Preface xix About the Authors xxvi Part 1 Introduction 1 Chapter 1 Introduction to Purchasing and Supply Chain Management 3 Introduction 6 A New Competitive Environment 7 Why Purchasing Is Important 8 Increasing Value and Savings 8 Building Relationships and Driving Innovation 8 Improving Quality and Reputation 9 Reducing Time to Market 10 Managing Supplier Risk 10 Generating Economic Impact 10 Contributing to Competitive Advantage 10 Understanding the Language of Purchasing and Supply Chain Management 11 Purchasing and Supply Management 11 Supply Chains and Value Chains 13 Supply Chains Illustrated 14 Achieving Purchasing and Supply Chain Benefits 17 The Supply Chain Umbrella-Management Activities 18 Purchasing 18 Inbound Transportation 18 Quality Control 18 Demand and Supply Planning 19 Receiving, Materials Handling, and Storage 19 Materials or Inventory Control 19 Order Processing 19 Production Planning, Scheduling, and Control 19 Shipping/Warehousing/Distribution 20 Outbound Transportation 20 Customer Service 20 Four Enablers of Purchasing and Supply Chain Management 20 Capable Human Resources 20 Proper Organizational Design 22 Real-Time Collaborative Technology Capabilities 22 Right Measures and Measurement Systems 23 The Evolution of Purchasing and Supply Chain Management 24 Period 1: The Early Years (1850–1900) 24 vi Period 2: Growth of Purchasing Fundamentals (1900–1939) 25 Period 3: The War Years (1940–1946) 25 Period 4: The Quiet Years (1947–Mid-1960s) 25 Period 5: Materials Management Comes of Age (Mid-1960s– Late 1970s) 26 Period 6: The Global Era (Late 1970s–1999) 27 Period 7: Integrated Supply Chain Management (The Twenty- First Century) 27 Looking Ahead 28 Part 2 Purchasing Operations and Structure 37 Chapter 2 The Purchasing Process 39 Introduction 41 Purchasing Objectives 42 Objective 1: Supply Assurance 42 Objective 2: Manage the Sourcing Process Efficiently and Effectively 43 Objective 3: Supplier Performance Management 43 Objective 4: Develop Aligned Goals with Internal Stakeholders 44 Objective 5: Develop Integrated Supply Strategies That Support Business Goals and Objectives 44 Strategic Supply Management Roles and Responsibilities 45 Spend Analysis 46 Demand Management and Specifications/SOW’s 46 Category Management and Supplier Evaluation/Selection 47 Contract Management 48 Cost Management 48 Managing the Procure-to-Pay Process 49 Supplier Relationship Management 49 Establish a Supply Management Strategy 50 Improving the Procure-to-Pay Process 51 Forecast and Plan Requirement 54 Needs Clarification: Requisitioning 55 Purchase Requisitions/Statement of Work 55 Traveling Purchase Requisitions/Bar Codes 57 Forecasts and Customer Orders 58 Reorder Point System 58 Stock Checks 59 Cross-Functional Sourcing Teams 60 Description 61 Supplier Identification and Selection 62 Bidding or Negotiating? 62 Request for Quotation 64 Specifications or Blueprints 64 Evaluate Suppliers 64 Approval, Contract, and Purchase Order Preparation 65 Purchase Order 65 Blanket Purchase Order 68 Material Purchase Release 68 Receipt and Inspection 70 Material Packing Slip 71 Bill of Lading 71 Receiving Discrepancy Report 72 Invoice Settlement and Payment 72 Records Maintenance 72 Continuously Measure and Manage Supplier Performance 72 Reengineering the Procure-to-Pay Process 73 Types of Purchases 73 Raw Materials 74 Semifinished Products and Components 74 Production Support Items 75 Services 75 Capital Equipment 75 Transportation and Third-Party Purchasing 76 Improving the Purchasing Process 76 Online Requisitioning Systems from Users to Purchasing 77 Procurement Cards Issued to Users 77 Electronic Purchasing Commerce through the Internet 78 Longer-Term Purchase Agreements 78 Cloud-Based Ordering Systems 78 Purchasing Process Redesign 79 Electronic Data Interchange 81 Online Ordering through Electronic Catalogs 81 Allowing Users to Contact Suppliers Directly 81 Chapter 3 Purchasing Policy and Procedures 86 Introduction 88 Policy Overview 88 What Are the Advantages and Disadvantages of Policies? 88 What Makes for an Effective Policy? 89 Purchasing Policies—Providing Guidance and Direction 90 Policies Defining the Role of Purchasing 90 Policies Defining the Conduct of Purchasing Personnel 92 Policies Defining Social and Minority Business Objectives 92 Corporate Social Responsibility 98 Policies Defining Buyer-Seller Relationships 99 Other Policies Dealing with Buyer-Seller Relations 101 Policies Defining Operational Issues 101 Purchasing Procedures 104 Purchasing Procedural Areas 106 Chapter 4 Supply Management Integration for Competitive Advantage 114 Introduction 117 Integration: What Is It? 119 Internal Integration 120 Supply Management Internal Linkages 121 External Integration 125 Supply Management’s External Linkages 126 Collaborative Buyer-Seller Relationships 126 Advantages of Closer Buyer-Seller Relationships 127 Obstacles to Closer Buyer-Seller Relationships 128 Critical Elements for Supplier Relationship Management 128 The Critical Role of Cross-Functional Sourcing Teams 130 Benefits Sought from the Cross-Functional Team Approach 132 Potential Drawbacks to the Cross-Functional Team Approach 134 When to Form a Cross-Functional Team 134 Improving Sourcing Team Effectiveness 135 Integrating Supply Management, Engineering, and Suppliers to Develop New Products and Services 140 Common Themes of Successful Supplier Integration Efforts 140 Supplier Integration into Customer Order Fulfillment 146 Supplier Suggestion Programs 146 Buyer-Seller Improvement Teams 147 On-Site Supplier Representative 148 Potential Benefits of On-Site Supplier Representatives 149 Chapter 5 Purchasing and Supply Management Organization 157 Introduction 160 P/SM Organizational Structure 161 Location of Authority Centralized or Decentralized 162 Drivers Influencing the Adoption of Centralized/Center-Led or Decentralized Structures 162 Advantages of Centralized/Center-led Purchasing Structures 163 Advantages of Decentralized Purchasing 165 Organizational Mechanisms to Enable Center-led Organization Design 166 Purchasing’s Position within the Organizational Structure 171 To Whom Does Purchasing/Supply Management Report? 171 Factors Affecting Purchasing’s Position in the Organizational Hierarchy 171 Scope of the Purchasing/Supply Management Job Function 174 Purchasing/Supply Management Job Tasks 175 Separating Strategic and Operational Purchasing 177 Using Teams as Part of the Organizational Structure 177 Supply Chain Management Structure 180 Future Trends in Organizational Design 180 Part 3 Strategic Sourcing 189 Chapter 6 Category Strategy Development 191 Introduction 193 Aligning Supply Management and Enterprise Objectives 194 Integrative Strategy Development 195 Engaging Stakeholders to Build Category Strategy Objectives 196 What Is a Category Strategy? 199 Difference Between Category Strategies and Strategic Sourcing 200 Conducting a Spend Analysis 201 Spend Analysis Spreadsheet 202 Category Strategy Development 208 Step 1: Build the Team and the Project Charter 208 Step 2: Conduct Market Intelligence Research on Suppliers 213 Step 3: Strategy Development 218 Process 224 Step 4: Contract Negotiation 228 Step 5: Supplier Relationship Management 229 Types of Supply Management Strategies 230 Insourcing/Outsourcing 230 Supply Base Optimization 231 Supply Risk Management 231 Early Supplier Design Involvement 235 Supplier Development 235 Total Cost of Ownership 236 E-R everse Auctions 236 Phase 1: Basic Beginnings 237 Phase 2: Moderate Development 238 Phase 3: Limited Integration 238 Phase 4: Fully Integrated Supply Chains 239 Observations on Supply Management Strategy Evolution 239 Chapter 7 Supplier Evaluation and Selection 245 Introduction 247 The Supplier Evaluation and Selection Process 248 Recognize the Need for Supplier Selection 248 Identify Key Sourcing Requirements 249 Identify Potential Supply Sources 249 Current Suppliers 250 Sales Representatives 250 Internet Searches and Social Media 250 Informational Databases 251 Organizational knowledge 251 Trade Journals 251 Trade Directories 252 Trade Shows 252 Second-Party or Indirect Information 252 Internal Sources 252 Determine Sourcing Strategy 254 Consider Sourcing Alternatives 255 Manufacturer vs. Distributor 255 Local or National or International Suppliers 255 Large or Small Suppliers 255 Categorizing Suppliers for Multiple or Single or Sole Sourcing 256 Evaluate Critical Issues 257 Size Relationship 257 Risk/Reward Issues 257 Sustainability and Diversity Objectives 258 Competitors as Suppliers 258 International Suppliers and Countertrade 258 Limit Suppliers in Selection Pool 258 Supplier Risk Management 259 Evaluation of Supplier Performance 261 Evaluation of Supplier-Provided Information 261 Determine the Method of Supplier Evaluation and Selection 261 Supplier-Provided Information 261 Supplier Visits 262 Use of Preferred Certified and Partnered Suppliers 263 Third-Party Information 264 Select Supplier and Reach Agreement 264
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