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OMSAN LOJİSTİK. Policies of Supplier Selection. Procurement and Supplier Relationship Management Latin America Logistics Center Logistics Management Series. Suppliers Selection. Needs Analysis. Evaluate Offers. Objectives, Selection Criteria. Make Visists. Identify Qualified Suppliers.

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Omsan loj st k

OMSAN LOJİSTİK


Policies of supplier selection

Policies of Supplier Selection

Procurement and Supplier Relationship Management

Latin America Logistics Center

Logistics Management Series


Suppliers selection

Suppliers Selection

Needs Analysis

Evaluate Offers

Objectives, Selection

Criteria

Make Visists

Identify Qualified

Suppliers

Negotiate Contracts

Place RFI/RFQ

to Suppliers

Final Selection


Managing suppliers

Managing Suppliers…

I. Needs Analysis

II. Requests for Proposals

III. Suppliers Evaluation and Selection

IV. Negotiation of Proposals

V. Contracts

VI. Supply Control


I needs analysis

I. Needs Analysis

  • Specifications

  • Sketches

  • Meetings

  • Inspection Instructions

  • Demand Forecast

  • Quality Standards

  • Tests

Contract

Specifications

Drawings

Purchase Orders


Needs analysis suppliers clasifitation

Certified Suppliers

Qualified Suppliers

Approved Suppliers

First Choice, Close Relationship

Selected Group of Suppliers, Quality Audited, Growing Business

Occasionally Used, Exclusive Items, Prototypes, Office Supplies

Needs Analysis - Suppliers Clasifitation

Class

Status

Inspeccción

  • No Inspection

  • Inspections lower than Audits

  • Guarantee,

  • Total Inspection


Optimising the supply function

Minimise:- Total Supply Cost

- Number of Suppliers

Subject to:- Fill Rate

- Product Quality

Optimising the Supply Function


Ii information requested rfi rfq

Supplier’s Tenure in Providing the Service or Product

Market Segments in which the Suppliers Operates

Service Policies to Competitors

Company Profile

II. Information Requested RFI/RFQ

Customers Portfolio

Capacity

  • Fill Rate Offered

  • Technology Used in Developing the Product

  • Quality Standards Offered

  • Additional Services Offered

  • Returns Policies

  • Reverse Logistics

  • Who are the Suppliers Customers

  • % of Sales that My Business Represents

  • Contact with other Customers of the Supplier


Iii supplier segmentation

III. Supplier Segmentation

  • Multiple Segmentation Criteria

  • Segmentation Criteria based on:

    • Relevance to the Business

    • Easy to Quantify and Qualify Suppliers

  • Define Weights for each Indicator


Supplier segmentation

Supplier Segmentation

  • Segmentation Criteria

    • Product Criticality

    • Product Sales Volume

    • Production Capacity

    • Integration Degree with the Corporation

    • Certification

    • Geographic Location


Supplier segmentation1

Segmentation Policies

System: Green, Yellow, Red

% Fill Rate

Supplier’s Certification Level

Number of Suppliers per Segment

Payment Schemes

Supplier Segmentation


Suppliers segmentation policies

Suppliers Segmentation Policies

Groups of Suppliers

Groups of Customers

Integration

Suppliers

Policy

Customer

Service

Policy

12


Segmentation policy gyr system

Clearly state in the purchase order the Verification Scheme

Supplier and Contractor should agree with the Verification Scheme

Share Results with Suppliers and Contractors

Segmentation PolicyGYR System


Suppliers selection criteria

Suppliers Selection Criteria

  • Technical

    • Fit for Use

  • Support

    • Project development

    • Inquiries

  • Financial

  • Logitics

    • Fill rate

    • Lead Time


Suppliers key performance indicators

The Objective of Appraisal is to Reduce Costs, Increase Productivity, Improve Quality and Reduce Lead Times

In the Certification Process should be stated the Goals and Efficiency Objectives for Each KPI

Suppliers Key Performance Indicators


Suppliers key performance indicators1

Effectivity, goes beyond efficiency. Efficiency is doing things right. Effectivity is doing the right things right

Productivity , typically is the ratio between Input and Output

Productivity does not imply Efficiency or vice versa..

Suppliers Key Performance Indicators


Suppliers key performance indicators2

Competitiveness

The Company’s capability to deliver value beyond the valued delivered by their competitors at comparable costs

A “Unique” way of doing things that is appreciated by customers as superior

Suppliers Key Performance Indicators


Suppliers key performance indicators3

Financial

Product Price

Discounts

Productivity

Supplier’s Inventory Turns

Time

Lead Time

Lead Time Variance

Quality

% without Damages

Lead Time Variance

Fill Rate Contract vs. Fill Rate Actual

Suppliers Key Performance Indicators


Supplier certification

Purchase Order Fill Rate

Comprehensive and Trustable Information

# PO, ID Lines, Boxes, Batch, Exp. Date

Automatic Information

ASN´s, VMI, Status Reports

Standard Packaging

Coming Orders Identification

Programming & Performance of On-time Deliveries

Supplier Certification


Omsan loj st k

Product or Service Requirements

Verification

Technology and Infrastructure

Economic and Financial Viability

Supplier Evaluation

Production Capacity and Capability

to fulfil delivery Schedule

Finacial Analysis

Efficacy of the Supplier

Quality Assurance System


Supplier evaluation

Supplier Evaluation

Raw Materials

Sources, Reserves

Attitude Toward

Fulfillment of

Promises

Similar Orders

Product of Service

Requirements

Verification

Quality Control

Checking List

Requested

Characteristics

Capacity to Maintain

Quality Parameters


Iv negotiation of proposals seven elements of a negotiation

IV. Negotiation of Proposals Seven Elements of a Negotiation

What if there is NO agreement

Outcome >BATN

Alternatives

Interests

Better if Satisfies Interests of Both Parties

Options

Possibilities to attain and agreement

Fair for Both Parties, Compared with an External Reference

Legitimacy

Compromises

Whether Written or not, compromises specify what parties will and will not do

Communication

Two Way Effective Communication

The outcomes of a Relationships will be better if the parties improved their capacity to work together

Relationship


Negotiation of proposals seven elements of a negotiation

Negotiation of Proposals Seven Elements of a Negotiation

Alternatives

Determine and develop your Better Alternative to Avoid Bad Deals. Also helps to achieve better results

Interests

Discuss Interests not Attitudes, it increases possitilities of good results

Options

Both parties benefit from seeking option of mutual satisfaction

Legitimacy

Fair deals las longer

Compromises

Do not make substantial compromises until the end of the negotiation is reached

Communication

Both parties benefit from clear two-way communication

Relationship

Be unconditionally constructive in relationship issues


Iv rules for a good negotiation of proposals

IV. Rules for a Good Negotiation of Proposals

  • Better than your alternative (BATN - Better Alternative To Negotiate)

  • TheInterests are satisfied

    • Our Interests, ok

    • Their Interests, Acceptable

    • Other’s Interests, tolerably

  • NO Waste: A good option

  • Legitimate: Nobody took advantage of your good faith

  • An Intelligentcompromise

  • Efficient Process: A good communication

  • The process improves relationships


V contracts issues to consider iso 9000

Customer’s right to inspect the purchased product

Technical data of the inspection and testing equipment

Non-conformance Quality

Quality records

V. ContractsIssues to Consider - ISO 9000


Contracts issues to consider iso 9000

ContractsIssues to Consider - ISO 9000

  • Associate Services

    • Price/Sales

    • Lead Time

    • Documentation

    • Quantity

    • Transport Conditions

    • Place of Delivery

    • Packaging


Contracts components

Duration

Expectations

Rights

Rules of the Game

Evaluation

Requirements

Relationships

Penalties & Rewards

Costs

Policies of Quality and Fulfilment

Working Suppositions

ContractsComponents

And do not forget the

Exit Strategy!!


Contracts how they have to be

Contracts How they have to be

  • Formals

  • Written

  • Registered

  • Legal

  • Prepared

Are Not to affraid the supplier but

should assure a proper relationship


Single source

Single Source

A Single Source

...for a Single Item


Benefits of a single source

Benefits of a Single Source

  • Maximises supplier volumes

  • Reduction in paper work

  • Less suppliers management

  • Non-conformances are easier to track

  • Individual delivers tracking

  • Consolidated deliveries

  • Quicker Replenishment Cycle


Single source supplier view

Advantages

Bigger Share of Business

Better Planning of Resources

Confidence in a Continuous Demand

Opportunities to Develop Product and Process

Disadvantages

Single Customer Dependability

Need to Share Internal Information

Single Source - Supplier View


Single source strategies for implementation

Single Source – Strategies for Implementation

  • Secure Supplier’s Profitability

  • Secure that Demand is Important to the Supplier (Significative Turns)

  • Strategic Alliances Relationship

  • Performance Monitoring


To make or not to make

NOVELTY

PROPRIETARY

High

(Outsource/In-House)

(

In-House)

Technology

Technology

Strategic Value

Of the Individual

Part

Quality

Quality

Service

COMMODITY

UTILITY

(Outsource)

(Outsource)

Price

Co-Operation

Service

Low

Importance of the Part in the Product

Low

High

To-Make or NOT To-Make?


Forms of alliances

Contractual Agreements

Equity Arrangements

Traditional

Non-Traditional

No New

Creation of

Dissolution of

Contracts

Contracts

Entity

New Entity

Entity

Arms-length

Joint R&D

Minority Equity

Joint Venture

Mergers

Investments

Buy/Sell Contracts

Joint Product Development

Acquisitions

Franchising

Equity Swaps

Long Term

Sourcing

Licensing

Cross-Licensing

Joint Manufacturing

Joint Marketing

Shared Distribution

Shared Service

Standard Setting

Research Consortia

Forms of Alliances


What kind of alliance

What kind of Alliance?

STRATEGIC

IMPORTANCE

Acquisition

Minority Interest

High

Joint Venture

Joint Marketing

Joint Development of Products

Average

Licensing Agreements

Alliance/Consortia

Commercial Contracts

Low

Technological Test

Low

High

INVESTMENT LEVEL


Ten rules of outsourcing

Ten Rules of Outsourcing

  • Develop an Outsourcing Strategy

  • Establish a Rigorous Selection Process

  • Clearly Define Expectations

  • Unfold a “good” contract

  • Establish reazonable Policies and Procedures

  • Identify and avoid point of Conflict

  • Effectively communicate with your Logictics Partner

  • Assess Performance and communicate results

  • Motivate and Reward Suppliers

  • Be a good Partner!

Logistics Outsourcing: A Management Guide


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