Purchasing and Supply Chain Management by W.C. Benton Chapter Two Purchasing Decisions And Business Strategy McGraw-Hill/IrwinCopyright © 2010 The McGraw-Hill.

Purchasing and Supply Chain Managementby W.C. Benton

Chapter TwoPurchasing Decisions And

Business Strategy

McGraw-Hill/Irwin Copyright © 2010 The McGraw-Hill Companies. All Rights Reserved.

Learning Objectives1) To learn the role of purchasing in the corporate strategy.

2) To learn the most important elements of the strategic planning process for purchasing.

3) To learn about the components of purchasing strategy.

4) To learn how sourcing is integrated into corporate strategy.

5) To learn how purchasing strategy is linked to other functional areas.

1-2

1-3

Learning Objectives6) To understand the impact of purchasing decisions on supply

chain management.

7) To learn how the sourcing audit can be used to formulate purchasing objectives and strategy.

8) To learn about the supply chain relationship pegging analysis.

9) To learn how to develop a strategic purchasing plan.

1-4

Introduction to Purchasing Strategy

• In most industrial firms, material constitutes 60–80 percent of the total revenue dollars.

• Purchased inputs offer a potential source for helping a company develop leverage against its competitors.

• Purchasing can give the firm advantages over its competitors.

• In essence, firms must design their purchasing actions to emphasize the competitive strategy.

1-5

Purchasing and Competitive Strategy Linkage

• Purchasing professionals are expected to develop options that can help business units remain competitive.

• Purchasing managers need to devise purchasing actions such that they are consistent with each other and with the firm’s competitive strategy.

• The competitive priorities are a key determinant of the importance given to different criteria in purchasing material.

• The buyer performance measures or reward criteria are other factors that influence the purchase criteria.

1-6

Strategic Purchasing

• Purchasing decisions or actions that constitute purchasing strategy are determined by the firm’s competitive priorities, its resource capabilities, and the environment.

• In the formulation of purchasing strategy, the organization’s competitive priorities, the organization’s strengths and weaknesses, and the competitive environment must be considered.

1-7

Competitive Strategy

• A firm can compete in two broad alternate ways. It can either seek competitive advantages on cost or choose to differentiate itself from its competitors on some attributes of the product or in the way it markets its product. – Cost and differentiation—is important but too broad to be useful for

management faced with day-to-day decision making.

– The competitive strategy must be articulated in terms of competitive priorities. Key environmental factors also must be considered.

1-8

Competitive Priorities

• The competitive priorities operationalize the firm’s competitive strategy.

• The two generic competitive advantages—delivery speed and reliability—are operationalized in terms of cost, quality performance, quality conformity, product flexibility, volume flexibility, and customer service.

1-9

Purchasing Criteria• The criteria in buying material must reflect firms’ competitive

priorities.

• A firm competing on cost must give high priority to purchasing costs. A firm competing on flexibility must give high priority to lead time in buying material.

• With short lead times, the company can be more flexible; and develop the ability to respond to changing situations quickly. Lead times are also important in achieving superior customer service.

• Suppliers with short lead times and who are reliable in meeting their due dates minimize the problem of material shortages for the manufacturer; as a result, the company’s production can be more dependable in meeting the customers’ due dates.

1-10

Purchasing Criteria

• The criterion on which the buyer’s performance is evaluated can influence the effectiveness of purchasing actions and effectiveness in making the firm competitive.

• Cost variance seems to be the dominant criterion in evaluating performance of purchasing decision makers.

1-11

Supply Chain Strategy

• As competitive forces increase, customers demand better products, faster delivery, increased service, and decreased costs.

• As firms become more competitive, a rippling effect is experienced by the suppliers.

• As inventory levels are reduced throughout the supply chain, each member becomes less insulated from demand variation.

1-12

Supply Chain Strategy

• Companies participate in a variety of supplier relationships and take on a variety of roles.

• Each company can be a supplier, customer, or end-user of products.

• Supplier partnerships can be categorized using five factors: (1) degree of risk/reward, (2) type of relationship, (3) information, (4) planning, and (5) asset ownership.

1-13

Supply Chain Strategy

The characteristics of buyer-seller relationships exist on a continuum beginning with the traditional approach of open-market, with a single short-term contract that presents minimal risk to both parties. The opposite extreme is vertical integration, where the parties are fully integrated as one unit.

• Partnerships are a hybrid of these extremes with each party retaining an individual identity.

• A long-term relationship provides the ability to share assets and

integrate planning, technology, and processes.

• In theory, partnership members equally share risk and rewards.

1-14

The Supply Chain Relationship Environment

• In dynamic business environments, maintaining a competitive advantage is a major survival factor.

• The advent of supply chain management has led to a more complicated operating environment.

• Not only does the individual firm have to maintain its competitive edge, the entire supply chain must be competitive.

• Competitive and industrial ranking can be used as a tool for achieving continuous improvement in the industrial supply chain.

1-15

Supply Chain Relationship Pegging• The supply chain relationship pegging system consists of four

phases.

• Phase I is an assessment of the current performance gaps in the process. In this phase, the performance gaps should be prioritized based on the firm’s strategic direction and the relative cost of taking action versus not taking action.

• Phase II consists of questionnaire development, interviews, or other data collection methods.

• Phase III is the classification and analysis phase.

• The final phase (Phase IV) is the interpretation stage.

1-16

The Integrated Buying Model

• The decision maker faces multiple goals in making the buying decision.

• The cost per unit, quality, and lead time are some of the issues that a decision maker faces in making the buying decision.

– Cost– Quality Level– Lead Time

1-17

Materials Cost

• The cost per unit of material depends on the volume or amount purchased, the quality level desired, and the desired lead time.

• Material procured in larger volume enables the firm to buy at discounts.

1-18

• QUALITY LEVEL

1. The quality level of material purchased must meet the desired objective as defined by the firm’s competitive priorities. – The lower the acceptable

defect rate, the higher the quality level of the material purchased.

2. Six sigma suppliers focus on (1) defects per million units as a standard metric, (2) provision of extensive employee training, and (3) the reduction of non-value-added activities.

• LEAD TIME

1. Supplier lead time affects a firm’s flexibility and service to its own customers. Firms that compete in volatile markets and face rapidly changing product or technology require greater flexibility than firms competing in stable markets. – With short lead times, the

company can be responsive to external changes.

2. The more uncertainty there is in a vendor’s lead times, the more difficult it is to manage the production process.

1-19

Constraints• A buyer must not only satisfy cost, quality, and lead-time

goals, but also stay within quantity and budgetary constraints.

• The buyer must ensure that the right quantity of material is purchased to satisfy the demand; otherwise, shortages may occur, resulting in poor customer service.

• The budget limitations may constrain the amount of material that can be purchased at any instant. The buyer may have to give up quantity discounts, if the storage or budget resource is not available.

The Purchasing Strategic Plan

• There are a number of important challenges facing materials managers and executives in the future.

• The opportunities, if pursued, will be unlimited; if not

pursued, devastating to the firm’s survival.

• In order to take full advantage of the challenges, the purchasing function must be integrated into the firm’s overall strategic plan.

1-20

1-21

Developing a Strategic Sourcing Plan

• The development of a strategic purchasing plan requires the following:

– 1) A complete understanding of corporate strategies and marketing plans

– 2) An extensive evaluation/study of current suppliers, how performance is measured, and the expectation of suppliers relative to the industry.

– 3) Study of the degree of global purchasing opportunities.

– 4) Identification of total costs associated with current purchasing department/function, budgets, staffing, and so forth.

1-22

The Strategic Sourcing Plan

• Phase 1. Sourcing Audit

– The sourcing audit is used as a diagnostic process that identifies opportunities for increased profitability.

1-23

The Strategic Sourcing Plan

• Phase 2. Organizational Development

– This phase involves development of sourcing strategies; setting of clearly outlined areas to cut costs and improve profitability; establishment of a sourcing control system based on frequent analysis and systematic approach; formulation of incentive programs; and provisions for training by taking advantage of local ISM seminars and in-house sessions on how to establish purchasing monitoring systems.

1-24

The Strategic Sourcing Plan

• Phase 3. Implementation and Evaluation

– In this phase, a thorough indoctrination of the company with sourcing strategy, implementation of new procedures, monitoring of sourcing activities, feedback mechanism for evaluation, and refinement of sourcing processes is conducted.

1-25

The Strategic Sourcing Plan

• Phase 4. In-House Training SessionsClasses should be conducted in groups of no more than 15 individuals.

– Appropriate purchasing and other management personnel from the company will attend these sessions to learn state-of-the-art purchasing techniques, negotiation strategies, and cost-containment methods.

1-26

Purchasing and Strategy Trends

• The NAPM and Center for Advanced Purchasing Studies produced a study entitled “The Future of Purchasing and Supply: A Five- and Ten-Year Forecast.”

• The 1998 study reported the results of a comprehensive survey on the evolving responsibilities of the purchasing function during the periods between 1998 and 2008.

1. Linking to organizational objectives. 2. Linking to supply chain objectives. 3. Competitive advantage and purchasing strategies.