Importance of procurement
Procurement is regarded as an essential part of an organization’s ability to function effectively and efficiently (Leonard, 2000) as cited in Faraji, (2007). An organization stands to benefit immensely if its procurement business function is managed well.
Weele (2005) provides the following procurement roles in an organization.
1. Procurement reduces cost: procurement can help reduce quality costs by making sure that selected suppliers deliver a product or service that does not need extensive quality control. It can also reduce quality costs by making sure that the components bought do
2. Procurement contributes to lower costs by striving for a reduction in product variety.
3. Procurement contributes to product design and innovations: Many a time, innovations in industry comes from suppliers or are results from intensive interactions between suppliers and buyers. By actively encouraging these interactions, procurement can contribute to the continuous innovation and improvement of products.
4. Stock reduction: Through imposing a solid discipline on suppliers and enforcing it, procurement can minimize the need for safety stocks of components. This might include such actions as demanding a consignment stock to be held at the facility of the supplier. These types of actions can significantly reduce the amount of stock needed and thereby the capital employed.
5. Increasing flexibility: If the company wishes to offer flexibility to its customers it
The company could expand even more to increase their market share. They must keep communications open through their relationships to avoid miscommunication and confusion. References Karniel. A and Reich.
We will provide on-going development towards our product and customer services in order to become the best in terms of customer value, employee talent and predictable growth so that it may achieve competitive advantage in this
The adoption of new technologies and trends is being facilitated in the industry for the competition and the customer’s overall experience. Many suppliers that are having similar strategies face a strong competition. The barriers for exiting the markets are high. Products and services of are undifferentiated leading the customer to focus on the prices offered. Low market growth, so it can be increased only by taking another firm’s market share.
Another external risk is a lost of a supply chain which is result in late or missed deliveries of inventory. A manufacturer of a product may discontinue making a popular item or cease business operations all together. Target can monitor external market conditions of its manufacturers however they cannot control their cash flows or business operations. Target should analyze and identify the potential consequences to potential risk situations (Popescu, Gherghinescu, & Ionete,
This reduced the company’s inventory costs by over 20% which improved delivery
If a suppliers they decrease the quality of components, the quality of the finished product will slow-down or suffer so that manufacturer will lower its price or loses. Switch costs and supplier concentration, we need to have constant suppliers and we did not change any suppliers so that we no need to face any problem about switching cost. If the switching costs are high, fewer buyers will change the suppliers because of switching costs. Indeed, without top quality technologies, organizations like LEAFXPRO Bicycles would not possess the capability to build innovative bicycles that are able to surpass
Valuable Rare Costly to imitate Exploited by organization Competitive implication Yes Yes Yes Yes Sustainable Competitive Advantage Value Chain- Primary Activities Support Activities Inbound Logistics: • Locally purchase raw materials in bulk (Low
The manufacturer of the product will contract out the production of the product to another organization to produce the product on their behalf. Clearly contracting out saves the organization
In the early 2000s, The Boeing Company faced many challenges with increasing competition in the commercial aircraft market. To remain competitive, they began the development of their 787 Dreamliner aircraft using an unconventional approach in terms of supply chain management. The historical approach that Boeing used on previous aircraft designs required Boeing to procure raw materials and subassemblies from several different suppliers and manufacture the final assembly in house. Dreamliner sought out to be the first of Boeing 's kind to outsource 70 percent of its major subassemblies under a Partnering for Success initive (5) , leaving Boeing to assemble the final assembly performed in-house. Build airplanes the same way the automobile industry
It would aim at establishing a strong customer lifetime value. It would also search for new markets in other
This is the comparison of the benefits offered by a company's product to its customers relative to the price it asks customers to pay. To do this, companies can influence the value proposition in one of two ways mainly. This can be done through long term brand building. They can also offer a relatively low cost to enhance value. Ultimately, the key is that customers perceive that the product's merits exceedingly justify its price.
Suppliers provide products and services in return for payment on time, repeat orders and respect but
The best companies in the world are discovering a powerful new source of competitive advantage. It's called supply chain management and includes all onboard activities that bring products to market and satisfied customers. The Supply Chain Management program covers topics from manufacturing operations, transportation, purchasing and physical distribution for a single program. Coordinated the successful management of the supply chain and all these activities integrated in a continuous process.
Growing customer expectations result in shorter life cycle of products and this means that companies should make their processes more and more flexible adopting modularity and product platforms in order to overcome competitors. Companies who fail to meet dynamic customer needs are doomed to fail. To illustrate this we can consider Tata Motors that designed a car selling at $2500 having identified the need for cheap vehicles and introduced market-pull innovation. Though having some negative feedbacks on its security it is affordable for many families in India.
Product design can fulfil the demands of the customers and they are willing visit the same company again in the future. Referencing to the words of Vonderembse (n.d.),