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SUPPLY CHAIN MANAGEMENT - Coggle Diagram
SUPPLY CHAIN MANAGEMENT
CHAPTER 4: Supply Management Integration for Competitive Advantage
Internal integration
Supply Management’s Internal Linkage
Environmental Management, Health, and Safety
Legal
Marketing/Sales
Accounting and Finance
Engineering
Quality Assurance
Operations
External integration
Advantages of Closer Buyer-SellerRelationships
Obstacles to Closer Buyer-SellerRelationships
Collaborative Buyer-Seller Relationships
Supply Management’s External Linkages
Government
Suppliers
Local Communities
Critical Elements for Supplier RelationshipManagement
Integration: What is it?
Critical role of cross-functional sourcing teams
When to Form a Cross-Functional Team
Improving Sourcing Team Effectiveness
Potential Drawbacks to the Cross-FunctionalTeam Approach
Benefits Sought from the Cross-FunctionalTeam Approach
Supply Integration Defined
Integrating supply management, engineering, and suppliers to develop new products and services
Supplier Suggestion Programs
Buyer-Seller Improvement Teams
Supplier Integration into Customer OrderFulfillment
On-Site Supplier Representative
Common Themes of Successful SupplierIntegration Efforts
Potential Benefits of On-Site SupplierRepresentatives
CHAPTER 2: The Purchasing Process
Improving the procure-to-pay process
Needs Clarification: Requisitioning
Supplier Identification and Selection
Forecast and Plan Requirement
Approval, contract, and purchase order preparation
Invoice Settlement and Payment
Records Maintenance
Continuously Measure and Manage Supplier Performance
Receipt and Inspection
Re-engineering the Procure to Pay Process
Strategic supply management roles and responsibilities
Act as the Primary Contact with Suppliers
Determine the Method of Awarding Purchase Contracts
Evaluate and Select Suppliers
Types of purchases
Finished Products
Maintenance, Repair, and Operating Items
Semifinished Products and Components
Production Support Items
Raw Materials
Services
Capital Equipment
Transportation and Third-Party Purchasing
Purchasing objectives
Objective 4: Develop Aligned Goals with InternalFunctional Stakeholders
Objective 3: Develop Supply Base Management
Objective 2: Manage the Purchasing Process Efficiently and Effectively
Objective 5: Support Organizational Goals and Objectives
Objective 6: Develop Integrated Purchasing
Objective 1: Supply Continuity
Improving the purchasing process
Online Ordering Systems to Suppliers
Purchasing Process Redesign
Longer-Term Purchase Agreements
Electronic Data Interchange
Electronic Purchasing Commerce through theInternet
Online Ordering through Electronic Catalogs
Procurement Cards Issued to User
Allowing Users to Contact Suppliers Directly
Online Requisitioning Systems from Users toPurchasing
Elements of the Purchasing Process
Roles and Responsibilities
Business Buyer Behavior
CHAPTER 1: Introduction to Purchasing and Supply Chain Management
The supply chain umbrella –management activities
Four enablers of purchasing and supply chain management
Proper Organizational Design
Real-Time and Shared InformationTechnology Capabilities
Capable Human Resources
Right Measures and Measurement System
Achieving purchasing and supply chain benefits
Understanding the language of purchasing and supply chain management
Supply Chains Illustrated
Supply Chains and Value Chains
Purchasing and Supply Management
The evolution of purchasing and supply chain management
Period 4: The Quiet Years (1947–Mid-1960s)
Period 3: The War Years (1940–1946)
Period 5: Materials Management Comes of Age(Mid-1960s–Late 1970s)
Period 2: Growth of Purchasing Fundamentals(1900–1939)
Period 6: The Global Era (Late 1970s–1999)
Period 7: Integrated Supply Chain Management(Beyond 2000)
Period 1: The Early Years (1850–1900)
Why purchasing is important
Looking ahead
A New Competitive Environment