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  • Undergraduate Supply Chain – Supply Chain View from the Field
    II Management Principles for Executing Visibility Strategies SCRC Meeting Insights Part I A Fireside Chat with John Sculley Apple s former CEO The Do s and Don ts of Deal Making and Contract Management The Drive To 100 Bio based Plastic Bottles Bo Andersson s Supply Strategy Collides With Vladimir Putin s Russia The Performance Triangle Collapses Outsourcing Tesla is Bucking the Trend Can You Trust the Information Your Supply Chain System Tells You Craig Reed from Dupont Battle Tactics for Technology Innovation What are Block Chains Jason Busch on the Future of Money Trust and Transparency Procurement Technology An Update from Spend Matters in Baltimore Upcoming SCRC Meeting to Focus on Transparency in the Global Supply Chain Is it Time for to Move Away from World Class Supply Chains Academics share insights about sustainable supply chains at NC State Workshop Poor Supply Chain Systems will drag down your asset velocity Procurement Analytics Hanging Out and Thinking About Value Supply chain industries have a massive impact on the North Carolina economy 6 Questions on the Minds of Every Chief Procurement Officer Procurement at a Crossroads Spot On and Makes You Think Transparency is the new Sustainability Collaboration is becoming a bad word in some circles Nike partnership with Flex producing innovation coupled with digitization A solution for the New Normal Real Time Supply Chain thinking SCM is smoking hot Why students should consider NC State for a supply chain major Driving Supply Chain Engagement in Oil and Gas NOW is the Time Categories Aerospace Supply Chain Analytics Big Data Biobased Products Biopharmaceutical Supply Chain Book Reviews BRIC Supply Chain Business Process Outsourcing BVL International Category Management Change Management China Supply Chain Commodities forecasting Contract Management Corporate Social Responsibility Customer Relationship Management Design for Supply Chain Emerging Issues in Supply Chain

    Original URL path: https://scm.ncsu.edu/blog/cat/undergraduate-supply-chain/ (2016-04-30)
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  • Working Capital Management – Supply Chain View from the Field
    able to listen to Christopher Nassetta the CEO of HIlton Worldwide speak to his team of global supply managers in MacLean Virginia this morning Chris spoke about a number of important themes at HIlton which related directly to the role of supply management in running a major hotel chain He emphasized that The No comments Transportation Strategy in a Constrained Infrastructure 30th SCRC Meeting Kicks Off Today December 4 2014 by handfield categories Global Distribution Global Supply Chain Logistics Supply Chain Strategy Transportation Planning Working Capital Management The 30th SCRC meeting kicked off today with a theme on Transportation Strategy in an Infrastructure Constrained Environment This is a theme that was discussed a year ago at a conference in DC on Transportation Infrastructure over coffee with William Lucas from Caterpillar We talked about focusing on transportation as an issue that needs to No comments Supplier Financial Health Don t Wait for the Worst Reach out and Talk September 6 2014 by handfield categories BRIC Supply Chain Procure to Pay Strategic Sourcing Supplier Relationship Management Supply Chain Management Supply chain Relationships Supply Chain Risk Working Capital Management Supply management research has established the axiom that firms are no longer operating independently but indeed are part of an extended global network that is subject to high degrees of volatility increasing customer expectations and is subject to major forms of disruption risk However what is not well understood is whether supply manager behaviors have No comments Procurement Comes of Age in Financial Services and Insurance July 9 2014 by handfield categories Strategic Cost Management Strategic Sourcing Supplier Relationship Management Supply Chain Management Working Capital Management A recent article in the Wall Street Journal points to the increasing pressure being felt by financial services as well as insurance companies The article goes on to point out that the biggest Wall Street banks have slashed tens of thousands of jobs and pruned all manner of expenses since the financial crisis But expanding No comments Real Estate A Massive Working Capital Opportunity in Organizational Supply Chains April 18 2014 by handfield categories Contract Management Emerging Issues in Supply Chain Global Supply Chain Real Estate Supply Chain Management Supply Chain Risk Supply Chain Strategy Working Capital Management I recently had the opportunity to interview a group of individuals who work for a large life sciences company in their facilities management group Like many such groups Facilities are often involved in the typical activities of maintenance and upkeep of construction services including replacement of chillers air handlers carpet furniture etc But the facilities 4 comments About Supply Chain View from the Field About The SCRC Producing graduates that are prepared to tackle supply chain management issues with analytical problem solving practical skills and the ability to execute Rob Handfield is the Bank of America Distinguished Professor of Supply Chain Management and Consulting Editor Journal of Operations Management He serves as Co Director of the SCRC along with Clyde Crider more Search Translate Recent Posts SCRC Meeting Insights Part

    Original URL path: https://scm.ncsu.edu/blog/cat/working-capital-management/ (2016-04-30)
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  • Strategic Purchasing: Lessons for Purchasing Managers - Part 5 - SCM | Supply Chain Resource Cooperative (SCRC) | North Carolina State University
    are these processes encouraged or measured by firms Purchasing managers should treat socialisation processes as value added activities and prioritise them accordingly Integrating operational processes with suppliers is important to maximise the business benefits offered by collaborative relationships For example a semiconductor firm interviewed for this project outsourced production to a contract manufacturer in China The initial process of strategic purchasing and supplier selection was simple However once production began quality problems became rampant until the firm formally committed to establishing on site operational personnel to resolve these issues Relationship management thus played a critical role in cementing the benefits associated with the outsourcing decision Those firms that build joint investments with suppliers derive the greatest benefits from the relationship Joint investment increases dependency levels between buyer and supplier facilitating the alignment of organisational systems the sharing of knowledge and learning and enhanced problem solving These benefits may manifest themselves in reduced time to market improved design cycles reduced costs and risk sharing agreements As the supply base becomes more responsive i e the ability to change delivery volume mix and customisation greater supplier relationship outcomes are gained This is likely due to the greater ability of suppliers to meet buyer firm s needs efficiently and effectively Given the importance of strategic purchasing and supply management practices investment in developing a firm s supplier management capabilities should be a managerial priority It is evident that if firms are to become more responsive to their market places they need to build a strategic competence in their purchasing functions Strategic purchasing leads to improved supplier integration improved inter organizational socialization mechanisms and a more flexible supply base As a consequence it provides overall improvements in supplier relationships performance including the achievement of relational rents Firms need to be able to react quickly

    Original URL path: https://scm.ncsu.edu/scm-articles/article/strategic-purchasing-lessons-for-purchasing-managers-part-5 (2016-04-30)
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  • Strategic Purchasing: Supplier Relationship Performance Outcomes - Part 4 - SCM | Supply Chain Resource Cooperative (SCRC) | North Carolina State University
    of the supply management approaches modelled formal socialisation processes supplier integration and supply base flexibility have positive business benefits when effectively implemented Formal socialisation processes Formal socialization processes acting as conduits for the transmission of information and knowledge play a critical role in effective buyer supplier relationships Formal communication of supplier evaluations positively influences the buyer supplier relationship Similarly communication formality has a positive influence on cooperation and reduces distortion and withholding of information Poor communication can undermine buyer attempts to increase supplier performance levels and is often responsible for many supplier product problems Socialization processes which increase the frequency and intensity of interactions between buyer and supplier help develop the capacity of each partner to absorb new ideas and technologies potentially leading to innovation gains Supplier integration Supplier integration has been associated with improved business performance across a range of industries and settings Closer integration with suppliers results in higher levels of reliability delivery times flexibility and customer satisfaction ultimately making the buyer more competitive long term Increasing levels of operational integration with key suppliers leads to greater relationship performance Supply base flexibility The characteristics of a firm s key suppliers impacts the potential scope of returns from strategic purchasing Supplier resources must be aligned with those of the buyer in order to attain collaborative and competitive advantage Specific investments in the supplier relationship led to greater supplier responsiveness and in turn improved supplier performance Thus organizations with more responsive supply bases are more likely to extract gains from the relationship with these key suppliers including lead time reductions quality improvements and increased sales Categories SCM Features Lessons Learned Read the Supply Chain Management Professional Newsletter Read the latest supply chain research articles and news as soon as we post them Privacy Policy Related Articles Strategic Purchasing Introducing New

    Original URL path: https://scm.ncsu.edu/scm-articles/article/strategic-purchasing-supplier-relationship-performance-outcomes-part-4 (2016-04-30)
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  • Strategic Purchasing: The Nature of Strategic Purchasing - Part 3 - SCM | Supply Chain Resource Cooperative (SCRC) | North Carolina State University
    communicate expectations and share knowledge Specific structural formats for engagement include cross functional teams co location regularly scheduled meetings and conferences and matrix style reporting structures Thus as a firm adopts strategic purchasing there is an increased need for socialization processes which facilitate communication and coordination with key suppliers Coordinated Strategic purchasing requires significant levels of cooperation between buyer and supplier Developing close relationships with suppliers necessitates commitment of relational assets both human and physical A long term perspective between the buyer and supplier increases the intensity of buyer supplier coordination The long term perspective and cooperative approach to supplier management also influences the willingness of the supplier to make specific asset investments in the relationship Integration with suppliers is also a means of safeguarding investments specific to the relationship These relation specific assets may then be leveraged for competitive advantage the key aim of strategic purchasing Thus as a firm adopts a strategic purchasing orientation and aims to form closer relationships with suppliers operational integration will be an important avenue to achieve this aim Responsive A further objective of strategic purchasing is to specify the types of relationships that a firm wishes to form with its supply base The trend in recent years has been for companies to reduce the number of suppliers they work with through an approach known as supplier tiers Key suppliers operate on the first tier of a supplier network assuming responsibility for a host of sub suppliers The key first tier suppliers become the focus of intensive collaboration where the buyer and supplier align their various organisational systems to enable very close interaction Through this exchange the needs of the buyer firm are communicated and attention is focused on the flexibility of the entire supply base in meeting those needs Thus the adoption of

    Original URL path: https://scm.ncsu.edu/scm-articles/article/strategic-purchasing-the-nature-of-strategic-purchasing-part-3 (2016-04-30)
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  • Strategic Purchasing: Strategic Purchasing and Supply Management Practices - Part 2 - SCM | Supply Chain Resource Cooperative (SCRC) | North Carolina State University
    a strong positive influence on firm performance through the development of joint resources and the exchange of valuable knowledge with these individual partners In practice many firms fail to realize these benefits when they implement sourcing agreements at a lower negotiated price They fail to follow through with the relational processes that capture benefits over the course of the contract The ability to extract benefits from supplier relationships is linked to the way these relationships are managed For example those relationships characterised by close interactions and successful process integration between buyer and supplier are better able to create coordinate and protect joint resources for a sustained competitive advantage Thus it is not enough for a firm to possess a strategic purchasing orientation they must also create conditions which allow the buyer and supplier to contribute and develop the relationship Various supply management practices facilitate this process Three will now be discussed Formal socialisation processes Socialization may be defined as the level of interaction between and communication of various actors within and between firms which leads to the building of personal familiarity improved communication and problem solving Socialization may also be understood as the process by which an individual acquires the social knowledge and skills necessary to assume an organizational role e g the process of learning the ropes Supply chain socialization is the process by which individuals in a buyer supplier engagement acquire knowledge of the other enterprise s social values Examples include rules of thumb special language ideology that helps to edit a member s every day experience standard of relevance of work prejudices and models for social etiquette Supplier integration Integration with suppliers is an effective strategy for improving business performance Suppliers are often included in the product development process but here we discuss integration with suppliers at the operational level Integration of suppliers at the operational level makes the supplier an extension of the firm s factory emphasising continuity of supply and an end to end pipeline Mechanisms for facilitating this integration include the participation of suppliers in design procurement and production stages as well as the use of ordering systems and information technology to exchange information These linkages permit increased coordination with suppliers at a tactical level enabling the firm to deal more effectively with the complexity and uncertainty present in their environment The development of a strategic partnership approach is fundamental to the success of supplier integration efforts The approach must rest on a firm base of supply market research spend analysis customer requirements knowledge supplier selection criteria and other formal processes Ultimately integrating suppliers into a well managed supply chain is found to have a lasting effect on the competitiveness of the entire supply chain Supply base flexibility Supplier characteristics can have a large impact on the performance of the buyer firm The supply base flexibility reflects the degree to which a firm s key suppliers are able to customize products be responsive to delivery changes and to accept late mix and volume changes

    Original URL path: https://scm.ncsu.edu/scm-articles/article/strategic-purchasing-strategic-purchasing-and-supply-management-practices (2016-04-30)
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  • Strategic Purchasing: Introducing New Research on Relational Rents - Part 1 - SCM | Supply Chain Resource Cooperative (SCRC) | North Carolina State University
    helping firms meet the challenges of an increasingly competitive and dynamic environment Strategic purchasing allows the function to play a greater role in corporate planning reduces a firm s exposure to opportunistic behaviours and is more likely to lead to successful collaborative relationships Research also suggests that strategic purchasing is a capability that requires years to develop through focused leadership and change management In the next series of articles we explore the effects of strategic purchasing on external parties specifically inter organizational relationships with critical suppliers Much of the strategic purchasing literature addresses the role of spend analysis supplier selection leveraging negotiation and contract management yet there is a critical element of strategic supply management that occurs after these elements relationship management We examine the impact of strategic purchasing on a firm s ability to 1 conduct socialization activities with suppliers 2 facilitate process integration with key suppliers and 3 increase the flexibility of their supply base These variables significantly impact the returns derived from a firm s supplier relationships In the words of one executive interviewed during the course of this research The greatest opportunity for saving money occurs after the ink on the contract has dried Many studies in organizational strategy view relationships as the foundation for true value creation Establishing linkages between earlier process components of strategic purchasing and the later requirements for relationship building can help improve our understanding of how firms can build and leverage a collaborative advantage and extract relational rents Collaborative advantage and relational rents Competitive advantage arises when a firm owns or controls a resource that exhibits four characteristics The resource must be Valuable Rare Imperfectly imitable Non substitutable The rapid growth of collaborative relationships across industries has encouraged a focus beyond the earning capacity of resources controlled by a single firm to recognition of the revenue generating potential of resources that lie beyond a firm s boundaries Collaborative advantage arises when a firm is able to extract business benefits from the resources of its strategic partners Collaborative advantage is thus different to competitive advantage although the former may give rise to the later Collaborative advantage requires a long term orientation and may produce revenue that can only be realised through working jointly Such revenue is termed relational rents The ability of the firm to derive relational rents is at least in part dependent on how effective the supply function is in building and leveraging collaborative partnerships with suppliers For example Toyota s approach to creating and managing a high performance knowledge sharing production network generates considerable advantage for both the company and its suppliers Strategic purchasing and supplier relationships are therefore critical competitive resources We explore these relationships in greater detail in the next series of articles Categories SCM Features Lessons Learned Read the Supply Chain Management Professional Newsletter Read the latest supply chain research articles and news as soon as we post them Privacy Policy Related Articles Strategic Purchasing Strategic Purchasing and Supply Management Practices Part 2 Strategic Purchasing The

    Original URL path: https://scm.ncsu.edu/scm-articles/article/strategic-purchasing-introducing-new-research-on-relational-rents-part-1 (2016-04-30)
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  • The Role of Purchasing in the New Product Development Process - Part II - SCM | Supply Chain Resource Cooperative (SCRC) | North Carolina State University
    chosen over A in situations where the individual project provides sufficient work for a single specialist to be involved full time e g in a project with many different parts using one technology 2 Configurations D thru F allow for a higher degree of coordination the researchers wrote D is likely to be chosen over A in projects where many different components technologies or suppliers are being used Project complexity is expected to drive the need for purchasing coordinators When a project has a long duration other things being equal a purchasing project coordinator seems more appropriate 2 The researchers performed five case studies in different companies operating in different industries Here are two examples BT Industries and FEI BT Industries 2 BT is a Swedish manufacturer of materials handling equipment For NPD projects they assigned one purchaser to work as a purchasing coordinator The purchasing coordinator s involvement in the projects varied depending on the degree of involvement of the supplier In some cases the purchaser acted as an intermediary between suppliers product and production engineers and was involved in activities such as supplier selection supplier monitoring sending design to the supplier and receiving and inspecting prototypes In another project the purchaser worked together with an engineer to manage the work of the supplier while the supplier performed the actual development activities In all scenarios the coordinator was supported by operational purchasers in the purchasing department The researchers quoted the following statement from the purchasing coordinator I am not an expert on motors or electronics so I discuss this with my colleague purchasers and ask them which suppliers we have to contact They will get the responsibility anyway later when a new machine is released on the market My colleague can help me to find new suppliers and give his opinion about certain suppliers Since the purchasing coordinator worked with specialized operational purchasers on an ad hoc basis Wynstra associated BT with configuration D FEI 2 FEI which is active in the field of microscopy is a joint venture between Phillips Electron Optics and FEI Company FEI did not have extensive experience with involving suppliers in product development According to Wynstra purchasing was a young discipline in the company and not yet regarded as a strategic area Also purchasing involvement in product development projects was still in its infancy As a result the project manager and the product engineers managed the contacts with the suppliers Purchasing became involved on the initiative of the project managers or the product engineers only when problems occurred Furthermore the involvement was mostly limited to commercial issues According to the researchers this was found to be problematic because it was difficult for the purchasing department to negotiate with suppliers that were already locked in in the development process In addition it was found that suppliers often interacted with different FEI employees from different levels in the organization For instance the researchers noted one project where FEI counted as many as 45 FEI employees that

    Original URL path: https://scm.ncsu.edu/scm-articles/article/the-role-of-purchasing-in-the-new-product-development-process-part-ii (2016-04-30)
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