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Sample Report Paper on Supplier Management and Development: Summary

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Sample Report Paper on Supplier Management and Development: Summary
Primary objective
  • The main objective of supplier management and development is to ensure that there is a continuous improvement of the capabilities and performance of suppliers.
Actions involved
  • One of the actions involved in the process is the continuous measurement, analysis as well as evaluation of supplier performance.
  • The other actions involved in the process are rationalization and optimization, which play an integral role in the creation of a manageable supply base.
  • Rationalization of the supplier base involves the identification of the number of suppliers that will be maintained by a buyer.
  • Optimization of the supplier base involves an extensive analysis of the supply base with the aim of ensuring that only capable suppliers are kept in the supply base.
Relationship between supplier measurement and supplier management
  • Supplier measurement is the use of various systems and methods to collect and provide information regarding the performance of the supplier on a continuous basis. It enables buyers to know to what extent suppliers are meeting or satisfying their contractual obligations, which is an essential part of supplier management.
Types of supplier measurement tools or techniques
  • Categorical system: one of the easiest, most basic and most subjective technique of supplier measurement. For this technique, a rating evaluation is assigned to every category of selected performance.
  • Weight-point system: it is essential for weighing and quantifying the scores exhibited in different categories of performance. For this technique, there is flexibility as users are in positions to change the assigned weights to every category of performance based on the buying organization’s most important aspects.
  • Cost-based system: it is the least subjective and it aims at quantifying the total costs involved when a buyer transacts business with a supplier. The fundamental challenge accompanying the use of this technique is the difficulty in identifying and recording appropriating costs in case a supplier fails to meet contractual obligations
Advantages of a manageable supply base
  • Through a manageable supply base, a buyer has the opportunity of doing business with suppliers who are considered world-class, and thus, fewer problems related to quality and delivery are experienced.
  • It gives the buyer an opportunity of using full-service suppliers, and in the end; substantial benefits are reaped in the form of access to research and development, testing, design, service, production, as well as tooling capabilities.
  • A manageable supply base helps in the reduction of supply-base risks.
  • Also, it plays an integral role in lowering the costs incurred in the administration of the supply base.
  • The cost of the total product is reduced through the maintenance of a manageable supply base.
  • By having a manageable supply base, the buyer has the opportunity of pursuing strategies of sophisticated supply management.
Risks of maintaining fewer suppliers
  • The maintenance of fewer suppliers leads to supplier dependency.
  • A single supplier may raise prices unduly, an implication of the absence of competition.
  • At times, sourcing from a single supplier may expose the buyer to the risk of supply disruption.
  • The maintenance of fewer suppliers results in the over-aggressiveness in supply reduction by the buyer.
Supplier Development
  • It refers to the activities undertaken by a buyer with the aim of improving the performance or capabilities of a supplier to ensure that the buyer’s short and long-term supply needs are met.
  • It occurs in various stages including:
  • Identification of critical commodities necessary for development
  • Identification of key suppliers for the development process
  • The formation of a cross-functional development team
  • Meeting with the top management team of the supplier
  • Identification of the probability and opportunities for improvement
  • Definition of critical or key metrics and mechanisms of cost-sharing
  • Reaching an agreement on the projects and joint resources requirements
  • Monitoring the status of various projects and modification of strategies as appropriate and needed

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