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SUPPLY CHAIN MANAGEMENT - Coggle Diagram
SUPPLY CHAIN MANAGEMENT
CHAPTER 1: Introduction to Purchasing and Supply Chain Management
A New Competitive Environment
Factors Driving SCM
Why Purchasing Is Important
Increasing Value and Savings
Achieving purchasing and supply chain benefits
The supply chain umbrella –management activities
Materials or Inventory Control
Order Processing
Receiving, Materials Handling, and Storage
Production Planning, Scheduling, and Control
Warehousing/Distribution
Demand and Supply Planning
Quality Control
Shipping
Inbound Transportation
Outbound Transportation
Purchasing
Customer Service
Four enablers of purchasing and supply chain management
Proper Organizational Design
Real-Time and Shared Information Technology Capabilities
Capable Human Resources
Right Measures and Measurement Systems
The evolution of purchasing and supply chain management
Period 3: The War Years (1940–1946)
Period 4: The Quiet Years (1947–Mid-1960s)
Period 2: Growth of Purchasing Fundamentals(1900–1939)
Period 5: Materials Management Comes of Age(Mid-1960s–Late 1970s)
Period 1: The Early Years (1850–1900)
Period 6: The Global Era (Late 1970s–1999)
Period 7: Integrated Supply Chain Management(Beyond 2000)
Understanding the language of purchasing and supply chain management
Language of Purchasing and SCM
Purchasing and Supply Managemen
Supply Chains and Value Chain
Supply Chains Illustrated
Looking ahead
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
Records Maintenance
Continuously Measure and Manage Supplier Performance
Invoice Settlement and Payment
Re-engineering the Procure to Pay Process
Receipt and Inspection
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
Maintenance, Repair, and Operating Items
Production Support Items
Finished Products
Services
Semifinished Products and Components
Capital Equipment
Raw Materials
Transportation and Third-Party Purchasing
Purchasing objectives
Objective 4: Develop Aligned Goals with Internal Functional Stakeholders
Objective 5: Support Organizational Goals and Objectives
Objective 3: Develop Supply Base Management
Objective 6: Develop Integrated Purchasing Strategies That Support Organizational Strategies
Objective 2: Manage the Purchasing Process Efficiently and Effectively
Objective 1: Supply Continuity
Improving the purchasing process
Online Ordering Systems to Suppliers
Purchasing Process Redesign
Electronic Purchasing Commerce through the Internet
Electronic Data Interchange
Longer-Term Purchase Agreements
Online Ordering through Electronic Catalogs
Procurement Cards Issued to Users
Allowing Users to Contact Suppliers Directly
Online Requisitioning Systems from Users to Purchasing
CHAPTER 4: Supply Management Integration for Competitive Advantage
External integration
Advantages of Closer Buyer-Seller Relationships
Trust
Long-Term Contracts
Obstacles to Closer Buyer-Seller Relationships
Limited Interest by Suppliers
Legal Barriers
Confidentiality
Resistance to Change
Collaborative Buyer-Seller Relationships
Critical Elements for Supplier RelationshipManagement
Supply Management’s External Linkages
Government
Local Communities
Suppliers
Critical role of cross-functional sourcing teams
Benefits Sought from the Cross-FunctionalTeam Approach
When to Form a Cross-Functional Team
Potential Drawbacks to the Cross-FunctionalTeam Approach
Improving Sourcing Team Effectiveness
Internal integration
Supply Management’s Internal Linkages
Marketing/Sales
Legal
Accounting and Finance
Environmental Management, Health, and Safety
Engineering
Quality Assurance
Operations
Integrating supply management, engineering, and suppliers to develop new products and services
Supplier Suggestion Programs
Buyer-Seller Improvement Teams
Supplier Integration into Customer Order Fulfillment
On-Site Supplier Representative
Common Themes of Successful Supplier Integration Effort
Potential Benefits of On-Site Supplier Representatives
Integration: What is it?