Cover image for The science of high-performance supplier management : a systematic approach to improving procurement costs, quality, and relationships
Title:
The science of high-performance supplier management : a systematic approach to improving procurement costs, quality, and relationships
Author:
Moore, Randy A.
Personal Author:
Publication Information:
New York : AMACOM, [2002]

©2002
Physical Description:
xxv, 384 pages : illustrations ; 24 cm
Language:
English
ISBN:
9780814406335
Format :
Book

Available:*

Library
Call Number
Material Type
Home Location
Status
Item Holds
Searching...
HD39.5 .M666 2002 Adult Non-Fiction Non-Fiction Area
Searching...

On Order

Summary

Summary

From this guide, purchasing and supply chain managers can learn to plan for procurement, create and train a purchasing team, request and evaluate proposals, and competitively negotiate deals. The book provides a strategic review of the customer/supplier relationship and includes tables, figures, checklists and self-evaluation forms, along with material such as procurement plan outlines, dealsummary sheets and sample statement of work outlines.


Table of Contents

Index of Tables and Figuresp. xiii
Prefacep. xix
Acknowledgmentsp. xxvii
1 A Strategic View of the Customer/Supplier Relationshipp. 1
Chapter Overviewp. 3
Critical Suppliersp. 4
Supplier Relationshipsp. 5
Similarities and Dissimilarities to Employee Relationshipsp. 8
Supplier Managementp. 10
Summaryp. 12
2 Systematic Technology for Procurement (STEP), An Overviewp. 14
Chapter Overviewp. 15
Systematic Technology for Procurement (STEP)p. 17
Supplier Performance Managementp. 19
Strategically Align the Procurement Teamp. 21
Preparation for the Procurementp. 23
Actual Transaction of the Dealp. 25
Ongoing Interactionp. 27
Summaryp. 29
3 Introduction to Supplier Performance Mangementp. 30
Chapter Overviewp. 31
A Discussion on Contracting for Valuep. 32
Toward a Systems Approachp. 37
Two Examples of Getting It Rightp. 41
Boeing Commercial Airplanesp. 41
GTE Supply, Inc.p. 44
Summaryp. 47
Part 1 of Step Alignment of the Procurementp. 49
4 Form, Train, and Charge the Procurement Teamp. 53
Chapter Overviewp. 53
The Time It Takes to Do Things Rightp. 54
Traditional Team Approachp. 57
Team Formationp. 61
Team Trainingp. 70
The Team Chargep. 75
Summaryp. 75
5 Define Procurement Strategyp. 78
Chapter Overviewp. 79
The Ultimate Strategic Resultp. 80
Strategic and Tactical Applicationp. 83
3Rs of Procurement: Responsibility for Results or Resourcesp. 92
Translating Procurement Objectives to the Contractual Instrumentp. 94
Summaryp. 96
6 Align Top-Level Objectivesp. 98
Chapter Overviewp. 99
What Are Top-Level Requirements?p. 100
Extracting Top-Level Requirements From the Organizationp. 106
The Procurement Planp. 110
Operational and Functional Coordinationp. 111
The Deal Summary Sheetp. 112
An Alignment Example--Getting Complete Alignment Is Difficultp. 116
Translating the Plan Into Actionp. 119
Summaryp. 120
Part 2 of Step Preparation Within the Organizationp. 121
7 Develop Detailed Requirementsp. 123
Chapter Overviewp. 124
Procurement Libraryp. 125
Market Surveyp. 129
Request for Informationp. 131
Supplier Dossiersp. 134
SOW Developmentp. 135
Contract Management Preparationp. 142
Summaryp. 143
8 Prepare a Contract Tailored for the Dealp. 145
Chapter Overviewp. 148
Basic Elementsp. 148
The Format of the Contractp. 150
Administrivia ...p. 151
Statement of Work or Requirements Section of a Contractp. 152
General Terms and Conditionsp. 153
Tailoring for the Deal--Special Terms and Conditionsp. 161
Contract and Performance Management Implicationsp. 169
Summaryp. 170
9 Prepare and Release the Request for Proposalsp. 173
Chapter Overviewp. 174
Communicate the Requirementp. 175
Transmitting the RFPp. 180
Solicit Responsive Proposalsp. 181
Position the Procurement Teamp. 192
When Creativity Is the Desired Responsep. 194
Summaryp. 195
Part 3 of Step The Deal Transactionp. 197
10 Establish and Maintain Controlp. 201
Chapter Overviewp. 202
Presolicitation Conferencep. 203
Communications Disciplinep. 204
Information Securityp. 210
Corrections/Amendments and Supplier Questionsp. 210
Conducting a Bidders' Conferencep. 212
Summaryp. 215
11 Competitively Evaluate the Proposalsp. 218
Chapter Overviewp. 219
Continuing the Team Approachp. 220
Before the Proposals Arrivep. 227
The Proposals Arrive!p. 231
Working With the Supplier Dossiersp. 238
Oral Presentationsp. 239
Evaluation of Optional Enhancementsp. 241
Competitive Zonep. 242
Summaryp. 244
12 Negotiate, Select, and Awardp. 246
Chapter Overviewp. 248
Bridging Evaluations to Negotiations--The Competitive Zonep. 250
Preparation Is the Key--Relax, Your Team Has Prepared Wellp. 252
Preparation Is the Key--Be Worried, Your Opponent Has Better Trainingp. 254
Ethics of Doing the Deal--From Solicitation Through Awardp. 259
Know Your Batnap. 261
Summaryp. 262
Part 4 of Step Ongoing Interaction With the Suppliersp. 265
13 Contract Managementp. 269
Chapter Overviewp. 271
Benefits of Contract Managementp. 272
Organizing for Contract Managementp. 276
Contract Management Functionsp. 278
Routine Administrationp. 279
Compliance Managementp. 291
Summaryp. 294
14 Rights, Remedies, and Rewardsp. 296
Chapter Overviewp. 297
From Contract Management to Performance Managementp. 298
Problem Preventionp. 299
Performance Managementp. 302
Remedies and Rewards; Performance-Based Contractingp. 305
A Case for Creative Remedies and Rewardsp. 307
A Performance-Based Incentive/Award Modelp. 314
Recognize the Real Performersp. 318
Summaryp. 321
15 Long-Term Programmed Improvementp. 323
Chapter Overviewp. 325
The Value Chainp. 326
Once You Get a Handle on It, It Will Changep. 330
Change Controlp. 333
Strategic Alignmentp. 334
Packaging the Information for Supplier Consumption--The Programsp. 337
Summaryp. 345
16 Managing the Unmanageable Supplierp. 348
Chapter Overviewp. 350
Identifying Your Leveragep. 351
Swotp. 357
In the Real Worldp. 358
Toward a Comprehensive Strategyp. 362
The Best Way to Win a Dispute Is to Avoid One Altogetherp. 367
Summaryp. 367
Indexp. 369
About the Authorp. 385