Supplier Relationship Management
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The document discusses supplier relationship management as a key process in supply chain management. It defines supply chain management as integrating business processes from suppliers to end customers to add value. It describes supplier relationship management as providing the structure for developing and maintaining relationships with suppliers, including performance agreements to balance the needs of both parties. The goal is to improve customer service, costs, and profits through collaborative relationships rather than transactional interactions.
Supplier Relationship Management
- 1. Supplier Relationship Management in the Context of Supply Chain Management Keely L. Croxton, Ph.D. Asst. Professor of Logistics The Ohio State University
- 2. What is Supply Chain Management? According to The Global Supply Chain Forum… Supply chain management is the integration of key business processes from end user through original supplier that provides products, services, and information that add value for customers and other stakeholders. Source: Lambert, Douglas M., Martha C. Cooper and Janus D. Pagh, “Supply Chain Management: Implementation Issues and Research Opportunities,” The International Journal of Logistics Management, Vol. 9, No. 2, 1998, p.2.
- 3. Integrating Key Business Processes Supply Chain Management Processes Source: Adapted from Douglas M. Lambert, Martha C. Cooper and Janus D. Pagh, "Supply Chain Management: Implementation Issues and Research Opportunities,” The International Journal of Logistics Management , Vol. 9, No. 2 (1998), p. 2. Tier 1 Supplier Tier 2 Supplier Logistics Purchasing Marketing R&D Customer Consumer/ End-Customer PRODUCT FLOW Production Finance Manufacturer Information Flow CUSTOMER RELATIONSHIP MANAGEMENT CUSTOMER SERVICE MANAGEMENT DEMAND MANAGEMENT ORDER FULFILLMENT MANUFACTURING FLOW MANAGEMENT SUPPLIER RELATIONSHIP MANAGEMENT PRODUCT DEVELOPMENT AND COMMERCIALIZATION RETURNS MANAGEMENT
- 4. The Processes Customer Relationship Management - provides the structure for how relationships with customers are developed & maintained, including the PSAs between the firm & its customers. Customer Service Management - provides the firm’s face to the customer, including management of the PSAs, and provides a single source of customer information. Demand Management – provides the structure for balancing the customers’ requirements with supply chain capabilities. Order Fulfillment – includes all activities necessary to define customer requirements, design the logistics network, and fill customer orders. Manufacturing Flow Management - includes all activities necessary to move products through the plants & to obtain & manage manufacturing flexibility in the supply chain. Supplier Relationship Management - provides the structure for how relationships with suppliers are developed & maintained, including the PSAs between the firm & its suppliers. Product Development and Commercialization – provides the structure for developing and bringing to market new products jointly with customers and suppliers. Returns Management – includes all activities related to returns, reverse logistics, gatekeeping, & avoidance. Source: Keely L. Croxton, Sebasti á n J. García-Dastugue, Douglas M. Lambert, and Dale S. Rogers, “The Supply Chain Management Processes,” The International Journal of Logistics Management, Vol. 12, No. 2, 2001, p. 25.
- 5. there might be potential for competitive advantages, competitors might already be working on it, it should bring more stability to the relationship, It should bring improvements to customer service, profits, costs, technology is driving businesses in that direction, the world is becoming more global and business practices are changing, companies tend to focus on their core competencies, when these systems have been implemented they become an intangible asset. Why Integrate? Because…
- 6. Types of Inter-Company Business Process Links n 2 3 1 2 1 1 n 2 1 3 n 2 1 3 1 n 2 n 1 2 n 1 Consumers/End-customers n Tier 3 to n suppliers Initial Suppliers Tier 1 Customers Tier 2 Customers Tier 3 to Consumers/ End-customers Tier 2 Suppliers Tier 1 Suppliers Tier 3 to Initial suppliers n 1 n 1 n Members of the Focal Company’s Supply Chain Focal Company Non-members of the Focal Company’s Supply Chain Managed Process Links Not-Managed Process Links Non-Member Process Links Monitor Process Links Tier 3 to n customers 1 n Source: Douglas M. Lambert, Martha C. Cooper, and Janus D. Pagh, “Supply Chain Management: Implementation Issues and Research Opportunities,” The International Journal of Logistics Management , Vol. 9, No. 2, 1998, p. 7.
- 7. Supplier Relationship Management Strategic Sub-Processes Process Interfaces Operational Sub-Processes Customer Relationship Management Customer Service Management Demand Management Order Fulfillment Manufacturing Flow Management Product Development & Commercialization Returns Management Source: Keely L. Croxton, Sebasti á n J. García-Dastugue, Douglas M. Lambert, and Dale S. Rogers, “The Supply Chain Management Processes,” The International Journal of Logistics Management, Vol. 12, No. 2, 2001, p. 25. Review Corporate, Manufacturing and Sourcing Strategies Differentiate Suppliers Identify Criteria for Categorizing Suppliers Provide Guidelines for the Degree of Customization in the Product/Service Agreement Develop Framework of Metrics Develop Guidelines for Sharing Process Improvement Benefits with Suppliers Prepare the Supplier/Segment Management Team Internally Review the Supplier/ Supplier Segment Identify Opportunities with the Suppliers Develop Product/Service Agreement and Communication Plan Measure Performance and Generate Supplier Cost/Profitability Reports Implement the Product/Service Agreement
- 8. Customer Relationship Management Strategic Sub-Processes Process Interfaces Operational Sub-Processes Customer Service Management Demand Management Order Fulfillment Manufacturing Flow Management Supplier Relationship Management Product Development & Commercialization Returns Management Review Corporate and Marketing Strategy Identify Criteria for Categorizing Customers Provide Guidelines for the Degree of Differentiation in the Product/Service Agreement Differentiate Customers Internally Review the Accounts Develop the Product/Service Agreement Measure Performance and Generate Profitability Reports Source: Keely L. Croxton, Sebasti á n J. García-Dastugue, Douglas M. Lambert, and Dale S. Rogers, “The Supply Chain Management Processes,” The International Journal of Logistics Management, Vol. 12, No. 2, 2001, p. 15. Develop Guidelines for Sharing Process Improvement Benefits with Customers Develop Framework for Metrics Prepare the Account/Segment Management Team Identify Opportunities with the Accounts Implement the Product/service Agreement
- 9. Types of Relationships © The Global Supply Chain Forum, 2000 Arm’s Length Type I Partnerships Joint Ventures Vertical Integration Type III Type II
- 10. A partnership is a tailored business relationship based on mutual trust, openness, shared risk and shared rewards that results in business performance greater than would be achieved by two firms working together in the absence of partnership. Partnership - Definition © The Global Supply Chain Forum, 2000
- 11. The Partnership Model © The Global Supply Chain Forum, 2000 Drivers Compelling reasons to partner Facilitators Supportive environmental factors that enhance partnership growth Components Joint activities and processes that build and sustain the partnership Outcomes The extent to which performance meets expectations Feedback to: Decision to create or adjust relationship l l l Components Drivers Facilitators Drivers set expectations of outcomes
- 12. Thank you!