Chapter 11 Global Sourcing and Procurement Mc Graw-Hill Irwin

Learning Objectives q Understand how important sourcing decisions go beyond simple material purchasing decisions. q Demonstrate the “bullwhip effect” and how it is important to synchronize the flow of material between supply chain partners. q Describe how characteristics of supply and demand have an impact on structuring supply chains. q Know the reason for outsourcing capabilities. q Illustrate what “green” sourcing is. q Analyze the total cost of ownership. q Calculate inventory turnover and days of supply. 11 -2

Supply-Chain & SCM q Supply-chain describes how organizations (suppliers, manufacturers, distributors, and customers) are linked together q Supply chain management is a total system approach to managing the entire flow of information, materials, and services from raw-material suppliers through factories and warehouses to the end customer Services Suppliers Supply networks Inputs Manufacturing Suppliers Service support operations Transformation Manufacturing Local service providers Customers Localization Output Distribution Customers 11 -3

Supply Chain Management q Applies a total systems approach to managing the entire flow of: § § § Raw Material Suppliers Information Materials, and Services Factories & Warehouses End Customer 11 -4

SCM Functions q q q q q Forecasting demand Selecting suppliers Sourcing Ordering materials Inventory control Scheduling production Shipping & delivery Information management Quality management Customer service 11 -5

Strategic Sourcing LO 1 q Strategic sourcing: the development and management of supplier relationships to acquire goods and services in a way that aids in achieving the immediate needs of the business q In the past, sourcing was another name for purchasing q As a result of globalization, sourcing implies a more complex process suitable for products that are strategically important 11 -6

The Sourcing/Purchasing Design Matrix LO 1 11 -7

Strategic Sourcing Continued q Specificity: refers to how common the item is and, in a relative sense, how many substitutes might be available § LO 1 Commonly available products can be purchased using a relatively simple process q A request for proposal (RFP) is used for purchasing items that are more complex or expensive and where there may be a number of potential vendors q Vendor managed inventory: when a customer actually allows the supplier to manage an item or group of items for them 11 -8

Uncertainties In Sourcing q Wrong forecasts q Late deliveries q Poor quality q Machine breakdowns q Canceled orders q Erroneous information 11 -9

Increasing Variability of Orders up the Supply Chain A lot of retailers each with little variability in their orders…. …can lead to greater variability for a fewer number of wholesalers, and… LO 3 …can lead to even greater variability for a single manufacturer. 11 -10

The Bullwhip Effect q Bullwhip effect: phenomenon of variability magnification as we move from the customer to the producer in the supply chain § A slight change in consumer sales ripples backward as magnified oscillations upstream, like the result of a flick of a bullwhip handle q Continuous replenishment: inventory is replaced frequently, as part of an ongoing process q Match SC with the right products LO 2 § Functional or innovative 11 -11

Supply-Chain Performance Customer Pull Dell Retail Store PC Manufacturer Supplier Dell Supply Chain Supplier Traditional PC Supply Chain 11 -12

Lead Time Reduction Suppliers Tier-n Tier-1 Kansas Chicago Dallas Buffalo • Internal Setup: • Performed with m/c idle • Takes extra time • Negative impact on SC • External Setup: • Performed with m/c running • Absorbed by m/c time • Takes less time Distributors Customers Akron 1 Pittsburgh 2 Manufacturer Denver Cleveland • Setup: internal/external Toledo 3 Kentucky n • Convert internal to external • Use visual control • Clamping devices not bolts Seattle Atlanta • Order batching • Price fluctuations • Forecasting • Order rationing 11 -13

Functional Products q Functional products include the staples that people buy in a wide range of retail outlets, such as grocery stores and gas stations § § § LO 3 Product life cycle of more than two years Contribution margin of 5 to 20 percent Only 10 to 20 product variations An average forecast error of only 10 percent Lead time for make-to-order products of from six months to one year 11 -14

Innovative Products q Innovation can enable a company to achieve higher profit margins q Newness of the innovative products makes demand for them unpredictable q Typically have a life cycle of just a few months § § LO 3 Imitators quickly erode the competitive advantage that innovative products enjoy Companies are forced to introduce a steady stream of newer innovations q The short life cycles and the great variety typical of these products further increase unpredictability 11 -15

Demand Supply Uncertainty Characteristics LO 3 11 -16

Hau Lee’s Uncertainty Framework— Examples and Types of Supply Chain Needed LO 3 11 -17

Four Types of Supply Chain Strategies q Efficient supply chains: utilize strategies aimed at creating the highest cost efficiency q Risk-hedging supply chains: utilize strategies aimed at pooling and sharing resources in a supply chain to share risk q Responsive supply chains: utilize strategies aimed at being responsive and flexible q Agile supply chains: utilize strategies aimed at being responsive and flexible to customer needs LO 3 11 -18

Outsourcing q Outsourcing: the act of moving a firm’s internal activities and decision responsibility to outside providers q Allows a company to create a competitive advantage while reducing cost q An entire function may be outsourced, or some elements of an activity may be outsourced, with the rest kept in-house LO 4 11 -19

Reasons to Outsource and the Resulting Benefits LO 4 11 -20

Logistics q Logistics: the management functions that support the complete cycle of material flow § § § Purchase and internal control of materials Planning and control of WIP Purchasing, shipping, and distribution of finished product q Emphasis on lean inventory means there is less room for delivery errors LO 4 11 -21

A Framework for Structuring Supplier Relationships LO 3 11 -22

Green Sourcing q Being environmentally responsible has become a business imperative q Many firms are looking to their supply chains to deliver “green” results q Financial results can often be improved Through going green q A comprehensive green sourcing effort should assess how a company uses items that are purchased internally q It is also important to reduce waste LO 5 11 -23

Six Step Process to Green Sourcing LO 5 11 -24

Total Cost of Ownership q Total cost of ownership (TCO): an estimate of the cost of an item that includes all the costs related to the procurement and use of an item, including any related costs in disposing of the item q Can be applied to internal costs or more broadly to costs throughout the supply chain LO 6 11 -25

Total Cost of Ownership Factors LO 6 11 -26

Measuring Sourcing Performance q Inventory turnover: how often inventory is replaced during the year § § Cost of goods sold: the annual cost for a company to produce the goods or services provided to customers Average aggregate inventory value: the total value of all items held in inventory q Weeks of supply: how many weeks’ worth of inventory is in the system at a particular point in time LO 7 11 -27

Dell’s: Supply-Chain Performance Dell’s Inventory Turnover Data* Year Inventory Turnover Week's Inventory 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 4. 79 5. 16 9. 40 9. 80 24. 20 41. 70 52. 40 51. 40 63. 50 * http: //www. inventorymanagementreview. org/2005/09/dell_computers_. html Copyright © 2005 Dotmarketer | All Rights Reserved 10. 856 10. 078 5. 532 5. 306 2. 149 1. 247 0. 992 1. 012 0. 819 11 -28

Calculations LO 7 11 -29

Example LO 7 11 -30