Case study CHOBANI YOGURT
Question #1
The role of the buying centre at Trek Bicycles is to find the best suppliers and vendors for the organization’s purchases as mentioned on page 170 of the case study. Also stated, is that the buying centre consists of a purchasing manager, buyers, representatives from research and development, production, and quality. When they are considering a new buy the process begins with a manager specifying a new product or material that may be needed to produce a Trek product. The product manager then works with closely the entire buying centre to find suppliers and vendors that can meet Trek’s requirements for quality, size, and delivery.
Question #2
When evaluating a new or current supplier or vendor Trek uses a specific set of criteria to ensure they are or still are the best match for Trek and its customers. Once a supplier or vendor is identified it is evaluated on a specific set of criteria. The four criteria are quality, delivery capabilities, price, and environmental impact. For vendors and suppliers who are already working with Trek they are also evaluated on an ongoing basis to ensure they continue to meet the requirements of Trek. This allows them to keep a record of how the vendor or supplier is performing. The performance is tracked on a tool called a “white paper”. Michael Leighton of Trek explains “… It’s a sheet of paper that managers can look at that shows issues and benefits relating to working with these people”
Question #3
One of the evaluation criteria for Trek is environmental impact showing that they want to know how the vendors and suppliers measure up in “green” technologies and how they are trying to be environmentally friendly. The organizational buying at Trek reflects its future of growing into Eco-buying. The bikes at Trek are becoming “smarter” and “greener” as mentioned on page 171 of the case study. One aspect that appeals to Trek is knowing that the suppliers and vendors had a “ thorough understanding” of the impact of the
The role of the buying centre at Trek Bicycles is to find the best suppliers and vendors for the organization’s purchases as mentioned on page 170 of the case study. Also stated, is that the buying centre consists of a purchasing manager, buyers, representatives from research and development, production, and quality. When they are considering a new buy the process begins with a manager specifying a new product or material that may be needed to produce a Trek product. The product manager then works with closely the entire buying centre to find suppliers and vendors that can meet Trek’s requirements for quality, size, and delivery.
Question #2
When evaluating a new or current supplier or vendor Trek uses a specific set of criteria to ensure they are or still are the best match for Trek and its customers. Once a supplier or vendor is identified it is evaluated on a specific set of criteria. The four criteria are quality, delivery capabilities, price, and environmental impact. For vendors and suppliers who are already working with Trek they are also evaluated on an ongoing basis to ensure they continue to meet the requirements of Trek. This allows them to keep a record of how the vendor or supplier is performing. The performance is tracked on a tool called a “white paper”. Michael Leighton of Trek explains “… It’s a sheet of paper that managers can look at that shows issues and benefits relating to working with these people”
Question #3
One of the evaluation criteria for Trek is environmental impact showing that they want to know how the vendors and suppliers measure up in “green” technologies and how they are trying to be environmentally friendly. The organizational buying at Trek reflects its future of growing into Eco-buying. The bikes at Trek are becoming “smarter” and “greener” as mentioned on page 171 of the case study. One aspect that appeals to Trek is knowing that the suppliers and vendors had a “ thorough understanding” of the impact of the