sales Personnel

• Trade Shows

• Company Personnel

• Other Supply Management Departments

• Professional Organizations

6

7 Hoetomo Lembito

Evaluating Potential Suppliers

• Supplier Surveys

• Financial Condition Analysis

• Third Party Evaluators

• Evaluation Conference

• Facility Visits

• Quality Capability Analysis

• Capacity Capability Analysis

• Management Capability Analysis

• Service Capability Analysis

• Flexibility Capability Analysis

• Information Technology Capability Analysis7

8 Hoetomo Lembito

Selecting Suppliers

• Bidding Versus Negotiation

• Two-Step Bidding/Negotiation

• The Solicitation

• Responsibility for Source Selection

8

9 Hoetomo Lembito

Bidding versus Negotiation

• Few topics generate more passionate discussions than bidding versus negotiation

• The selection of bidding or negotiation should be decided by using objective criteria, a total cost perspective and sound supply management logic

9

10 Hoetomo Lembito

Prerequisites to Bidding

• Dollar value must be large

• Specifications must be clear

• Market must consist of an adequate number of sellers

• Sellers must be qualified and want the contract

• Time available must be sufficient

10

11 Hoetomo Lembito

Conditions Demanding Negotiation

• Impossible to estimate costs with a high degree of certainty

• Price is not the only important variable

• Purchasing firm anticipates a need to make changes in the specification

• Special tooling of setup costs are major factors

11

12 Hoetomo Lembito

Even if the previous list is met…here are two arguments for Negotiation

• The negotiation process is far more likely to lead to a complete understanding of all issues of the procurement

• Competitive bidding tends to result in sacrifices in product quality, development efforts, and other vital services

12

13 Hoetomo Lembito

Two-Step Bidding/Negotiation

• Used in situations where inadequate specifications preclude the initial use of traditional competitive bidding

• The two steps are:

» Step 1: Technical Proposals

– IFBs for Step 2 are sent only to those sellers who submitted acceptable technical proposals

» Step 2: Price Bidding

13

14 Hoetomo Lembito

The Solicitation

• IFB

• RFP

• Item description

• Info on quantities

• Delivery schedules

• Special terms and conditions

• Standard terms and conditions

14

15 Hoetomo Lembito

Developing Suppliers

• Development of suppliers is one of the greatest untapped frontiers in supply chain management

• Even suppliers recognized as the “best of the best” require investment on the part of the buying firm to realize the full benefit of the collaborative relationship

• This important topic is addressed in detail in the chapter on Supplier Development

15

16 Hoetomo Lembito

Managing Suppliers

• Managers must ensure the suppliers perform as required.

• Suppliers must meet the firm’s long-term needs.

• If suppliers are unlikely to meet future requirements the firm may:

» Assist with financing / technological assistance.

» Develop new sources.

» Be required to develop the capability internally.16

17 Hoetomo Lembito

Additional Strategic Issues

• Early Supplier Involvement• Supply Base Reduction• Single Versus Multiple Sourcing• Share of Supplier’s Capacity• Local, National and International Sourcing• Manufacturer or Distributor• “Green” Supply Management• Minority- And Women-Owned Business

Enterprises• Ethical Considerations• Reciprocity

17

18 Hoetomo Lembito

Early Supplier Involvement

• Early supplier involvement (ESI) is an approach in supply management to bring the expertise and collaborative synergy of suppliers into the design process

• ESI seeks to find “win-win” opportunities

• Today, early supplier involvement (ESI) is an accepted way of life at many proactive firms and a requirement for WCSM

18

19 Hoetomo Lembito

ESI Opportunities

• Materials

• Services

• Technology

• Specifications and Tolerances

• Standards

• Order Quantities

• Lead Time

• Processes

• Packaging

• Transportation

• Redesigns

• Assembly Changes

• Design Cycle Time

• Inventory Reductions

19

20 Hoetomo Lembito

Reasons for Utilizing ESI

• Get supplier inputs before the design is frozen

• Capitalize on the latest technology

• Save time since design cycles are getting shorter

• Let the supplier know that it is part of the team

20

21 Hoetomo Lembito

Supply Base Reduction

• Supply base reduction is achieved through both reducing variety and increasing consolidation

• Two benefits of supply base reduction cited by John Deere are:

» increased leverage with suppliers

» better focus and supplier integration in product development

• Increased leverage is also due to the increased involvement with the suppliers which builds goodwill and trust

21

22 Hoetomo Lembito

Considerations for Single Sourcing

• Lower total cost results from higher volume

• Quality considerations dictate

• Buyer obtains more influence with the supplier

• Lower costs to source, process, expedite, inspect

• Just-in-time requirements

• Significantly lower freight costs may result

• Special tooling is required

• Total system inventory will be reduced

• Supplier will have an improved commitment

• Improved interdependency and risk sharing result

• Time to market is critical22

23 Hoetomo Lembito

Dual Sourcing Using the “70-30” Approach

• 70 percent of the volume is awarded to one supplier

• 30 percent to a second supplier

• Economies of scale are obtained from the “big supplier”

• The “little supplier” provides competition

• When the “big supplier” fails to perform the percentages may be reversed by the buyer

23

24 Hoetomo Lembito

Considerations for Multiple Sourcing

• Protect the buyer during bad times

• Maintain competition

• Provide a back-up source

• Meet local content requirements

• Meet customer’s volume requirements

• When the customer is a small player in the market for a specific item

• Avoid complacency on the part of a supplier

• When the technology path is uncertain

• Suppliers tend to “leapfrog” in technology

24

25 Hoetomo Lembito

Share of Supplier’s Capacity

• Many firms try to not exceed more than 15 to 25 percent of any one supplier’s capacity

• This issue became all too real in the early 2000s

» Many companies cancelled orders that had long supplier lead times, which resulted in suppliers being caught with, in some cases, hundreds of millions of dollars of work-in-process

25

26 Hoetomo Lembito

Local, National and International Sourcing

• The lines between local, national, and international sourcing have become blurred in the last 30 years

• Local source» Firm’s headquarters and all facilities are located in the city or

region where the materials or services will be used

• National source» The source is headquartered within the country and has

facilities in multiple regions throughout the country

• International source» Firm is headquartered outside of the buying firm’s country,

but this does not define the location of operations26

27 Hoetomo Lembito

Local Buying Advantages

• Closer cooperation between buyer and seller is possible

• Delivery dates are more certain

• Lower prices can result from consolidated transportation and insurance

• Shorter lead times reduce inventory

• Rush orders are filled faster

• Disputes are usually more easily resolved

• Implied social responsibilities to the community are fulfilled

27

28 Hoetomo Lembito

National Buying Advantages

• Economies of scale

• Superior technical assistance

• Better handling of fluctuating demand

• Shortages are less likely

28

29 Hoetomo Lembito

Manufacturer or Distributor

• Potential Benefits of a Distributor over Buying Direct from the Manufacturer

» Economy of scale

» Reduction of orders

» Reduction of paperwork

» Special services

» Technical advice

» Credit

29

30 Hoetomo Lembito

“Green” Supply Management

• Recycled materials

• Environmental issues

• Liability issues

30

31 Hoetomo Lembito

Minority- And Women-Owned Business Enterprises

• Many forces motivate a buying firm to ensure that MWBE businesses receive a share of the firm’s business, such as:

» Federal and state legislation

» Set-aside quotas in government appropriations

» Actions of regulatory bodies

» Firm’s “corporate social consciousness”

» Customer base includes MWBE businesses and their employees

» Bottom-line profitability

» Good business sense31

32 Hoetomo Lembito

Ethical Considerations

• Conflicts of interest

» Exists when supply managers must divide their loyalty between the firm which employs them and another firm

» Such conflicts always should be avoided in all source selection decisions

32

33 Hoetomo Lembito

Reciprocity

• Reciprocity exists when supply managers give preference to suppliers that are also customers

• It is entirely legal to buy from one’s customers at fair market prices, without economic threat, and without the intent of restricting competition

• Reciprocity can become illegal when the activity restricts competition and trade

33

34 Hoetomo Lembito

Reasons to Not Engage in Reciprocity

• Reciprocity doesn't follow sound principles of buying and selling

• Companies may relax their competitive efforts as a result of reduced competition

• Sales departments may develop a false sense of security

• New customers may be hard to find because of pre-established relationships with competitors

• Company reputations may be impaired because of bad publicity

• Conspiracy and restraint-of-trade situations can develop, with their attendant legal dangers34

35 Hoetomo Lembito

• The increase in long-term collaborative relationships is highlighting the need to develop strategic sourcing plans

• The plan aids in source selection by detailing how suppliers will be discovered, evaluated, selected, developed and managed

• The plan should be developed in a collaborative environment that includes all relevant functional area representatives and supply chain members

Concluding Remarks

35