Purchasing and Supply Chain Management
6th Edition
ISBN: 9781285869681
Author: Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson
Publisher: Cengage Learning
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Question
Chapter 9, Problem 2DQ
Summary Introduction
To discuss: Why the firm should spend its limited financial resources to develop a supplier measurement system.
Introduction: Supply management is the process of managing the suppliers and raw materials or resources that are essential for the organization’s operations.
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Students have asked these similar questions
Assume you are the Chief Purchasing Officer at an automobile manufacturing company.
Recommend some supplier selection and evaluation strategies to manage the risks in your
supply base.
2) Your manager at the medium-sized company where you work has just called you in and
asked you to explain why the company should spend its limited financial resources to
develop a supplier measurement system. What do you tell her?
If a supplier has a weak area, under what conditions would supplierdevelopment be appropriate?
Using a company of your choice, explain clearly why this company should evaluate supplier performance and the respective tools that can be used in this exercise.
Chapter 9 Solutions
Purchasing and Supply Chain Management
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Similar questions
- Develop a list of topics that non-purchasing personnel should be allowed to talkabout with their counterparts at suppliers. Develop a list of topics that only purchasing should be allowed to talk about with suppliers.arrow_forwardWhat kinds of knowledge will a supplier provide that will be useful during the production of a new product?arrow_forwardHow can customers really know how well suppliers are meeting contractual obligations without an effective evaluation method to record and assess supply base performance?arrow_forward
- Who should be accountable for supplier relationship management? Is it better handled by procurement or the department who are dependent on the supply of goods/services? Why?arrow_forwardSuppose you sign a contract with a supplier for $50,000 worth of tablet computers. You tell the supplier that you are only authorized to sign contracts for $40,000 without approval from the supply manager of your company, but the supplier agrees anyway. A few days later, because of budget cutbacks you find out that you only need $30,000 worth of tablet computers. How many dollars of tablet computers are you legally bound to purchase from the supplier?arrow_forwardThe cost of monitoring and evaluating the performance of suppliers can be high. What arguments would you use to justify the expenditure on evaluating performance? What steps might you take to minimise such expenditure? What are the benefits to suppliers in you evaluating their performance?arrow_forward
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