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World Class Supply ManagementSM, ISBN 0-07-229070-6, CopyrightCopyright
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Chapter 5
BUYER-SUPPLIER
RELATIONSHIPS
5-2
Key Concepts
A Transformation in Relationships
Three Types of Buyer-Supplier
Relationships
Transactional Relationships
Collaborative and Alliance Relationships
Collaborative Relationships
Supply Alliances
Which Relationship is Appropriate?
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Key Concepts
Situations Wherein Alliances may not be
Appropriate
The Role of Power
A Portfolio Approach
New Skills and Attitudes Required
E-Commerce and the Right Type of
Relationship
Relationships of the Future
Institutional Trust
5-4
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
5-5
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
5-6
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
5-7
Cash Flow
Openness and Approachability
Availability
Professionalism
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Questions to be
Addressed Before
Proceeding
Is there a danger that the supplier may act in an
opportunistic manner over time?
Do electronic systems allow for optimum
communication and sharing of information?
Is the potential strategic alliance able to stay
current in the industry?
Are both the organizations willing to keep
attention focused on the joint customer?
Are there other suppliers worth investigating
before committing to a strategic alliance?
Has the supply manager been thoroughly
trained?
5-8
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
5-11
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
A Transformation in Relationships
The transformation from reactive and
mechanical purchasing to proactive
procurement and on to WCSM parallels a
similar transformation in relationships
between buyers and suppliers
Prior to the 1980s most purchasing
relationships were reactive
Interaction between vendor and
purchasing resulted in outcomes where
ones gain would be the others loss
5-12
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
5-13
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
5-14
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Activity/Attribute
Transactional
Communication
Competitive Adv.
Connectedness
Continuous Impr.
Contributions to NPD
Difficulty of Exit
Duration
Expediting
Focus
Level of Integration
5-15
Collaborative
Alliance
Systematic approach
High
Interdependence
A focus
Many ESI
Difficult high impact
Long
Proactive
Total cost
High or total
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Activity/Attribute
Transactional
Number of Suppliers
Open Books
Quality
Relations
Resources
Service
Shared Forecasts
Supply Disruptions
Technology Inflows
Type of Interaction
5-16
Many
No
Incoming inspection
Inward looking
Few low skill level
Minimal
No
Possible
No
Tactical
Collaborative
Alliance
One or few
Yes
Design quality in system
Concern w/well being
Professional
Greatly improved
Yes
Unlikely
Yes
Strategic synergy
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
An absence of concern
One of a series of independent deals
Costs, data and forecasts are not shared
Price is the focus of the relationship
A minimum of purchasing time and energy
is required to establish prices
Transactional purchases lend themselves
to e-procurement
5-17
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
5-18
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
5-20
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
5-21
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Collaborative Relationships
Typically used for the procurement of noncommodity items and services
A collaborative relationship frequently is
an appropriate first step on the road to a
strategic alliance
5-22
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Collaborative Relationships
Collaborative relationships tend to
foster.
5-23
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Supply Alliances
The fundamental difference between
collaborative relationships and supply
alliances is the presence of institutional
trust in alliances
The failure to develop and manage
institutional trust is the principle reason
that so many supply alliances fail
5-24
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
5-25
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Alliance Attributes
Continuous improvement
Interdependence and commitment.
Atmosphere of cooperation
Informal interpersonal connections
Internal infrastructures to enhance
learning
Openness in all areas of the relationship
A living system
5-26
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
5-27
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
5-28
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
5-29
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Capability
No Partnership/Alliance-Capable Supplier for
the Item
No Partnership/Alliance-Capable Supplier in
the Geographic Area
Rapid Technological Change
Mismatch of Clock Speed
5-30
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Competition
Non-Competitive Market
Supplier Dependency Creation
Neglected Areas
Suppliers Seeking to Reduce Competition
Benefits
No leverage from Partnership
No Hard Savings from Partnership
Internal Buy-In
No Internal Customer Buy-In
5-31
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
5-32
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
5-33
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
5-34
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter 5
Appendix
INSTITUTIONAL
TRUST
5-35
Trust
Trust is one of the key factors that
differentiates the three classes of
relationships.
The simplest definition of trust is being
confident that the other party will do what
it says it will do.
Some level of trust must be present in all
three types of relationships
The level of trust increases with
collaborative relationships and becomes
an essential characteristic with strategic
alliances
5-36
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.