Purchasing
Nämn de tre olika purchasing situations
New task situation
Modified Rebuy
Straight Rebuy
Nämn alla delar av purchasing process och vilka delar om ingår de tre purchasing situationerna
Specifying
Selecting
Contracting
Ordering
Expediting
Evaluating
Nämn competitive priorities
Quality
Flexibility
Lead-time
Innovatineness
Cost
Nämn primary activities och support activities
Primary:
Handling of the final products that the company delivers
Distribution and providing services
Inbound och Outbound logistics
Marketing and sales
Operations
Support:
Procurement
Technology development
Human resource management
Reasons for outsourcing
Reduce cost
Achieve strategic goals
Free internal resources
Flexibility
Improve customer satisfaction
Beskriv offshoring
Transfer of activities previously done in-house to a supplier in another country (Typically low cost country)
Reshoring/Backshoring
Transfer of activities previously offshored, back to the home country
Nearshoring
Transfer of activities previously off shored, closer to the home country
Insourcing
Transfer of activities in-house
Disadvantages of outsourcing
Increased dependence on suppliers
Continuous follow-up of the supplier relationship is necessary
Risk of communication problems
Risk of leakage of confidential information
Nämn de fyra delarna av kraljic matrix
Strategic products
Leverage products
Bottleneck products
Routine products
Beskriv strategic products
High-tech, high-volume, highly customized products
Mostly one supplier available
Buyer-dominated segment or supplier-dominated
Example, engine for car manufacturers
Beskriv leverage products
Several suppliers available
Relatively largely impact and bought at large volumes
Buyer can exert dominance
Beskriv bottleneck products
Limited value in money and vulnerable to supply
Few suppliers
Supplier is in dominant relationship
High prices, long delivery times
Beskriv routine products
Low tech products
Small value in the final product
Many suppliers to choose from
Routine items
Beskriv CODP
Defines where in the process an order becomes customer-specific
Make and send to stock (MSS)
Products are manufactured and sent to various distribution points which are dispersed and locared close to the customer
(Food, beverage, fuels)
Make to Stock (MTS)
Finished products are kept in stock at the end of the production process and, from there, are shipped to geographically dispersed customers.
(Dairy products)
Assemble to Order (ATO)
Only systems elements, modules or subassemblies are in stock at the manufacturing centre, whereas final assembly takes place based on a specific customer order.
(Cars, computers)
Make to Order (MTO)
Only raw materials and components are kept in stock. Every customer is a specific project.
(Construction materials, cans)
Engineer to Order (ETO)
No stock at all. The purchase and order of materials takes place based on the specific customer order.
(Housing project, boats)
Economic Order Quantity (EOQ)
The optimal quantity based on inventory costs and ordering costs.
Vad är SCOR model
Standard language to describe performance, configurations, activities, practices and workforce assets of a supply chain. Provides methodology, diagnostic and benchmarking tools that help organizations make dramatic and rapid improvements in supply chain processes.
Nämn och beskriv de 4 pillars av SCOR modellen
Performance:
Standard metrics to describe process performance and define strategic goals.
Processes:
Standard descriptions of management processes and process relationships.
Practices:
Management practices that produce significant better process performance.
People:
Standard definitions for skills required to perform supply chain processes