Chapter 8:
Supplier Selection
and Evaluation
Purchasing and Supply Chain Management
3rd edition
Purchasing and Supply Chain Management, 3rd edition, Copyright © 2013, W. C. Benton Jr., All rights reserved.
Purchasing and Supply Chain Management, 3rd edition, Copyright 2013, W.
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Current Global Trends
•
Produce quality products at reasonable prices
•
Buying organizations are reducing the supplier base
•
Increasingly important role for the purchasing and
professional purchasing managers
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Purchasing and Supply Chain Management, 3rd edition, Copyright © 2013, W. C. Benton Jr., All rights reserved.
Strategic Make vs. Buy
Decision
•
•
The Process:
1.
Determine what product or service is under consideration.
2.
Consider the inhouse capability.
Key MakeorBuy Mistakes
•.
Not being proficient at identifying own core capabilities
•.
Waiting too long to assess the value of consultants or strategic
partners
•.
Not recognizing that the product or service is approaching
maturity
•.
Not recognizing that there are always new competitors with
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new technology
Purchasing and Supply Chain Management, 3rd edition, Copyright © 2013, W. C. Benton Jr., All rights reserved.
Benefits of Outsourcing
•
•
Vertical integration
•
Expanding into areas that are at different points on the same
production path
•
More control vs. Greater competence requirement in each of the
areas
Outsourcing
•
A delegation of production capabilities
•
Concentrate on true core capabilities vs. loss of control and non
core capabilities
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Purchasing and Supply Chain Management, 3rd edition, Copyright © 2013, W. C. Benton Jr., All rights reserved.
Outsourcing and Supplier Selection
•
The selection of the correct supplier is the most
important purchasing activity.
•
The buying firm must spend extensive time analyzing
and carefully selecting the correct supplier.
•
Periodic supplier evaluations are needed to ensure
continuous supplier performance achievement.
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Purchasing and Supply Chain Management, 3rd edition, Copyright © 2013, W. C. Benton Jr., All rights reserved.
Supplier Relationship Management (SRM)
•
Factors for stronger supply chain relationship
management:
•
Businesses purchase larger percentage of product value
•
The shrinking supplier bases
•
Increasing shortages of skilled supplier capabilities and resources
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Purchasing and Supply Chain Management, 3rd edition, Copyright © 2013, W. C. Benton Jr., All rights reserved.
The 4 Pure Supply Management
Relationships
Counterproductive relationships
1.
•
LoseLose
Transactional or competitive relationships
2.
•
WinLose
Cooperative relationships
3.
•
WinWin
Collaborative relationships
4.
•
WinWin
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Purchasing and Supply Chain Management, 3rd edition, Copyright © 2013, W. C. Benton Jr., All rights reserved.
SRM and 3 Supplier Categories
Strategic suppliers
1.
•
Supply difficult to replace essential materials and capabilities
•
Maintaining and strengthening these relationships are a major
concern
Preferred suppliers
2.
•
Important but replaceable with alternative suppliers
Transactional suppliers
3.
•
Provide easily to replace noncritical resource
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Purchasing and Supply Chain Management, 3rd edition, Copyright © 2013, W. C. Benton Jr., All rights reserved.
The 3 Common Supplier Evaluation Systems
1.
The categorical method
2.
The costratio method
3.
The linear averaging method
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Purchasing and Supply Chain Management, 3rd edition, Copyright © 2013, W. C. Benton Jr., All rights reserved.
Strategic Supplier Relationship Management
•
For each strategic supplier, a key contact within the
buying firm must be established
•
•
Owner of a specific strategic supplier relationship
Management Methods:
•
Supplier profiles
•
Strategic Supplier Performance Review Process
•
Supplier development
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Purchasing and Supply Chain Management, 3rd edition, Copyright © 2013, W. C. Benton Jr., All rights reserved.
The Strategic Supplier Performance Review
Process
•
•
A process for managing performance and giving
feedback to the strategic suppliers.
Requirements:
•
Consistent measurements for evaluating current performance of
existing strategic suppliers
•
Must have a standard template for a customized review process
•
The template should include a personal meeting with the
functional manager
•
The general review process should take approximately two
workdays to complete
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Purchasing and Supply Chain Management, 3rd edition, Copyright © 2013, W. C. Benton Jr., All rights reserved.
Supplier Development
•
•
Provide the supplier with opportunity to:
•
Take advantage of the learning opportunities
•
Improve its overall performance with the buying firm and with its
other customers
Steps of supplier development program (SDP):
1.
Supplier evaluations
2.
Communicate the problem and motivate the supplier to
change its results
•
3.
Supplier evaluation report card
Implement SDP
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Purchasing and Supply Chain Management, 3rd edition, Copyright © 2013, W. C. Benton Jr., All rights reserved.
Supplier Reduction
•
It is recommended to reduce the overall supply base.
•
Guides to supplier reduction analysis:
•
Grade methods
•
•
Based on a score or grade given to the supplier by the buyer for some
attribute
Hurdle
•
•
Suppliers are required to “jump” over higher and higher hurdles to win
the buyer’s business
E.g., certification
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Purchasing and Supply Chain Management, 3rd edition, Copyright © 2013, W. C. Benton Jr., All rights reserved.
Questions?
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Purchasing and Supply Chain Management, 3rd edition, Copyright © 2013, W. C. Benton Jr., All rights reserved.