Purchasing and Supply Chain (with InfoTrac)

, by Monczka, Robert M.; Trent, Robert J.; Handfield, Robert B.

Note: Supplemental materials are not guaranteed with Rental or Used book purchases.

ISBN: 9780324202540 | 0324202547
Cover: Hardcover
Copyright: 6/14/2004

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Purchasing and Supply Chain Management, 3rd Edition is a turnkey solution for providing current and thorough coverage for this critical area of the supply chain. This book is not only a text but a reference as well and is now established as one of the leading-edge strategy and purchasing books. Students gain contextual insights and knowledge into the strategies, processes, and practices of purchasing through use of the many cases and examples. Because of their relationships with executives and practitioners worldwide, the authors are able to present unique and up-to-date insights that lead to greater understanding of the purchasing process. Purchasing and Supply Chain Management provides a hands-on, applied approach that has been thoroughly tested with student audiences to ensure learning success.

Preface

xix

Part 1 Introduction

(26)

Introduction to Purchasing and Supply Chain Management

(25)

A New Competitive Environment

(1)

Why Purchasing Is Important

(1)

Understanding the Language of Purchasing and Supply Chain Management

(1)

Purchasing and Supply Management

(1)

Supply Chains and Value Chains

(3)

Supply Chains Illustrated

(1)

Achieving Purchasing and Supply Chain Benefits

(2)

The Supply Chain Umbrella

(2)

Four Enablers of Purchasing and Supply Chain Management

(1)

Capable Human Resources

(1)

Proper Organizational Design

(2)

Real Time and Shared Information Technology Capabilities

(1)

Right Measures and Measurement Systems

(1)

The Evolution of Purchasing and Supply Chain Management

(1)

Period One: The Early Years (1850--1900)

(1)

Period Two: Growth of Purchasing Fundamentals (1900--1939)

(1)

Period Three: The War Years (1940--1946)

(1)

Period Four: The Quiet Years (1947--Mid-1960s)

(1)

Period Five: Materials Management Comes of Age (Mid--1960s-Late 1970s)

(1)

Period Six: The Global Era (Late 1970--1999)

(1)

Period Seven: Integrated Supply Chain Management (Beyond 2000)

(1)

Looking Ahead

(3)

Part 2 Purchasing Operations and Structure

(138)

The Purchasing Process

(42)

Purchasing Objectives

(1)

Objective 1: Support Operational Requirements

(1)

Objective 2: Manage the Purchasing Process Efficiently and Effectively

(1)

Objective 3: Supply Base Management

(1)

Objective 4: Develop Strong Relationships with Other Functional Groups

(1)

Objective 5: Support Organizational Goals and Objectives

(1)

Objective 6: Develop Integrated Purchasing Strategies That Support Organizational Strategies

(1)

Responsibilities of Purchasing

(1)

Evaluate and Select Suppliers

(1)

Review Specifications

(1)

Act as the Primary Contact with Suppliers

(1)

Determine the Method of Awarding Purchase Contracts

(1)

E-Procurement and the Purchasing Process

(2)

Identify User Need for Product or Service

(6)

Evaluate Potential Suppliers

(2)

Bidding, Negotiation and Supplier Selection

(3)

Purchase Approval

(5)

Release and Receive Purchase Requirements

(2)

Measure Supplier Performance

(1)

Types of Purchases

(1)

Raw Materials

(1)

Semifinished Products and Components

(1)

Finished Products

(1)

Maintenance, Repair, and Operating Items

(1)

Production Support Items

(1)

Services

(1)

Capital Equipment

(1)

Transportation and Third-Party Purchasing

(1)

Improving the Purchasing Process

(1)

Online Requisitioning Systems from Users to Purchasing

(1)

Procurement Cards Issued to Users

(1)

Electronic Purchasing Through the Internet

(1)

Longer-Term Purchase Agreements

(1)

Online Ordering Systems to Suppliers

(1)

Purchasing Process Redesign

(1)

Electronic Data Interchange

(1)

Online Ordering Through Electronic Catalogs

(1)

Allowing Users to Contact Suppliers Directly

(1)

Good Practice Example: Sourcing Process at FedEx

(3)

Conclusion

(3)

Purchasing Policy and Procedures

(26)

Policy Overview

(1)

What Are the Advantages and Disadvantages of Policies?

(1)

What Makes an Effective Policy?

(1)

Purchasing Policies---Providing Guidance and Direction

(1)

Policies Defining the Role of Purchasing

(2)

Policies Defining the Conduct of Purchasing Personnel

(2)

Policies Defining Social and Minority Business Objectives

(4)

Policies Defining Buyer-Seller Relationships

(3)

Policies Defining Operational Issues

(3)

Purchasing Procedures

(2)

Purchasing Procedural Areas

(1)

Good Practice Example: Managing Maverick Spend at Deere and Delphi: An Interview with Jon Stegner

(2)

Conclusion

(3)

Purchasing Integration for Competitive Advantage

(38)

Integration---What Is It?

(1)

Internal Integration

(1)

Purchasing's Internal Linkages

(3)

External Integration

102

(1)

Purchasing's External Linkages

102

(1)

Collaborative Buyer-Seller Relationships

103

(1)

Advantages of Closer Buyer-Seller Relationships

104

(1)

Evolving from Adversarial to Collaborative Relationships

104

(1)

Obstacles to Closer Buyer-Seller Relationships

105

(1)

The Critical Role of Cross-Functional Sourcing Teams

106

(2)

Benefits Sought from the Cross-Functional Team Approach

108

(1)

Potential Drawbacks to the Cross-Functional Team Approach

109

(1)

When to Form a Cross-Functional Team

110

(1)

Improving Sourcing Team Effectiveness

111

(5)

Integrating Purchasing, Engineering, and Suppliers to Develop New Products and Services

116

(1)

Common Themes of Successful Supplier Integration Efforts

116

(8)

Supplier Integration into Customer Order Fulfillment

124

(5)

Good Practice Example: Early Supplier Involvement at MRD

129

(2)

Conclusion

131

(3)

Purchasing and Supply Chain Organization

134

(31)

Purchasing's Position Within the Organizational Structure

137

(1)

Factors Affecting Purchasing's Position in the Organizational Hierarchy

137

(1)

To Whom Does Purchasing Report?

138

(1)

Organizing the Purchasing Function

139

(1)

Specialization Within Purchasing

139

(3)

Purchasing Department Activities

142

(2)

Separating Strategic and Operational Purchasing

144

(1)

Placement of Purchasing Authority

145

(1)

Advantages of Centrally Led Purchasing

145

(3)

Advantages of Decentralized Purchasing

148

(1)

A Hybrid Purchasing Structure

149

(1)

Organizing for Supply Chain Management

149

(1)

Supply Chain Activities and Functions

150

(2)

A Supply Chain Management Structure

152

(1)

Using Teams as Part of the Organizational Structure

153

(1)

Creating the Organization of the Future

154

(5)

Good Practice Example: Air Products and Chemicals Organizes to Meet Global Challenges

159

(2)

Conclusion

161

(4)

Part 3 Strategic Sourcing

165

(172)

Purchasing and Commodity Strategy Development

166

(39)

Linking Purchasing and Corporate Strategy

169

(1)

Translating Corporate Objectives into Purchasing Goals

170

(2)

Integrative Strategy Development

172

(3)

Translating Purchasing Objectives into Purchasing Goals

175

(2)

Bringing Goals and Objectives Together---The Purchasing Strategy Development Process

177

(1)

Step 1: Define the Business Unit Requirements

177

(1)

Step 2: Define the Strategic Importance of the Purchase Requirement (Portfolio Analysis)

177

(3)

Step 3: Determine Business/Purchase Requirements and Conduct Supply Market Research

180

(1)

Step 4: Set Goals and Conduct Gap Analysis

181

(1)

Step 5: Develop Sourcing Strategy and Objectives

182

(1)

Step 6: Execute the Strategy

182

(1)

Step 7: Monitor Results and Review Performance

183

(1)

Types of Purchasing Strategies

184

(1)

Supply Base Optimization

185

(1)

Total Quality Management of Suppliers

185

(1)

Global Sourcing

185

(1)

Longer-Term Supplier Relationships

186

(1)

Early Supplier Design Involvement

186

(1)

Supplier Development

187

(1)

Total Cost of Ownership

188

(1)

E-Reverse Auctions (e-RAs)

188

(1)

Critical Role of Insourcing/Outsourcing Strategy

188

(1)

The Insourcing/Outsourcing Decision Process

189

(1)

Step 1: Company Strategy Formulation

189

(2)

Step 2: Insourcing/Outsourcing Decision Making: Conduct Total Cost Analysis of All Alternatives

191

(3)

Step 3: Implementation

194

(1)

Conclusion

194

(1)

Evolving Sourcing Strategies

195

(1)

Phase 1: Basic Beginnings

196

(1)

Phase 2: Moderate Development

196

(1)

Phase 3: Limited Integration

197

(1)

Phase 4: Fully Integrated Supply Chains

197

(2)

Observations on Purchasing Strategy Evolution

199

(1)

Good Practice Example: Supplier Integration Strategies at BTR Engineering

200

(2)

Conclusion

202

(3)

Supplier Evaluation and Selection

205

(32)

The Supplier Evaluation and Selection Process

207

(1)

Recognize the Need for Supplier Selection

208

(1)

Identify Key Sourcing Requirements

208

(1)

Determine Sourcing Strategy

208

(1)

Identify Potential Supply Sources

209

(3)

Limit Suppliers in Selection Pool

212

(2)

Determine the Method of Supplier Evaluation and Selection

214

(1)

Select Supplier and Reach Agreement

215

(1)

Key Supplier Evaluation Criteria

215

(1)

Management Capability

215

(2)

Employee Capabilities

217

(1)

Cost Structure

217

(1)

Total Quality Performance, Systems, and Philosophy

217

(1)

Process and Technological Capability

218

(1)

Environmental Regulation Compliance

218

(1)

Financial Stability

219

(1)

Production Scheduling and Control Systems

219

(1)

E-Commerce Capability

220

(1)

Supplier's Sourcing Strategies, Policies, and Techniques

221

(1)

Longer-Term Relationship Potential

221

(1)

Developing a Supplier Evaluation and Selection Survey

222

(1)

Step 1: Identify Supplier Evaluation Categories

223

(1)

Step 2: Assign a Weight to Each Evaluation Category

223

(1)

Step 3: Identify and Weigh Subcategories

223

(1)

Step 4: Define Scoring System for Categories and Subcategories

224

(2)

Step 5: Evaluate Supplier Directly

226

(1)

Step 6: Review Evaluation Results and Make Selection Decision

226

(1)

Step 7: Review and Improve Supplier Performance Continuously

227

(1)

Critical Supplier Selection Issues

227

(2)

Reducing Supplier Evaluation and Selection Cycle Time

229

(3)

Good Practice Example: C.A.S.E's Shared Internet Database Supports Supplier Evaluation

232

(2)

Conclusion

234

(3)

Supplier Quality Management

237

(29)

Overview of Supplier Quality Management

239

(1)

What Is Supplier Quality?

239

(1)

Why Be Concerned with Supplier Quality?

240

(2)

Factors Affecting Purchasing's Role in Managing Supplier Quality

242

(1)

Supplier Quality Management Using a Total Quality Perspective

243

(1)

Defining Quality in Terms of Customers and their Requirements

243

(2)

Pursuing Quality at the Source

245

(2)

Stressing Objective Rather than Subjective Measurement and Analysis

247

(1)

Emphasizing Prevention Rather than Detection of Defects

247

(1)

Focusing on Process Rather than Output

248

(2)

Striving for Zero Defects

250

(1)

Establishing Continuous Improvement as a Way of Life

251

(1)

Making Quality Everyone's Responsibility

251

(1)

Pursuing Six Sigma Supplier Quality

252

(3)

Using ISO 9000 and Baldrige Criteria to Assess Supplier Quality Systems

255

(1)

ISO 9000 Registration

256

(2)

The Malcolm Baldrige National Quality Award

258

(2)

Good Practice Example: Supplier Certification at Alcoa

260

(3)

Conclusion

263

(3)

Supplier Management and Development: Creating a World-Class Supply Base

266

(35)

Supplier Performance Measurement

269

(1)

Supplier Measurement Decisions

269

(2)

Types of Supplier Measurement Techniques

271

(4)

Supply-Base Optimization: Creating a Manageable Supply Base

275

(3)

Advantages of an Optimized Supply Base

278

(1)

Risks of Maintaining Fewer Suppliers

279

(1)

Formal Approaches to Supply Base Reduction

280

(2)

Summary of Supplier Optimization

282

(1)

Supplier Development: A Strategy for Improvement

283

(1)

A Process Map for Supplier Development

283

(4)

Supplier Development Efforts That Sometimes Don't Work

287

(1)

Overcoming the Barriers to Supplier Development

287

(1)

Buyer-specific Barriers

288

(2)

Interface Barriers to Supplier Development

290

(2)

Supplier-specific Barriers

292

(2)

Lessons Learned from Supplier Development

294

(1)

Good Practice Example: Supplier Measurement Helps FedEx Manage a Worldwide Supply Base

295

(3)

Conclusion

298

(3)

Worldwide Sourcing

301

(36)

An Overview of Worldwide Sourcing

304

(2)

Why Source Worldwide?

306

(2)

Barriers to Worldwide Sourcing

308

(1)

Progressing from Domestic Buying to International Purchasing

309

(1)

Information about Worldwide Sources

309

(2)

Supplier Selection Issues

311

(1)

Cultural Understanding

311

(1)

Language and Communication Differences

312

(1)

Logistical Issues

312

(1)

Legal Issues

313

(1)

Organizational Issues

313

(2)

Countertrade Requirements

315

(3)

Costs Associated with Worldwide Sourcing

318

(3)

Managing International Currency Risk

321

(2)

Progressing from International Purchasing to Global Sourcing

323

(1)

Factors Separating Successful from Less Successful Global Sourcing Efforts

323

(6)

Global Sourcing Benefits

329

(1)

Future Global Sourcing Trends

329

(2)

Good Practice Example: Otis Elevator Manages Worldwide Sourcing

331

(3)

Conclusion

334

(3)

Part 4 Strategic Sourcing Processes

337

(174)

Strategic Cost Management

338

(39)

Strategic Cost Management: A Structured Approach to Cost Reduction

340

(6)

Price Analysis

346

(1)

Market Structure

346

(1)

Economic Conditions

347

(1)

Pricing Strategy of the Seller

347

(1)

Market-driven Pricing Models

348

(3)

Using the Producer Price Index to Manage Price

351

(4)

Cost Analysis Techniques

355

(1)

Cost-based Pricing Models

355

(1)

Product Specifications

356

(1)

Estimating Supplier Costs Using Reverse Price Analysis

357

(4)

Break-Even Analysis

361

(3)

Total Cost of Ownership (TCO)

364

(1)

Building a Total Cost of Ownership Model

365

(1)

The Importance of Opportunity Costs

366

(1)

Important Factors to Consider When Building a TCO Model

366

(1)

Example of a TCO Model

366

(2)

Collaborative Approaches to Cost Management

368

(1)

Target Pricing

368

(1)

Cost Savings Sharing Pricing

369

(1)

Prerequisites for Successful Target and Cost-based Pricing

370

(1)

When to Use Collaborative Cost Management Approaches

370

(1)

An Example of Target Pricing and Cost Savings Sharing

371

(2)

Good Practice Example: IBM Drives Strategic Cost Management Across the Supply Chain

373

(2)

Conclusion

375

(2)

Purchasing and Supply Chain Analysis: Tools and Techniques

377

(34)

Project Management

379

(1)

Defining Project Success

379

(1)

Project Phases

380

(3)

Project Planning and Control Techniques

383

(1)

Rules for Constructing a Project Management Network

383

(1)

Project Management Example: Sourcing Strategy

384

(3)

Project Management with Time Estimates

387

(3)

Learning Curves

390

(1)

Components of the Learning or Experience Curve

391

(1)

When to Use the Learning Curve

391

(1)

Learning Curve Illustrated

392

(2)

Learning-Curve Problem

394

(2)

Value Engineering/Value Analysis

396

(1)

Who Is Involved in Value Analysis?

396

(1)

Tests for Determining Value in a Product or Service

397

(1)

The Value Analysis Process

398

(1)

Quantity Discount Analysis

399

(1)

Quantity Discount Analysis Illustrated

399

(1)

Process Mapping

399

(5)

Process Mapping Illustrated

404

(2)

Good Practice Example: Energy Sourcing Strategy Project at Bethlehem Steel

406

(3)

Conclusion

409

(2)

Negotiation

411

(28)

What Is Negotiation?

413

(1)

Negotiation Framework

413

(1)

Identify or Anticipate a Purchase Requirement

414

(1)

Determine If Negotiation Is Required

414

(3)

Plan for the Negotiation

417

(1)

Conduct the Negotiation

418

(1)

Execute the Agreement

419

(1)

Negotiation Planning

419

(1)

Develop Specific Objectives

420

(1)

Analyze Each Party's Strengths and Weaknesses

420

(1)

Gather Relevant Information

420

(1)

Recognize Your Counterpart's Needs

421

(1)

Identify Facts and Issues

421

(1)

Establish a Position on Each Issue

421

(1)

Develop a Negotiating Strategy and Tactics

422

(1)

Brief Other Personnel

422

(1)

Practice the Negotiation

423

(1)

Power in Negotiation

423

(1)

Sources of Negotiating Power

424

(1)

Concessions

425

(2)

Negotiation Tactics: Trying to Get to Yes

427

(2)

Win-Win Negotiation

429

(1)

International Negotiation

430

(3)

Good Practice Example: Mack Trucks Uses Negotiation to Rev Up Its Sourcing Process

433

(3)

Conclusion

436

(3)

Contract Management

439

(32)

Types of Contracts

441

(1)

Fixed-Price Contracts

441

(2)

Cost-based Contracts

443

(1)

Considerations When Selecting Contract Types

444

(2)

Long-Term Contracts

446

(1)

Benefits of Long-Term Contracts

446

(3)

Risks of Long-Term Contracts

449

(1)

Contingency Elements of Long-Term Contracts

450

(2)

Nontraditional Contracting

452

(1)

IT Systems Contracts

452

(1)

Minority-owned Supplier Contracts

453

(1)

Consulting Contracts

454

(2)

Construction Contracts

456

(2)

Other Types of Contracts

458

(2)

How to Write a Contract

460

Settling Contractual Disputes

451

(10)

Legal Alternatives

461

(1)

Arbitration

462

(1)

Other Forms of Conflict Resolution

463

(3)

Good Practice Example: Alliance Contracts That Save Dollars at a Chemical Company

466

(2)

Conclusion

468

(3)

Purchasing Law and Ethics

471

(40)

Legal Authority and Personal Liability of the Purchasing Manager

473

(1)

Laws of Agency

473

(1)

Legal Authority

473

(1)

Personal Liability

474

(2)

Purchasing Ethics

476

(1)

Risks of Unethical Behavior

476

(1)

Types of Unethical Purchasing Behavior

477

(2)

ISM Professional Code of Ethics

479

(2)

Supporting Ethical Behavior

481

(2)

Contract Law

483

(1)

Essential Elements of a Contract

483

(2)

The Purchase Order---Is It a Contract?

485

(3)

Cancellation of Orders and Breach of Contract

488

(3)

Acceptance and Rejection of Goods

491

(1)

Honest Mistakes

492

(1)

The Uniform Commercial Code

493

(1)

Purchasing Law Before the UCC

493

(1)

Warranties

494

(3)

Transportation Terms and Risk of Loss

497

(2)

Seller's and Buyer's Rights

499

(1)

Patents and Intellectual Property

500

(3)

Other Laws Affecting Purchasing

503

(1)

Laws Affecting Antitrust and Unfair Trade Practices

503

(1)

Laws Affecting Global Purchasing

503

(2)

Good Practice Example: Eaton's CEO Talks Openly About Ethics

505

(2)

Conclusion

507

(4)

Part 5 Critical Supply Chain Elements

511

(148)

Managing Supply Chain Inventory and Delivering Perfect Customer Orders

512

(35)

Understanding Supply Chain Inventory

515

(1)

Types of Inventory

515

(1)

Inventory-related Costs

516

(3)

Inventory Investment---Asset or Liability?

519

(2)

The Right Reasons for Investing in Inventory

521

(1)

Support Production Requirements

521

(1)

Support Operational Requirements

521

(1)

Support Customer Service Requirements

522

(1)

Hedge Against Marketplace Uncertainty

522

(1)

Take Advantage of Order Quantity Discounts

522

(1)

The Wrong Reasons for Investing in Inventory

523

(1)

Poor Quality and Material Yield

523

(1)

Unreliable Supplier Delivery

523

(1)

Extended Order-Cycle Times

524

(1)

Inaccurate or Uncertain Demand Forecasts

524

(1)

Specifying Custom Items for Standard Applications

524

(1)

Extended Material Pipelines

525

(1)

Inefficient Manufacturing Processes

525

(1)

Creating the Lean Supply Chain

525

(1)

Just-in-Time Purchasing

526

(1)

Just-in-Time Transportation

527

(2)

Just-in-Time Production

529

(2)

Managing Inventory Investment

531

(2)

Achieve Perfect Record Integrity

533

(1)

Improve Product Forecasting

534

(1)

Standardize and Simplify Product Design

535

(2)

Leverage Companywide Purchase Volumes

537

(1)

Use Suppliers for On-Site Inventory Management

537

(1)

Develop Supply Chain Planning Systems and Support Structure

538

(1)

Reduce Supplier-Buyer Cycle Times

538

(1)

Delivering the Perfect Customer Order

539

(1)

Material Requirements Planning System

539

(1)

Distribution Resource Planning System

540

(1)

Supply Chain Inventory Planners

540

(1)

Automated Inventory Tracking Systems

541

(1)

Good Practice Example: Managing Low-Value Inventory for High-Value Savings at Lockheed

541

(3)

Conclusion

544

(3)

Purchasing Services

547

(40)

Transportation Management

549

(1)

Deregulation of Transportation and Purchasing's New Role

550

(2)

A Decision-making Framework for Developing a Transportation Strategy

552

(13)

Outsourcing Logistics to Third-Party Logistics Providers

565

(1)

Select Providers

565

(1)

Gain Access to Critical and Timely Data

566

(1)

Develop Systems Visibility to Material Shipments

567

(1)

Develop Closer Relationships with Fewer Providers

567

(1)

Establish Companywide Contracts

568

(1)

Purchasing Services and Indirect Items

568

(3)

Internal Methods of Managing Indirect Spend

571

(1)

External Methods of Managing Indirect Spend

572

(2)

Enabling Tactics and Strategies

574

(2)

Sourcing Professional Services

576

(1)

Have a Clearly Defined Scope

576

(1)

Move to a Centralized Structure

577

(1)

Develop a Professional Services Database

578

(1)

Develop a Sound Procedure for Evaluation and Selection of Consultants

579

(1)

Optimize the Supply Base

579

(1)

Develop a Standardized Contract

580

(1)

Monitor Results

580

(1)

Develop Policy Compliance

580

(1)

Good Practice Example: Bank of America's Document Management Services

581

(3)

Conclusion

584

(3)

Supply Chain Information Systems and Electronic Commerce

587

(40)

An Overview of the E-Supply Chain

589

(1)

Supply Chain Information Flows

590

(1)

A Map of SCM Systems

591

(5)

Drivers of New Supply Chain Systems and Applications

596

(1)

Internal and External Strategic Integration

597

(1)

Globalization and Communication

597

(1)

Data Information Management

597

(1)

New Business Processes

597

(1)

Replacement of Obsolete Systems

598

(1)

Strategic Cost Management

598

(1)

Enterprise Resource Planning Systems

598

(2)

Implementing ERP Systems

600

(1)

Purchasing Databases and Data Warehouses

601

(2)

Technology for Electronic Communication Between Buyers and Sellers

603

(1)

Electronic Data Interchange (EDI)

603

(1)

EDI and the Internet

604

(2)

E-Sourcing/Supply and Web-based Systems

606

(1)

Types of Systems

607

(4)

Reverse Auctions

611

(1)

Evolving E-Sourcing Vendors

611

(3)

Bottom Line

614

(1)

E-Sourcing and Supply: Fully Integrated Systems

614

(1)

What Is Information Visibility?

615

(1)

Dell's Information Visibility System: The Benchmark

615

(1)

Benefits of Information Visibility

616

(1)

I-Supply: An Example of a Visibility System

617

(4)

Good Practice Example: Deploying Information Visibility Systems at a Tier 1 Automotive Company

621

(3)

Conclusion

624

(3)

Performance Measurement and Evaluation

627

(32)

Purchasing and Supply Chain Performance Measurement and Evaluation

629

(1)

Why Measure Performance?

630

(1)

Problems with Purchasing and Supply Chain Measurement and Evaluation

630

(2)

Purchasing and Supply Chain Performance Measurement Categories

632

(1)

Price Performance Measures

632

(3)

Cost-Effectiveness Measures

635

(2)

Quality

637

(1)

Time-related Measures

637

(1)

Technology-Innovation Measures

638

(1)

Physical Environment and Safety

639

(1)

Asset Management and Integrated Supply Chain Measures

639

(1)

Administration and Efficiency Measures

640

(1)

Governmental/Social

641

(1)

Internal Customer Satisfaction

642

(1)

Supplier Performance Measures

642

(1)

Strategic Performance Measures

642

(2)

Developing a Performance Measurement and Evaluation System

644

(1)

Determine Which Performance Categories to Measure

644

(1)

Develop Specific Performance Measures

644

(3)

Establish Performance Objectives for Each Measure

647

(1)

Finalize System Details

647

(1)

Implement and Review System Performance and Measures

648

(1)

Performance Benchmarking: Comparing Against the Best

648

(1)

Benchmarking Overview

648

(3)

The Benchmarking Process

651

(1)

A Summary of Purchasing Measurement and Evaluation Characteristics

652

(1)

System Characteristics

653

(1)

Human Resource Characteristics

653

(1)

Good Practice Example: Using Measurement to Drive Continuous Supply Chain Improvement at Accent Industries

654

(1)

Conclusion

655

(4)

Part 6 Future Directions

659

(26)

Purchasing and Supply Chain Changes and Trends

660

(25)

Performance Improvement Requirements

662

(1)

Purchasing and Supplier Importance

663

(2)

Organization and Human Resources

665

(3)

Information Systems Development

668

(4)

Performance Measurement

672

(1)

Supply Base Management

673

(3)

Purchasing Responsibilities and Activities

676

(2)

Twelve High-Impact Sourcing and Supply Chain Strategies for 2005-2010

678

(1)

Good Practice Example: General Motors Works to Secure Its Future

679

(3)

Conclusion

682

(3)

Cases

685

(50)

Index

735

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Purchasing and Supply Chain (with InfoTrac)

Summary

Table of Contents

Supplemental Materials