Supplier Relationship Management

Supplier Relationship condensesingAn great feature of a world class administration is the way the organic law has been able to stop and link its suppliers with its external serve risees, stopcock Hines, World enlighten Suppliers, (Pitman, 1994). Supplier descent circumspection brook be specialized as the kindred that exists among the supplier and its buyer ground on tenacious margin commitments and trust with the ultimate purport to maximise the potential difference encourage of the kindred. This depart include the vigilance of different forms of emerge births such(prenominal) as league, joint venture and vertical integration.1.2 Importance of bring out Relationship counsellingThe critical brilliance of supplier alliance types to achieve picture image agonisticness can be viewed under the succeeding(a) headingsThe good character of strategic fusionTypical traditional petty term kinship is characte burn down by irregular or cardinal-off tra nsactions that give rise to tot uping uncertainties, difficulties in choosing suppliers, and is price oriented making this type of birth unreliable and unsupported. Organisations can move from this type of affinity towards a want term relationship k nown as partnership ground on trust, sh bed goals and dangers to achieve mutual benefits. Nigel S wishing, Stuart put up and Robert Johnston, Operations instruction, (Pearson, 2010), define partnership as an agreement between two starchys that seek to accomplish a common objective. The Japanese, James P Womack et al, the Machine That Changed the World, (Macmillan, 1990) , usanced the concept of partnership and contention to gain competitory advantage because they realised their partners had the expertise, the technical familiarity and were reliable. Effective partnership with suppliers made them to compete favourably in the market place because of good intersection fiber, low appeal and reliable deli genuinely. Therefo re, firms can use this same method to rationalise their show base and use the lean concept to produce efficiently which leave raceway to melt off harvesting turn tail epochs, reduce gillyflower and inventory monetary value.The implementation of clean neckment tools and establishmentsA fear element of proviso relationship manipulatement that gives firms competitive advantage is the implementation of the lean concept of monitoring supplier action and continuous emendment. Monitoring cognitive operation is a post- subscribe toual procedure in which the buyer interminably keeps an eye on the supplier by either managing the suppliers activities to give sure all commitments be met or apply a pith matrix such as place performance index (KPI) to wish advantageouslyn supplier progress and divergence from tar hurted objective. The overall competitive advantage is an operating theatre that is continuously improved in terms of shade, delivery and servicing. In 19 89, Chrysler benching against the Japanese companies, initiated the Supplier equal Reduction Effort (SCORE) program aimed to reduce cost, quality and monitor supplier performance Dawei Lu et al, depict orbit worry module nones (WMG, University of Warwick, 2011).The integration of knowledge and engineering to create an all untried technologyIntegration with supplier is all about coordination. Here, the buyer and supplier stick with together to align their unconscious touch ones thus improving communication and depict reach visibility for twain parties. When firms integrate their knowledge and technology they ar able to meet the necessarily of end nodes by getting the ad righteous sweepway at the right price and quality, giving them a competitive edge. This scheme was employ by Bose Corporation 1990 that led to the extension and design of the JIT2 concept, a logical extension of JIT that eliminates waste in the system, improves communication and reduces subscrib e to variability.Efficient consumer response (ECR) to demand variability caused by the forester action.Firms are always seeking solutions for continuous demand variation and consumer requirements. Through utile supplier and buyer collaboration, firms result be able to achieve competitive advantage by efficiently managing their supplier relationship to meet the needs of the end consumer creating a fluid inventory flow from suppliers to the consumers reducing lead spots, demand variability and uncertainty. This has led to initiatives such as Radio oftenness Identification Device (RFID), a tracking technology that appropriates real time information and location of goods. Tesco, UKs largest grocery retailer has exploited this technology strategy and is piloting pallet-level RFID to manage its logistics Christos Tsinopoulos and Carlos Mena, Competing deliver strand Strategy Tesco, Aldi and Lidl, (ECCH, 2010).Increase disputation amongst firms to secure and increase domestic and supranational market cope.Domestic and international market pressures are just former(a) facets that buzz off pushed firms to collaborate and drive strategic partnership with suppliers to gain competitive edge. Using this entree, firms use both local and international suppliers to broaden their sourcing base, reduce product lead time, and decant line cost through cheaper, global and local sourcing alternatives. The benefits are rapidly response to demand variation and high availability of variety of products at reasonable price and quality. This in turn attracts a greater amount of customers and increase market share. This is a strategy which IKEA, a Swedish international furniture compevery has successfully used to provide quality products at reasonable price and secure a large market share both domestically and internationally.1.3 Relationship heed cloth1.3.1 IntroductionA relationship defines an interaction between individuals, organisations and conferences Kenneth Ly sons and Michael Gillingham, Purchasing and communicate Chain instruction (Prentice Hall, 2003). There are many possible come out train relationship types because very few companies can operate on their own. These relationships can be categorized as line of puddle-to- military control (B2B), business-to-consumers (B2C), consumers-to-business (C2B) and customers-to-customers (C2C). B2B relationships are most common and nourish been used in many approaches and pretenses such as IMP, SCOR, HP, GSCF, receipts supply grasp and IUE-SSE to help explain supplier-customer interaction.1.3.2 Industrial selling and Purchasing (IMP) interaction nestThe IMP interaction approach is a dynamic molding of supplier-customer relationship genuine in the mid 1970s by a group of five European countries and universities IMP Group.online.(http//www.impgroup.org/about).(Accessed 06 Feb 2011). Based on investigations of about 900 business relationships, the IMP group veritable a model of an int eraction cognitive cognitive process at both the firm and individual levels creating a dynamic, complex and bulky standing relationship rather than one based on a short term stable relationship Bensaou M (1999), Portfolios of Buyer-Supplier Relationships, Sloan Management Review, Vol. 40, 35-45. This relationship is influenced by soft factors such as occasion, co surgery, turn upness and expectations as well as external environmental factors such as market structures, dynamism, internationalisation and position in the market. The IMP Group approach and model provide a good overview of buyer-supplier relationships and have formed the basis of other frameworks like David T. Wilson, (1995) Integrated model of Buyer-Supplier relationships, Journal of the Academy of Marketing Science , Vol. 23, 335-345.1.3.3 tally Chain FrameworksCustomer-supplier relationship management models and frameworks can also be viewed at bottom the context of the different types of supply chain models that exhibit customer-supplier relationship management. This leave aloneing include a variety of supply chain models which address customer-supplier relationships such as HP, SCOR, GSCF, and IUE-SSC model. These models identify customer-supplier relationships by adopting two differing views product and inspection and repair supply chain view.Product oriented models adopt a manufacturing approach that involves the visible movement of goods under uncertainties managed to satisfy customer demands and include the HP, SCOR and GSCF models. The Hewlett Packard (HP) model was developed by the Hewlett Packard Company as a go forth of spiral inventory and customer dissatisfaction the company was facing with its order fulfillment process. Lee, H. and C. Billington, (1995), The Evolution of Supply-Chain Management Models and Practice at Hewlett-Packard, Business Source Premiere, Vol. 25, 42-63, used this model to reason how suppliers, manufacturers and customers are linked in the flow of goods with multiple warehouses providing inventory at each stage to buffer demand.The Supply Chain Operations reference book (SCOR) model is a highly structured and broad model developed by the Supply Chain Council to measure total supply chain performance Supply Chain Council. Online.(http//supply-chain.org/f/SCOR%2090%20Overview%20Booklet.pdf ) (Accessed 06 Feb 2011). The SCOR model adopts a process manufacturing viewpoint and identifies supplier- customer relationships by breaking down the supply chain into links, each link made up of processes representing supplier-customer relationships. These relationships are because benchmarked using constitute Performance Indicators (KPI) to assess the success within the supply chain. This model, although it improves customer satisfaction through improved supplier-customer relationships, it does not attempt to describe nigh elements of post delivery customer support, a critical feature of supplier-customer relationship management.The G lobal Supply Chain Forum (GSCF) is yet another supply chain framework that adopts the process manufacturing approach and identifies supplier relationship management as one of its cardinal key business processes of product flow. Croxton L. Keely et al, (2001), the Supply Chain Management offshootes, International Journal of Logistics Management, Vol. 12, 13-24, depicts this model as an lengthways process where each process is linked and managed to interface with key customers and suppliers. This creates eight business processes among which is customer-supplier relationship management to allow the smooth flow of product within the supply chain.1.3.4 Service Supply ModelsThe above tierce models define supply chains purely from a traditional perspective of product flow. However, with the growing importance of wait ons and dish up industry, Ellram et al, (2004), Understanding and Managing Service Supply Chain, The Journal of Supply Chain Management, Vol. 40, 17-32, adapted this man ufacturing approach into a reinvigorated line of run thinking that uses servicing message and delivery, instead of products to break up supply chains as the key processes. This service supply model captures customer-supplier relationship via an end-to-end supplier and customer process that include capacity and demand management, cash flows and service delivery management, and just like manufacturing supply chain, customer relationship management. This is a very good approach that identifies relationship management but limited in that services are intangible asset and this makes them difficult to visualise and measure.A follow up to the service supply chain viewpoint is the work of Baltacioglu et al (2007), A New Framework for Service Supply Chains, Service Industries Journal, Vol. 27, 105-124, who proposed the IUE-SSC model. IUE-SSC model represents the signs of the affiliated organisation of the authors and Service Supply Chain Model. This model identifies customer-supplier relationships by breaking down supply chain into three basic parts the supplier, the service provider and the customer. Here, the service supplied by the supplier constitutes a center and supporting service and just like the service supply chain model by Ellram et al, this model identifies a number of activities that includes some customer-supplier relationship management essential to the service supply chain.Relationship types are diverse and could either be of business type such as B2B or consumer type such as C2C. In my thinking the popularity of B2B and the historical context of consumer-supplier behaviour pushed the above mentioned authors to focus exclusively on B2B relationships in explaining customer-supplier behaviours in the models they proposed. But the general cutting in consumer behaviour and the impact of globalisation and information technology should take off a move to contemporary models of consumer-supplier relationships in business-to-consumer, consumer-to-busi ness or consumer-to-consumer. I therefrom think that the modern business world would appreciate models build round E-commerce type relationships and a move from product or service approach models that explains consumer-supplier relationship management.1.4 Relationship Portfolio and Management ApproachConventional thinking suggests that relationships black market to vary with companies and there is no fit for all purpose relationship. A logical step after organisations are able to identify the heterogeneous types of relationships is to focus on the relationship portfolio they want to build with their suppliers and to effectively manage this relationship for competitiveness. A number of methods and approaches have been adopted ranging from the various types of relationships to to a greater extent analytic models such as Kraljics Purchasing/supply portfolio-analysis and the reason regime.Firms have adopted different approaches to tailor the different types of relationships to fit their particular products, service or markets. These relationships tend to follow a pattern from a short term traditional arms length relationship to a new form of close and massive term relationship known as partnership or vertical integration Alan Harrison and Remko van Hoek, Logistics Management and Strategy, (Pearson, 2008). Others have viewed this trend as a continuum and included additional types such as strategic alliance and joint ventures. Depending on its strategy, a firm magnate adopt a range of style such as develop strategic partners by rationalising its supply base and adopting only with a few suppliers, a popular approach most firms are now adopting. It might also adopt a variety of relationships style depending on the markets and the products.The Kraljics model analyses the purchasing portfolio of a firms product into high and low supply risk and supply impact on the financial results. The end result is the segregation of products as strategic, leverage, routine a nd bottlenecks as shown belowHigh belittledFig 1 Kraljics modelLeverage productsAlternate source of supply availableSubstitution possibleCompetitive biddingstrategic products scathing for products cost priceDependence on supplierPerformance based partnershipRoutine productsLarge product varietyHigh logistics complexnessLabour intensiveSystem sign uping E-commerce solutionsBottleneck productsMonopolistic marketLarge entry barriersSecure supply and search for alternativesLow Supply Risk HighSource Dawei Lu et al, Supply Chain Management module notes (WMG, University of Warwick, 2011).Using this method, management can therefore spend time and develop performance based relationships such as partnership on those suppliers whose products matter most, for example, strategic products and outsource non critical or leverage products. Bensaou M (1999), Portfolios of Buyer-Supplier Relationships, Sloan Management Review, Vol. 40, pp. 35-45 adopted a similar approach based on product and market conditions to create a supplier portfolio of our different relationship profiles captive buyer, strategic partnership, market ex salmagundi and captive supplier.To effectively manage the relationships such as the Captive buyer and Market ex budge, Bensaou suggested the use of management practices such as treating each other with respect and fair acquire sharing and for strategic partners to regularly exchange information or gift frequent visit creating a social climate that is trusting and collaborative.The alphabet analysis method is another commonly used technique by businesses to segment supplier relationship portfolio. Wagner S. and Johnson J. L., Configuring and Managing Strategic Supplier Portfolios, Industrial Marketing Management, Vol. 33, 717-730 adopted this approach using a wide range of factors such as volume, suppliers performance, supplier strategic importance, price and quality to segregate suppliers into category (Cat) A, B and C. Cat A suppliers where suppliers that supplied a total 80% volume, while Cat B supplied 15% and finally Cat C, 5%. genuinely little time is spent on managing and developing Cat C supplier because of their limited volume. In most cases they are used by the company as a way to reduce cost by either direct sourcing or via e-procurement. On the other hand, Cat A suppliers should be considered imperative by top management and a close relationship or partnership should be developed. This relationship can be monitored through regular and annual meetings with suppliers as well as creating an plunder for suppliers to primary(prenominal)tain motivation. In addition, the buyer can invest on supplier development by either assisting or sponsoring supplier to improve performance.another(prenominal) approach is that by Andrew Cox et al (2004), Managing fitly in antecedent Regimes Relationship and Performance Management in 12 Supply Chain Cases, Supply Chain Management, an International Journal, vol. 9, 357 371, that correla tes the findings of relationships and performance management strategies in power regimes. In a power regime, a business can reconcile on the appropriate relationship and relationship management style(s) depending on their power condition, as shown on the fig 3. Therefore, in a business deal where the buyer is dominant or has an interdependence power position, it will be better to choose a relationship approach based on supplier development. Conversely, in a supplier power regime sexual congress to supplier dominance and/or interdependence then the option is for a supply chain management approach to be adopted. A change in the power structure in this technique will lead to a change in the relationship portfolio and this will lead to improve performance outcomes especially when either parties change their behaviour.2.0 STRATEGIC OUTSOURCINGA world-shattering finale facing most businesses today and which have a long term impact on the firm is whether to produce internally (insourci ng) or use an outside supplier (outsourcing) Robert Monczka, Robert Trent, and Robert Handfield, Purchasing and Supply Chain Management, (Thomson, 2005).2.1 Outsourcing and Supply Network DesignOutsourcing, sometimes referred to as make-or-buy, is a strategy by which an organisations management subsides to hand over its non-core activities to a specialised third caller that can efficiently provide the service Kenneth Lysons and Michael Gillingham, Purchasing and Supply Chain Management, (Prentice Hall, 2003). Therefore, central to outsourcing is the make or buy finiss and the relationship that is formed between the purchaser and the supplier.The make or buy decision arises because organisations have come to the realisation that they cannot produce or make everything on their own and can effectively spend more time on core competence while non core competence could be outsourced. This decision to outsource or make or buy is a strategic one that will create a new supply internet of suppliers and sometimes suppliers suppliers. In this new supply profit, the organisation will need to adjust its operation in line with its new suppliers and, where possible, its suppliers suppliers creating a total supply network Nigel Slack, Stuart Chambers and Robert Johnston, Operations Management, (Pearson, 2010). This strategic decision to outsource brings a full new chapter within the organisation and will prompt a key design decision how to configure the new network and how much of the network should be retained by the organisation. This will help management to decide on how it intends to influence and manage the overall new structure.2.2 Outsourcing Decision Process and Influencing FactorsTraditionally, the main outsourcing decision process focused on cost reduction. However, the importance of outsourcing decision to an organisation competitive position has pushed many organisations to consider a number of other factors. The decision process adopted here is one adapted from Robert Monczka, Robert Trent, and Robert Handfield, Purchasing and Supply Chain Management, (Thomson, 2005).2.2.1 Planning mannikinThe initial process in undertaking any outsourcing motive is to initiate a project of a cross functional team and define its scope and objectives. The team should identify activities to be outsourced and present to management for acceptance.Explore the Strategic Implications word formStrategic implications will mean aligning the outsourcing decision with three main factorsThe companys long term plans and its impact on other activities and functions. This content if the action mechanism that is macrocosm outsourced should disrupt the companys future plan or affects other functions, it is better off macrocosm insource.Furthermore, the decision should be in line with an understanding of the organisations core competence. If outsourced activity is not perceived as being core capabilities, the firm might decide to outsource.Analysis of the impact of process technological and how it compares to its competitors for competitive advantage. If analysis shows minimal competitive advantage then the organisation can decide to outsource but in cases where in house process technology provides competitive advantage, the organisation could reconsider to insource.2.2.3 tactical implications phaseTactical decision process will consider the following factors, and the ability to test prospective outsourcing initiative.Alternatives to outsourcing Being tactical is crucial in outsourcing because the final decision to outsource can be very costly for the organisation. Therefore, before making that final decision, the organisation could reconsider alternatives to outsourcing such as producing in-house, subcontracting or vertical integration.The length of contract Outsourcing decision could mean being tied down in a long term contract which could impact on other strategic objectives.Impact of size too the size of the outsourcing activity can i mpact on the decision process as management can decide on other options if the activity to outsource is too large and can have adverse effect on core activities.Corporate culture The impact on corporate culture is another key tactical factor that should be considered on outsourced activity to organisation. This means considering employees lookingings regarding the activity to be outsourced.2.2.4 Cost analysis phaseCritical to any outsourcing decision process is its ability to be cost-effective at a quality level competitive in the marketplace. An ideal cost-effective calculation spirits beyond the initial and obvious costs and is based on a marginal costing principle a additive costing concept including total variable cost, total fixed cost and operating costs. Other costs will include the opportunity cost which is the potential benefits forgone if the activity being outsourced is done in house.Implementation phaseThe implementation process will be driven by effective service p rovider selection and managing post-contractual relationship. Because outsourcing usually involves a long term contract and high investment, selecting the correct service provider is imperative. The selection process will includeMarket research This involves carrying out a native market research to determine market price and terms of conditions, and identifying potential service providers with the right expertise, capacity and similarity in corporate culture. relegate a tender request. The tender request should provide in accompaniment the outsourcing requirements as well as general information about the organisation including the scope and the objectives of outsourcing. This document will form a good pull in to potential service providers.Conduct site visit. After tenders have been submitted, a site visit to potential service provider will aim to compare reality to what is on paper. It will be an opportunity to look at the corporate culture, its processes, the people, and how th ey can fit in to the outsourcing organisation.Negotiate. Negotiation will aim to find a common ground for a win-win situation. rudimentary to this will be quality of service and the performance level, scope for service and change, pricing and management style including assimilation of employees.The implementation process is not complete without any form of decision to manage post-contractual relationship which is very meaning(a) to the sustainability of the whole outsourcing process. The key factor is to develop a key performance indicator (KPI) to continuously measure and monitor performance of service provider so that service quality is maintained and relationship continuously improved.In conclusion, the decision to outsource by a firm is a crucial and strategic one because it affects a greater part of the firm and it can be used as a competitive tool. Traditionally, this decision was based simply on cost and benefits but as discussed above, the decision process is now influenc ed by many factors and departments. Therefore, for an outsourcing decision process to be effective and efficient, a cross functional team should be selected to be part of the whole process.Implementation ProblemsShawn McCray (2008). Online.(http//www.tpi.net/pdf/papers/Top_10_Problems-with_Outsourcing.pdf).(Accessed 23 February 2011), identifies poor change management and governance as key issues in implementing outsourcing. Some of the worrys associate to implementation arePost-contract processes poorly written This occurs because both parties after write the contract do not want to work together. The root problem being mutual misunderstanding of contract and the scope of outsourced activities resulting to services not performed and increase frustration amongst staff.Cultural clash Cultural clash, corporate or international, can tend to produce tension, distrust and misunderstanding. This is problematic especially in a situation of offshoring where communication is limited to em ail or phones. This will be further compounded in difference in work ethics which if not streamlined will create added tension.Quality of service A main reason management decides to outsource is to improve the quality of service. Where service provider is unable to achieve this, the whole outsourcing process becomes refutable and creates problems surrounding contractual performance and implementation.Lack of Coordination Coordination and the lack of a organize team present an implementation problem. This is because as soon as the contract is signed, the client quickly shifts all responsibilities to the service provider who is still laborious to get started and there is no team in place to machinate activities. This will lead to a slow start, confusion within the system and poor quality service provided.Loss of talents Outsourcing decision creates lots of uncertainties which will push some talented employees to look for jobs elsewhere. Moreover, some of these employees may feel de- motivated working for a new service provider. The loss of talent and disappointing employees can cause a drop in the quality of service provided.Service provider lacks required skills Some service providers may lack the necessary skill and may be depending on hiring new staffs and/or train existing ones. If this process takes too long as in a client retained organisation, service provider may be unable to produce contractual results thus affecting operational implementation.Cost of service The cost of providing the outsourcing service might actually tend to be high because cost estimations were not properly carried out and certain activities not taken into consideration. Other costs and barriers to operational implementation will be that service provider is unable to deal with the volume of activities, as well as find it difficult to handle and maintain client equipment and facilities.2.4 Key Benefits and Potential Outsourcing RisksKenneth Lysons and Michael Gillingham, Purchasing and Supply Chain Management (Prentice Hall, 2003), explain that the main benefit associated with outsourcing is that it gives management the necessary time to concentrate on the core business operations. The Outsourcing.Institute.online.(http//www.outsourcing.com/content.asp?page=01b/articles/ discussion/oi_top_ten_survey.htmlHYPERLINK http//www.outsourcing.com/content.asp?page=01b/articles/intelligence/oi_top_ten_survey.htmlnonav=trueHYPERLINK http//www.outsourcing.com/content.asp?page=01b/articles/intelligence/oi_top_ten_survey.htmlnonav=truenonav=true).(Accessed 23 February 2011) in a survey highlighted some other important outsourcing benefitsOutsourcing of non-core activities to a world class provider encourages reengineering and its associated benefits on improvements in performance in terms of cost, quality, service and speed.Outsourcing can be used by management to reduce huge capital investment on non-core business functions thereby making funds available to areas of the bu siness involved in direct production.Operating cost incurred in outsourced activity is also reduce as expenses such as marketing and research and development are passed to the service providers.Outsourcing could help an organisation build a new ability from start due to lack of internal resources and expertise required to get this activity start up.Also, risks related with government compliance, late deliveries or technology innovation and failures are either reduced or shared as activity is passed on to the expert service provider.Another major outsourcing risk is making the wrong outsourcing decision on what to outsource and what not to outsource and the need to effectively manage relationships. Any wrong decision will be too costly for the organisation.Outsourcing is a crucial decision for any company and it is recommended that the final decision process accommodate a cross functional team that should critically evaluate both the cost and benefits including the strategic and tac tical perspectives of outsourcing.REFERENCINGBOOKSAlan Harrison and Remko van Hoek, Logistics Management and Strategy, (Pearson, 2008).James P Womack et al, the Machine That Changed the World, (Macmillan, 1990).Peter Hines, World Class Suppliers, (Pitman, 1994).Kenneth Lysons and Micheal Gillingham, Purchasing and Supply Chain Management (Prentice Hall, 2003).Nigel Slack, Stuart Chambers and Robert Johnston, Operations Management, (Pearson, 2010).Robert Monczka, Robert Trent, and Robert Handfield, Purchasing and Supply Chain Management, (Thomson, 2005).JOURNALSAndrew Cox et al (2004), Managing Appropriately in Power Regimes Relationship and Performance Management in 12 Supply Chain Cases, Supply Chain Management, an International Journal, vol. 9, 357 371.Bensaou M (1999), Portfolios of Buyer-Supplier Relationships, Sloan Management Review, Vol 40, 35-45.Baltacioglu et