building strategic supplier relationship . the ordering system should change form old model ( PO to suppliers‚ products go to Ford warehouse and then to distribution centers‚ dealers then customers ) to the new model ( orders to suppliers then products to distribution channel ) that is heavily relying on information sharing and communication. A VP and IT‚ sales‚ purchasing accounting should be involved to find strategic suppliers‚ good information systems further to make suppliers and customers their
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The firms’ expectations Customer orientation Compatibility of systems Size and stability of the supplier Quality management in place Innovativeness Flexibility 1 1 1 1 3 3 Openness and mutual support Congruence of goals (win-win) Trust and Reliability Competence‚ qualification (Wagner and Hoegl 2006) The firms’ expectations (Wagner and Hoegl 2006) 12 13 13 13 PANNAG (5403723) Early Supplier Involvement (ESI) • Need for ESI - Reduce product development time (Eisenhardt and Tabrizi 1995)
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Assessment of the supply market (who offers what?) 3. Total cost analyses (how much does it cost to provide those goods or services?) 4. Identification of suitable suppliers 5. Development of a sourcing strategy (where to buy what considering demand and supply situation‚ while minimizing risk and costs) 6. Negotiation with suppliers (products‚ service levels‚ prices‚ geographical coverage‚ etc.) 7. Implementation of new supply structure 8. Track results and restart assessment (continuous cycle)
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procure materials and services‚ transform them into intermediate goods and final goods‚ and deliver them through a distribution system Supply-chain Strategies: 1) Many Supplier: 2) Few supplier: 3) Vertical integration: Developing the ability to produce goods and services previously purchased or actually buying a supplier or distribution 4) Joint venture: 5) Keiretsu networks: Japanese 6) Virtual Companies Logistic Management: An approach that seeks efficiency of operation
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Direct sourcing model The adidas Group holds direct contractual relationships with its core suppliers who are centrally supervised by Global Operations. Global Operations is a Group function which manages product development‚ commercialisation‚ distribution and supervision of the manufacture of apparel‚ footwear and accessories for the adidas‚ Reebok and TaylorMade-adidas Golf segments. These suppliers produce the predominant share of the total sourcing volume of the Group. Indirect sourcing
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restructured its supply chain strategy to better integrate suppliers into their system reducing cost and making delivery more efficient. INTRODUCTION Background of Ford As European and Asian car manufacturers continue to make advancements on the American markets‚ Ford ’s market share will decrease even further. One of the processes that Ford must improve is its supply chain management. By being able to speed up and better interact with suppliers and consumers‚ Ford will regain lost market share by communicating
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[pic] IMAGINE CUP 2012 AZURE CHALLENGE ROUND 1 APPLICATION SUMMARY TEMPLATE Azure Challenge Application Summary Template for Team: Nimbus Instructions This is the Azure Challenge Round 1 Application Summary Template. This is part of your Team’s Round 1 Entry Requirement. It is designed to guide you to include the required components of your Team’s project. Please use the questions in each section to align your submission with the judging requirements. Steps: • Insert your
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include: the furthering implementation of both the EDI and JIT II systems domestically and internationally. These continued implementations and improvements would not only save the corporation money‚ but it would also boost product/supply control‚ supplier relations and customer service ratings. Introduction: The Bose Corporation is an audio electronics company that focuses exquisitely on quality products‚ through the efforts of their never-ending innovation and research. Headquartered in Framingham
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Learning Copyright 2005 2 Companies Look to Purchasing to Add Value • A world-class purchasing staff must provide cost-reductions‚ improve supply chain quality‚ gain access to new sources of technology‚ improve cycle time‚ involve suppliers in product and process development‚ and streamline processes. Purchasing and Supply Chain Management‚ 3e Monczka/Trent/Handfield Thomson Learning Copyright 2005 3 Purchasing Objectives “What makes a department world-class?” • Objective
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premium speakers. These speakers are used in automobiles‚ high-fidelity systems and consumer‚ commercial broadcasting systems. The company has a global supply chain and procures‚ 20% of its material from foreign suppliers. It also procures‚ 35% of its materials directly from local suppliers. The firm is trying to move towards‚ single sourcing many of its 800 to 1‚000 parts‚ in order to make its supply chain more efficient. The company realizes the importance of an efficient supply chain and has undertaken
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