CAPS Research Library Summary
| To read and download CAPS research and benchmarking reports, create a free account in the CAPS Library now. Please note: reports released within the last 7 years and event presentations are reserved for CAPS members and will appear locked to non-members. Learn more about CAPS membership. |
|
978. Futures Study 2026 March 2023 Adegoke Oke ASU This summary provides an overview of the findings from the forth coming research report Futures Study 2026. Based on previous studies conducted in 2007 and 2012, researchers identified the top priorities and challenges the supply chain profession expects to undergo through 2026. Tags: Business Environment
977. Webinar: Applying New Variables to Existing Supply Management Decisions February 2023 Robert Wiedmer, Assistant Professor, Arizona State University Today’s operating environment presents new challenges for supply professionals. Increased regulations, trade barriers, a public health pandemic, and new sustainability targets are some of the factors that supply professionals have to take into consideration. How are supply management decisions changing as a result of these new drivers or circumstances? In this webinar, assistant professor, Robert Wiedmer presented the research findings assessing and validating the procurement model companies should use to navigate the uncertainties and risks of the current environment. Tags: Cost Analysis, Cost Savings
975. Supply Management Alignment with Internal Stakeholders 2023 February 2023 CAPS Research CAPS Research This report provides a snapshot of Supply Management/SCM departments' alignment with the business, including the strategies and actions they undertake to engage stakeholders and internal business partners. Tags: Leadership, Stakeholder Alignment
976. Supplier Risks Past and Future January 2023 CAPS Research CAPS Research The purpose of this survey is to discover how global companies rate the severity of supplier risks over the last two years as well as anticipated severity into the next three years. The results will compliment interviews being conducted with business practitioners for a CAPS Research white paper currently in production.
973. Thinking Beyond Procurement January 2023 CAPS Research What value does supply chain management provide to an organization? How should the supply management functions be positioned within an organization? CAPS Research Executive Director, Denis Wolowiecki, answers these questions in a December 2022 presentation for the Center for Applied Research and Innovation in Supply Chain - Africa (CARISCA).
972. Applying New Variables to Existing Supply Management Decisions December 2022 Robert Wiedmer Arizona State University Today’s operating environment presents new challenges for supply professionals. Increased regulations, trade barriers, a public health pandemic, and new sustainability targets are some of the factors that supply professionals have to take into consideration. How are supply management decisions changing as a result of these new drivers or circumstances? In this report researcher present a comprehensize decision framework that incorporatees current supply chain risks into exisitng sourcing models.
Tags: Cost Analysis, Cost Savings
971. Metrics of Supply Management Insights Report 2022 November 2022 CAPS Research CAPS Research The purpose of this report is to provide insights and a deeper dive into key metrics from the original 75 found in the full Metrics of Supply Management report, which is CAPS' flagship report and industry-leading standard for effectiveness and efficiency supply management KPIs.
970. Priorities of Supply Management Leaders November 2022 CAPS Research CAPS Research Senior supply and SCM executives reveal their top priorities for the function over the next 12 months and in three years. Tags: Business Environment, Leadership
969. Quickpoll - Cyber Risk Due Diligence November 2022 CAPS Research CAPS Research
A CAPS member requested information on company practices when conducting I.T. / cyber risk due diligence with suppliers BEFORE on-boarding a new supplier. CAPS' quick polls are sent to a small, targeted number of companies to facilitate faster turn-arounds and help avoid survey fatigue among our benchmarking contacts.
966. Webinar: Supply Chain Economics: Current Conditions in the Industrial Sector October 2022 Jason Miller, Associate Professor of Logistics, Michigan State University In this webinar, Professor Jason Miller of Michigan State University provided a data-driven perspective on the current conditions in the industrial sector, including cost-push inflationary pressures, current levels of industrial production, and the degree to which supply chain disruptions are negatively affecting capacity utilization. Tags: Industrial Manufacturing
967. Webinar: Managing Risks From Your Suppliers October 2022 Gerard Smith, President, Global Risk Management Solutions In this webinar, CAPS Research and GRMS have partnered to bring an informative discussion about common and manageable risks arising from doing business with your suppliers. Many companies felt that they have addressed many of the common risks but have not stayed current with changing circumstances. Other risks have proliferated as a result of inadequate staffing, insufficient skills, and an increasingly complex set of global regulations. CAPS has highlighted findings from our risk management research and GRMS discussed common challenges and solutions.
968. Webinar: End-to-End Resiliency October 2022 The unpredictability of the last two years has emphasized the need for organizations to develop resiliency internally and within their supply base. In this new study, researchers sought to understand the structures, processes, and behaviors that support organizational efforts to build a more resilient supply chain. In this webinar, Assistant Professor, Mikaella Polyviou presented the research findings including a framework for end-to-end resiliency, maturity model, and scorecard with metrics to assess your organizations resiliency.
964. CPO Leadership Summit - 2022 October 2022 CAPS Research The CAPS CPO Leadership Summit is a new, reimagined event that focused on talent, cybersecurity, sustainability, digital supply management, analytics, and more.
965. Cybersecurity Supplier Risk Assessment October 2022 Julie Earp North Carolina State University Securing your organization's supply chain is increasingly important with the proliferation of IoT, greater use of mobile devices, growth of data sharing, and increased work-at-home environments. This research offers a framework to balance the risks of increased supplier accessibility with the cost of securitization and a roadmap for rolling out a global supplier cybersecurity strategy for communication with a global supply base.
Tags: Cybersecurity
961. Quick Poll - Supplier Relationship Management in a Virtual Environment September 2022 CAPS Research CAPS Research The COVID pandemic forced a major change in the way buying companies approached their Supplier Relationship Management (SRM) efforts. Travel and in-person meetings became almost obsolete and virtual interactions became the norm. The purpose of this survey is to understand how these changes impacted organizations' approach to SRM.
962. Quick Poll - Managing Price Escalation for Materials in Bids and Contracts September 2022 CAPS Research CAPS Research Companies across industries face significant challenges with material price escalations, especially those with long product development lead times and those that conduct business with governmental departments. The purpose of this Quick Poll is to identify the activities companies are engaging to manage these price increases.
963. Quick Poll - eAuction Practices September 2022 CAPS Research CAPS Research A CAPS member requested an overview of practices of eAuctions at procurement departments at large companies. CAPS' quick polls are sent to a small, targeted number of companies to facilitate a faster turn-around and help avoid survey fatigue among our benchmarking contacts.
960. Quick Poll - Materials Cost Estimating Tools August 2022 CAPS Research CAPS Research This quick poll summary includes information about materials cost estimating tools used in procurement. It was requested by a CAPS member given the current climate of increased pressure from government customers regarding material cost estimates in proposals, as well as the growing challenges of obtaining estimates from suppliers. CAPS' quick polls are sent to a small, targeted number of companies to facilitate a faster turn-around and help avoid survey fatigue among our benchmarking contacts.
959. Supply Chain End-to-End Resiliency August 2022 Mikaella Polyviou, Ph.D. Arizona State University The unpredictability of the last two years has emphasized the need for organizations to develop resiliency internally and within their supply base. In this study, researchers outline structures, processes, and behaviors that support organizational efforts to build a more resilient supply chain. Findings include a framework for end-to-end resiliency, maturity model and scorecard with metrics to assess resiliency.
958. The 2022 Metrics of Supply Management: A Cross-Industry Report August 2022 CAPS Research CAPS Research The Metrics of Supply Management provides data for Key Performance Indicators (KPIs) for headcount, OPEX, spend, savings, ROI, and others. Six industries and three sectors are broken out from the general population, allowing for supply management groups to see how they stack up against comparable organizations.
957. Emerging Supply Chain Opportunities to Expand Supplier Diversity August 2022 CAPS Research In this presentation from the July 2022 NMSDC Program Managers' Seminar, CAPS Research Executive Director summarizes opportunites and benchmarks for supply chain departments to advance their supplier diversity programs. Tags: Supplier Diversity
956. Supplier Diversity Programs: Progress So Far, Where to Next July 2022 Dayna Simpson Monash Business School In this report researchers explore challenges facing organizations in their efforts to increase spend and strategic invovlement with diverse suppliers and provide recommendations to improve their programs.
955. Quickpoll - Managing Commodity Materials Price Escalation in Bids and Contracts July 2022 CAPS Research CAPS Research Companies across industries face significant challenges with material price escalations, especially those with long product development lead times and those who conduct business with governmental departments. This poll was sent to a smaller set of companies to get a quick pulse on the activities companies are engaging in to manage these price increases.
954. Investment Recovery Metric Report 2022 May 2022 CAPS Research CAPS Research An increasing number of companies look to add investment recovery programs to their environmental sustainability efforts, and as a way to increase their return on capital/equipment investments. This report, developed in partnership with the Investment Recovery Association, includes metrics related to the overall cost benefits of investment recovery programs as well as best practice implementation, services and processes, effectiveness of program-related tools and technologies, and investment recovery staffing.
953. Data Sharing and Protection Process May 2022 CAPS Research This two-part summary provides a method supply management can include in the supplier onboarding process to determine what data to share with external organizations, how to keep it safe, and best practices when implementing this process. Summarized from the research report Digital Connectivity and Data Protection (2021). Tags: Supplier Programs
952. Profile of A CPO May 2022 CAPS Research CAPS Research The Profile of a CPO report is based on responses from Chief Procurement Officers or equivalent. “CPO” is used to represent the senior sourcing, procurement, and/or SCM practitioner. The report includes benchmarks about mobility, experience, responsibilities, salary and compensation, and more. Tags: Leadership, Organizational Design
951. Drive Sustainability Using Reverse Logistics May 2022 CAPS Research This 3-page overview of reverse logistics provides a frameworks that can help drive sustainability goals and initiatives within your organization.
950. Risk Measurement Matrix April 2022 CAPS Research The Risk Measurement Matrix categorizes types of risks, according to their ease of measurement and source of data. Use this model as is or adopt to meet your organizations specific situation. Tags: Supplier Risk Management
949. The Future of Supply Chain Management 2021-2025 April 2022 CAPS Research CAPS surveyed over 150 supply management leaders about the challenges, strategies, and goals they will focus on through 2025. This first release is the result of a collaborative effort between CAPS and BCG. Tags: Performance Metrics
948. Improving Supply Management Metrics in Strategic Areas of Focus April 2022 CAPS Research This model adapted from the research report Metrics of the Future (2020) categorized six themes for improving metrics development and reporting with a list of desired metrics to be developed for each category. Tags: Performance Metrics
946. Stakeholder Mapping & Profile Development March 2022 CAPS Research Use this 6-step process to help your supply management team prepare for internal stakeholder engagements. Adapted from the CAPS Research report A Playbook for Category Management and with content provided by Robert Handfield, Ph.D., NC State University. Tags: Stakeholder Alignment
947. Stakeholder Advisory Board - Case Study March 2022 American Red Cross This case study from the American Red Cross outlines the benefits of and process for implementing a stakeholder advisory board. Tags: Stakeholder Alignment
945. Metrics of Supply Management Insights Report 2021 March 2022 CAPS Research CAPS Research The purpose of this report is to provide insights and a deeper dive into key metrics from the original 75 found in the full Metrics of Supply Management report, CAPS flagship product for effectiveness and efficiency supply management KPIs.
943. Supply Management Contributions: Beyond Cost Savings March 2022 CAPS Research In this model from the research report Metrics of the Future (2020) researchers summarize 15 areas, beyond cost savings, that supply mangement contributes to the overall organizational goals.
944. Supply Management Metrics Reported to C-Suite March 2022 CAPS Research Compiled from interview with more than 30 professionals, this model provides examples of both quantitative and qualitative supply management metrics being reported to the C-Suite.
942. 2022 Virtual McKenna Health Policy Lecture March 2022 This McKenna Lecture featured Dr. Raquel Bono and her view of our preparedness for the COVID-19 pandemic. In the era of COVID-19, readiness across all sectors - especially healthcare - is critical. With another pandemic anticipated within the next decade, going back to the “old normal” is not an option. Dr. Bono successfully consolidated the respective military health services under the Defense Health Agency (DHA), which advanced its readiness work. Dr. Bono provided her perspective on opportunities for the civilian healthcare system, grounded in the military’s success. Tags: Health Sector
940. Supply Management's Integration with Demand Management March 2022 CAPS Research This 3-page summary provides an overview for integrating supply management with demand management. Adapted from the research report Supply Management Integration into Demand Management (2020).
941. Pairs Analysis Bid Tool March 2022 CAPS Research The Pairs Matrix tool is a 4-step process for teams to identify and prioritize the most important attributes needed to complete a sourcing and supplier selection project.
939. Supply Chain Disruptions: Where do we go from here? March 2022 In this hour-long virtual event, seasoned executive, William Villalon, discussed how the pandemic spurred a series of disruptions, shared his outlook for the next two years including speculation on the direction of freight rates, and provided advice for working with shipping providers.
935. Supply Chain End-to-End Resiliency Summary of Key Findings February 2022 Adegoke Oke, Ph.D. Arizona State University This summary of the research study Supply Chain End to End Resiliency provides an overview of the researchers key findings and recommendations for building a more resilient supply chain.
936. Supply Chain Resiliency Balanced Scorecard February 2022 CAPS Research Get a complete picture of your organizations supply chain resiliency with this balanced scorecard from the research study, Supply Chain End to End Resiliency: A Summary of Key Findings
937. Supply Chain Resiliency Framework February 2022 CAPS Research This framework provides you with the key factors that influence resiliency and the metrics you need to assess your organization. Adapted from the research study Supply Chain End to End Resiliency: A Summary of Key Findings.
938. Supply Chain Resiliency Maturity Model February 2022 CAPS Research This 5-tier model will help you assess your organizations current level of resiliency and identify areas for improvement. Adapted from the research study Supply Chain End to End Resiliency: A Summary of Key Findings.
932. Category Management Framework February 2022 CAPS Research This 1-page framework outlines the key stages and activities involved in creating and executing your category management playbook. Adapted from the CAPS Research report "A Playbook for Category Management." Tags: Category Strategy
933. Category Management Maturity Model February 2022 CAPS Research The Category Management Maturity Model outlines the progression of a program from minimally formal to extremely formal. Use this model to assess your current category management program and identify opportunities for improvement. Tags: Category Strategy
934. Beginning the Journey to Supplier Sustainability Initiatives February 2022 Lisa Ellram, Ph.D. Miami University Gather insights and learn about concerns from companies who are currently engaging suppliers in the process of reducing Scope 3 emissions in this Critical Issue report. Included is a presentation summary outlining the key takeaways.
930. Renewable Energy Procurement January 2022 CAPS Research A solid renewable energy procurement program can be an essential part of the energy strategy for organizations pursuing net zero targets. In this article, we help you navigate the complex world of renewable energy credits and power purchase agreements.
931. Supply Management's Role in Environmental Sustainability Initiatives January 2022 CAPS Research This 1-page overview provides a glimpse at supply management's role in environmental sustainability initiatives with metrics from the CAPS Benchmark report "Sustainability and Supply Management."
929. Cost Models in Today’s Business Environment December 2021 CAPS Research Some companies are navigating the uncertainties of the current business environment using decisions that were made many years ago. Sourcing decisions, such as offshoring and single sourcing, are being revisited with input relevant to today’s market conditions and risks. The purpose of this report is to highlight key factors and variables that should inform supply management decisions and sourcing, especially related to various cost models.
928. Webinar: The Procurement Skills Challenge November 2021 In this webinar, CAPS, along with ProcureAbility’s Betsy Pancik, VP of Customer Success, and Seraj Farooqui, Senior Manager, shared an update on the procurement labor market and discussed the skills required of procurement teams in the future. They also discussed steps procurement leaders could take to prepare for this talent challenge, including:1. Skills assessments and development plans2. Reskilling vs. upskilling3. Other solutions to close talent gaps and reduce turnover risk
927. What is Wrong with Global Supply Chains? November 2021 Robert Handfield, Ph.D. North Carolina State University This white paper discusses some of the reasons for the supply chain's continued disruptions, including climate change impacts, labor shortages, and surges in consumer demand. Included are some possible solutions and recommendations organizations can implement.
925. Future Talent Management: Where to Focus November 2021 CAPS Research This one-page summary highlights six focus areas for managing future talent with a comparison of current and future responses. Adapted from the CAPS report Future Supply Management Talent. Tags: Talent Management
926. Talent Skills Gap: A CPO Perspective November 2021 CAPS Research In this summary, CPOs rank the largest skill gaps and most important capabilities for the supply management team. Adapted from the CAPS benchmarking report The Procurement Team Skills and Roles. Tags: Leadership, Talent Management
924. Supply Management Organization and Roles November 2021 CAPS Research An overview of the supply management ecosystem including the primary areas of focus, job titles, and the average distribution of roles.
922. Procurement Analytics Software and Cloud Platforms October 2021 CAPS Research
Taken from interviews with supply management practitioners, see some of the common procurement analytics software suppliers and related cloud platforms being used today.
The list is not intended to be comprehensive, and CAPS Research does not endorse any particular supplier(s).
Access the full research report "Applying Advanced Analytics: Beyond the Ordinary" in the CAPS Library.
Tags: Big Data, Data Analysis
923. Advanced Analytics Tasks and Procurement Applications October 2021 CAPS Research Consolidated from the CAPS report "Applying Advanced Analytics: Beyond the Ordinary," this 1-pager has high-level examples of how to apply advanced analytics in procurement. Tags: Big Data, Data Analysis
921. Supply Chain Resiliency October 2021 CAPS Research Today, large organizations face multiple challenges in managing risk from the supply base – including operational disruptions, geopolitical instability, no visibility into dependencies throughout the supply chain, cyber-attacks that originate in the supply base, and many more. This benchmarking report is in response to requests from supply management leaders to help them address these risks.
920. The Metrics of Supply Management: A Cross-Industry Report 2021 October 2021 CAPS Research The Metrics of Supply Management provides data for Key Performance Indicators (KPIs) for headcount, OPEX, spend, savings, ROI, and others. Six industries and three sectors are broken out from the general population, allowing for supply management groups to see how they stack up against comparable organizations. A glossary of terms is included at the end of the report.
919. Applying Advanced Analytics: Beyond the Ordinary September 2021 Srimathy Mohan, Ph.D. Arizona State University Advanced analytics can provide game-changing results for organizations and their supply management teams. This research examines the practical applications of advanced analytics and how to successfully implement these practices. It includes use cases with examples, as well as a 4-step implementation plan. Tags: Data Analysis, Emerging Technology
918. Risk Metrics and Data Sources September 2021 CAPS Research See a list of illustrative risk metrics and their data sources that can help your supply management organization expand or reevaluate its current risk metrics. Based on interviews with CPOs, this 1-page resource is adapted from the CAPS report, Measuring and Managing Risks in the Supply Chain.
917. Emerging Technology - Supply Management Use Cases and Implementation September 2021 CAPS Research A high-level overview that provides supply management use case examples, justifications, barriers, and success factors in implementing RPA, AI, machine learning, blockchain, and IoT. The overview also includes use case examples for other more common technologies/processes. Adapted from the CAPS Research report "Compelling Applications of Emerging Technology."
916. Webinar: Implementing Emerging Technology for the Future August 2021 While the potential advantages of emerging technology seem vast, many of these solutions are still being tested, are growing and evolving, and don't have the track record to prove long-term effectiveness in supply management. In this webinar, Dr. Adegoke Oke, Harold E. Fearon Fellow and Associate Professor at Arizona State University provided an overview of his findings from the CAPS Research report, Compelling Applications of Emerging Technology in Supply Management. In addition, supply management leaders from Intel, IBM, and Chevron shared their experiences with emerging tech in a panel discussion and Q&A session. Tags: Emerging Technology
915. Strategically Advancing Supplier Diversity at Large Companies August 2021 CAPS Research
Many large companies have stepped up their focus on building and strengthening their supplier diversity programs. In doing so, questions are surfacing on both sides about how diverse suppliers, which are typically small and medium-size companies, can meet the strategic needs of large, global companies. The purpose of this Snapshots report is to explore questions that can help improve this alignment for the mutual benefit of both parties.
CAPS’ unit of response is a company, distinct operating division, or business unit. There were 45 respondents that participated in the survey.
913. Supply Chain Cybersecurity Archetypes August 2021 CAPS Research A one-page summary describing the five common ways hackers gain access into targeted companies by going through the supply base. Also includes high-level mitigation strategies for each archetype. Adapted from the CAPS report "Cyber Security in Supply Chains" which provides additional detail.
914. Compelling Applications of Emerging Technology August 2021 Adegoke Oke Arizona State University Emerging technologies such as AI, RPA, and blockchain are increasingly being deployed in organizations to execute and facilitate supply chain activities. This research examines the justification, implementation process, barriers to implementation and critical success factors for implementation for more than 10 types of emerging technologies. Tags: Emerging Technology
912. Supplier Innovation Assessment Tool August 2021 CAPS Research
Assess the innovation capacity of suppliers PLUS your own company's capability to leverage supplier innovation in this CAPS Research Supplier Innovation Assessment Tool. In addition to assessment questions, it contains scoring tables and radar charts that auto-fill as you enter responses. Questions are intended to be answered by a sourcing manager, category manager or supplier relationship manager, and multiple suppliers can be assessed and compared.
This assessment was created from a CAPS report called, Measuring and Managing Supplier Innovation, available in the CAPS library at this link: https://www.capsresearch.org/library?linkedReportID=762.
911. Assessing the Current State of Supply Chain Shortages August 2021 Robert B. Handfield, Ph.D North Carolina State University
This white paper examines some of the underlying issues that are causing the sudden capacity crunch in different markets, the likelihood of inflationary pressures continuing to persist, and the outlook for supply managers. It also briefly examines the impact of government policies on supply-side issues and examines the outlook for major sectors of the economy.
910. Sustainability and Supply Management June 2021 CAPS Research
This Snapshots Report provides insight into sustainability metrics, objectives, and challenges of corporate sustainability and supply management practices. It addresses economic, environmental, and social sustainability.
CAPS’ unit of response is a company, distinct operating division or business unit. There were 49 respondents that participated in this survey.
909. Webinar: Supply Chain Finance: Bridging Physical & Financial Supply Chains May 2021 Dr. Michiel Steeman Windesheim University of Applied Sciences Supply Chain Finance (SCF) is now an established approach for increasing the value of your supply chain. By leveraging the relationships between buyers and suppliers, SCF facilitates suppliers’ access to cash and allows buyers to increase their own liquidity. However, not all that glitters is gold. Pitfalls in adopting and managing SCF programs can include reputational damage, accounting risk, and trust issues among buyers and suppliers – all reasons programs can fail to reach their targets. Tags: Financial
908. Supplier Risk Management Maturity Model May 2021 CAPS Research Plot your company’s supplier risk management efforts against the CAPS Supplier Risk Management Maturity Model. This Procurement Maturity Model was built using CAPS expertise and practitioner input combined with CAPS' benchmarking data and research findings. Tags: Supplier Risk Management
907. Post-Pandemic Corporate Travel Policies May 2021 CAPS Research
This CAPS Quick Poll report highlights how organizations’ corporate travel policies have adjusted during the pandemic and their projections for corporate travel policies in a post-pandemic environment.
CAPS’ unit of response is a company, distinct operating division, or business unit. There were 25 respondents that participated in this Quick Poll.
906. List of Supplier Risks - Where to Invest April 2021 CAPS Research Tracking and managing all possible supply risks is not practical for most companies, especially since technology options to do so are limited. But understanding risks that might come from the supply base is still important. Use this list to focus your risk protection efforts where it matters most for your company & industry. Tags: Supplier Risk Management
905. Procurement Metrics Index April 2021 CAPS Research Drawing from the CAPS extensive network of companies, research, and the Metrics of Supply Management benchmarking survey, CAPS has compiled a list of 100+ metrics that are used by supply management to track its performance and tell the value story to internal stakeholders. The downloadable spreadsheet includes the metric ID, category, sub-category, name, and calculation. Tags: Performance Metrics
903. Metrics Value Reporting Maturity Model April 2021 CAPS Research The Metrics & Value Reporting Maturity Model represents the progression from supply management department specific objectives to fully aligning with specific stakeholders and the corporate objectives. The Procurement Maturity Model is adapted from the CAPS research report, "Metrics of the Future: Moving Supply Management Beyond Cost Reduction," the findings of which are based on interviews with CPOs, CFOs, and other leaders at global corporations.
904. Supplier Due Diligence: The Quest for a Universal Standard for Supplier Assessment April 2021 Stanley E. Fawcett Weber State University Using multiple platforms and portals for each customer often proves challenging for suppliers. In this paper, researchers address the potential for a cross-industry, standardized approach that allows suppliers to easily share information with multiple buyers. Tags: Supplier Programs
901. Digital Connectivity and Data Protection in Supply Management March 2021 John V. Gray, Ph.D. The Ohio State University Companies are collecting and sharing more data than ever before, making effective management of this data increasingly important across all functions. What role does supply management play and how can we minimize data risks in the supply chain? In this report, researchers discuss methods for assessing suppliers, the ins-and-outs of building cybersecurity measures into contracts, and best practices for supplier data protection. Tags: Cybersecurity , Emerging Technology
902. Spring 2021 McKenna Virtual Lecture & Symposium March 2021
The 2021 McKenna Lecture featured Denis Cortese, M.D., Emeritus President and CEO, Mayo Clinic and Director of the Center for Healthcare Delivery & Policy at ASU. Dr. Cortese shared the results of work he is leading as President of the Healthcare Transformation Institute with eight competing health systems in the Phoenix area. Multidisciplinary leaders from each of the health systems identified the strategic pillars and are collaborating to develop the critical capabilities required in each of the pillars.
In addition to the McKenna Lecture & Symposium, attendees were invited to participate in additional post-lecture interactive topical sessions. Each of these sessions was designed to further advance each of the strategic pillars of a resilient health system addressed in the McKenna lecture.
Tags: Health Sector
900. Determining Supplier Diversity Status February 2021 CAPS Research
This CAPS Quick Poll Report highlights how companies identify the diversity status of their suppliers with breakouts by select industry and revenue size.
With an increased focus on supplier diversity programs, an important activity for many companies is to understand how diversity status is determined, the accuracy of their process, and what to do when discrepancies arise.
CAPS’ unit of response is a company, distinct operating division, or business unit. There were 89 respondents that participated in the survey.
899. CAPS Supply Management Maturity Progression Model February 2021 CAPS Research The CAPS Research Supply Management Maturity Model provides a framework to assess the supplymanagement group’s current effectiveness and identify opportunities to improve performance and valuecontribution. The CAPS Procurement Maturity Model contains five levels of proficiency ranging from Foundational to StrategicIntegration, in ascending order of proficiency. It is designed to track and guide the progressive growth of thefunction, enabling organizations to evolve their capabilities to successive levels of maturity.
898. Managing Talent Through the HR Life Cycle February 2021 Thomas F. Gattiker Boise State University The current challenges facing talent management can be felt day-to-day in supply management organizations. With a wave of retirements already in process and a new generation emerging from college to begin their careers, executives are seeking best practices for managing talent across the life cycle. In this report, researchers examine the HR life cycle, detailing new and unique practices for recruiting and retaining talent. Tags: Talent Management
897. Pandemic Impact on Payment Terms January 2021 CAPS Research
This Snapshots Report seeks to discover whether there’s a notable shift in corporate payment terms as a result of the significant market and societal changes of 2020.
CAPS’ unit of response is a company, distinct operating division or business unit. There were 48 respondents that participated in the survey.
896. Implementing Emerging Technology in Supply Management January 2021 CAPS Research This Snapshots Report provides insight into the challenges and enablers of implementation of emerging technologies in supply management. There were 68 respondents that participated in the survey.
895. A Playbook for Category Management November 2020 Mikaella Polyviou, Ph.D. Arizona State University Executing an effective category management program requires a well-planned strategy that is both integrated and aligned with the business. This whitepaper creates a practical category management playbook with proven tips, tricks, and success factors for developing and executing a successful category strategy. Tags: Category Strategy
894. Online Marketplaces and Procurement November 2020 Raghu Santanam Arizona State University Is your organization prepared to take advantage of the simplicity, variety, and cost savings offered by online marketplaces like Amazon and Alibaba? Originally consumer-focused, these marketplaces are now poised to disrupt B2B purchases. This study investigates the expected impact online marketplaces could have on transforming traditional procurement practices. In this report, we discuss the opportunities and risks of online marketplaces and include a roadmap for adopting online marketplaces.
893. Webinar: A New Economic Reality: A Look into the Future October 2020 Dennis Hoffman Arizona State University What changes have we seen in the economy as a result of the global pandemic and recession? What is the outlook for the near future? CAPS invited economist Dennis Hoffman to discuss how we deal with this new economic reality as we look toward the future. This hour-long webinar included US and International economic updates and a discussion on the upcoming US Election. Tags: Business Environment, Pandemic
891. Applying Advanced Data Analytics October 2020 CAPS Research
This Snapshots Report provides insight into the data analytics approaches and tools that supply management is currently using, including questions about advanced analytics maturity.
This survey was launched in support of the CAPS research project “Applying Advanced Analytics: Beyond the Ordinary.” The research report focuses on the application of advanced analytics, stretching beyond the typical spend visibility, compliance, risk and contract metrics.
CAPS unit of response is a company, distinct operating division or business unit. There were 63 companies that participated in the survey.
892. Reverse Logistics: The 5x5 Formula for Success October 2020 Hitendra Chaturvedi Arizona State University In today's e-commerce dominated world, a well-managed reverse logistics (RL) program can help companies meet both sustainability and revenue goals. This new white paper from CAPS discusses the different components of RL and proposes a framework for companies to manage RL strategically. With better management, RL can lead to a lower carbon footprint, higher customer satisfaction, and increased revenue. These opportunities and more are covered in this report.
889. Supplier Due Diligence Assessments September 2020 CAPS Research
Supplier assessment and qualification is resource-intensive and has been described as fatiguing for the following reasons:
1. Buyers need to collect, assess and compare data regarding potential suppliers’ capacity, controls, financial health, resiliency and capabilities.
2. Suppliers need to gather and provide data to each potential buyer, usually in different formats, platforms, and overall depth of detail.
To reduce the burden of this process on suppliers and buying companies, some 3rd party providers offer standardized data gathering and assessment services accessible in a common data-sharing or hub platform.
This Snapshots Report provides insight into participating supply management organizations’ use of supplier due diligence assessments and perception of 3rd party assessment services benefits and challenges.
CAPS unit of response is a company, distinct operating division or business unit. There were 61 companies that participated in the survey.
890. Webinar: Creating Extraordinary Internal Customer Experience September 2020 The quality of supply managers’ internal working relationships matters to the business; both good and bad aspects of those relationships ripple through to the company’s bottom line. Based on the latest CAPS Research report, "Procurement’s Role in Creating Extraordinary Internal Customer Experience, Service Delivery, and Business Performance", our researchers took a look at key marketing concepts – customer orientation, market orientation, and a relationship marketing approach – that supply management leaders could leverage in their interactions with internal customers.
888. Metrics of the Future: Moving Supply Management Beyond Cost Reduction September 2020 Lisa Ellram, Ph.D. Miami University As supply management (SM) continues to evolve and move beyond cost savings it becomes increasingly important to use metrics that are understood and supported by the organization. Researchers identified 14 areas and corresponding metrics in which SM contributes to organizational success. A six-stage maturity model and more than 20 case studies are included. Tags: Cost Savings, Performance Metrics
886. Webinar: Metrics of the Future September 2020 CAPS Research Supply management professionals must be ready to embrace the purchasing and supply management (PSM) challenges of the future and measure their performance using metrics supported and understood throughout their organization. In this webinar, professor and researcher Lisa Ellram, Ph.D. discusses emerging trends in PSM, opportunities and challenges created by these trends, and the next best steps for supply chain professionals. This content was developed from the CAPS Research report, "Metrics of the Future: Moving Supply Management Beyond Cost Reduction". Tags: Cost Savings
887. Early-Career Supply Management Employees September 2020 CAPS Research
Some supply management teams face challenges recruiting and managing early-career professionals who typically fall in the Millennial and Gen Z categories (individuals under 40 years old in 2020).
This Snapshots Report provides insight into participating supply management organizations’ ratings of the effectiveness of various HR and performance management activities with early-career supply management professionals.
CAPS' unit of response is a company, distinct operating division, or business unit. There were 69 companies that participated in the survey.
Tags: Talent Management
885. The Metrics of Supply Management: A Cross-Industry Report 2020 August 2020 CAPS Research The Metrics of Supply Management provides data for Key Performance Indicators (KPIs) for headcount, OPEX, spend, savings, ROI and others. Five industries and three sectors are broken out from the general population, allowing for supply management groups to see how they stack up against comparable organizations. A glossary of terms is included at the end of the report.
884. Procurement's Role in Creating Extraordinary Internal Customer Experience, Service Delivery, and Business Performance August 2020 Ajith Kumar, Ph.D. Arizona State University Supply management professionals must create outstanding relationships with external suppliers while also serving internal users to maximize business value. This research investigates successful working relationships between procurement departments and their internal customers and how these relationships can be leveraged to improve business outcomes. In this report, researchers identify seven key themes and novel best practices.
883. Prove Your Value to Internal Stakeholders July 2020 CAPS Research CAPS wants to help you refine your delivery of "so what" messages that colleagues will care about. This one-hour webinar and "fireside chat" with CAPS Executive Director Bryan Fuller and Director of Benchmarking Geoff Zwemke includes examples of how practitioners are communicating the strategic value of supply management within their organizations.
882. Category Management Virtual Workshop July 2020 CAPS Research
"Putting the Playbook to Work for You," a CAPS category management virtual workshop presented by former CPO Deb Stanton on June 25, 2020, explored the building blocks of category management according to Deb's own tried-and-true category management playbook including the framework, best practices, and inspiration to refine your own strategy.
*Note: this video omits three separate attendee breakout sessions.
Tags: Category Strategy, Cost Analysis
881. Supply Management Integration into Demand Management: Current State and Future Development June 2020 Xiaosong (David) Peng, Ph.D. Lehigh University Traditionally, supply management’s focus has been on the supply side of supply chain. However, in an increasingly customer-centric business environment, many supply chains are becoming more demand-driven. This report offers a look into how supply management can be integrated effectively with demand management. Case studies and examples are included to help you adapt some of these practices to your business. Tags: Process Manufacturing
880. CAPS Supply Management Virtual Summit 2020: A New Era of Transformation June 2020 CAPS Research The first-ever CAPS Supply Management Virtual Summit, presented on June 11, 2020, provided CAPS corporate members with the knowledge, insights, and inspiration of our annual global roundtables from the comfort and convenience of home. In this exclusive sales-free event we dove into supply chain risk, multigenerational communication challenges, cybersecurity, and more.
879. Sustainability: Smart Business for a Better World June 2020 Mary Siegfried CAPS Research Supply management plays a key role in driving and managing sustainability efforts within their organization. Whether a company is just starting its journey or is already managing detailed sustainability programs, supply management leaders agree sustainability is a focus that will only increase in importance in the years ahead. This report captures lessons learned from a day-long discussion on sustainability practices and provides case studies with examples.
878. Webinar: Managing Through the Coronavirus (COVID-19) Pandemic May 2020 CAPS Research Months into global stay-at-home orders, and as restrictions begin to ease, supply management professionals must look to the future and begin to ease supply chain woes brought on by the pandemic. In Part II of the CAPS COVID-19 webinar series, we will focus on insights and practices from global companies as they navigate through the pandemic business climate.
877. Managing Through the Coronavirus (COVID-19) Pandemic May 2020 CAPS Research
The Coronavirus (COVID-19) pandemic has shaken global supply chains, disrupted markets, and is changing the way we do business.
In this second and updated report addressing the topic, we asked supply management practitioners about the actions they’re taking to mitigate the impact of the crisis. New topics since the last survey include how PPE is being sourced, actions companies are taking to support their communities, and post-pandemic planning activity.
A total of 115 global companies responded.
CAPS Research has made this report available to non-member companies and the public during this challenging time. In return, we ask that you please cite CAPS Research when reporting any of the data included in this report.
875. Emerging Technology in Supply Management April 2020 CAPS Research This Snapshots report provides insight into Supply Management’s use of new technology (e.g., RPAs, analytics solutions, and Blockchain, etc.) as well as technology that has been around for some time (e.g., eSourcing and ERP solutions). There were 46 companies that participated in the survey.
876. Exploring Category Management: Across Different Business and Organizational Settings April 2020 Janet Hartley, Ph.D. Thomas Choi, Ph.D. Bowling Green State University Exploring Category Management offers a cross-industry overview of category management practices and practical steps for building your program. Multiple case studies provide insights on how companies are realizing the benefits of category management and overcoming challenges. No matter where you are in your journey, this report can help you move forward and ensure you are maximizing all the benefits of category management. Tags: Category Strategy
874. Supplier Assessment Tools 2020 April 2020 CAPS Research
This Snapshots report provides insight into Supply Management’s use of supplier assessment tools / services and the 3rd party organizations they use. There were 72 companies that participated in the survey.
872. Payment Terms March 2020 CAPS Research
The data in this CPO Insights report on Payment Terms was gathered at the 2020 CAPS CPO Roundtable, with a total of 34 participating companies.
Tags: Financial
873. Travel Policy March 2020 CAPS Research
The data in this CPO Insights report on Travel Policy was gathered at the 2020 CAPS CPO Roundtable, with a total of 34 participating companies.
Tags: Governance
871. Webinar: Coronavirus (COVID-19): CPOs' Response to the Crisis March 2020 Deb Stanton, Executive Managing Director CAPS Research We are in the midst of an unprecedented global health crisis, resulting in significant market disruptions, supply chains in flux, and new methods of conducting business. We are all still learning to lead effective supply management practices during the Coronavirus (COVID-19) pandemic. Join CAPS Research for a special webinar where we dig into the results of our latest survey, "Responding to the Coronavirus Pandemic". We gathered insights from 74 Chief Procurement Officers and senior supply management executives at Fortune 600 and Global 1000 companies. They told us how the Coronavirus has impacted their organizations and supply management groups, their greatest challenges, and specific actions they’re taking to mitigate the crisis within the organization. We’ll break down responses by industry and sector and discuss top organizations’ reactive and proactive measures.
870. Responding to the Coronavirus (COVID-19) Pandemic March 2020 CAPS Research
The onset of the Coronavirus (COVID-19) pandemic has shaken global supply chains, disrupted markets, and is changing the way we do business.
In the midst of this critical time, we asked Chief Procurement Officers and senior supply management executives about their challenges and actions to mitigate the impact of the crisis.
This report includes input from 74 CPOs from major corporations (Fortune 600 and Global 1000) sharing specifics on the impact to their supply management groups and across the enterprise, their greatest challenges, and measures they’re taking in the face of the pandemic.
CAPS Research feels the information herein is important and valuable and we offer the report publicly in the interest of advancing supply management. In return, we ask that you please cite CAPS Research when reporting any of the data included in this report.
869. Accuracy of Spend Classifications 2020 March 2020 CAPS Research
This Snapshots report provides insight into how prevalent inaccurate spend classification is among corporations, and the most common reasons for the incorrect classifications. It also includes numbers for the percent of spend that is classified incorrectly. There were 91 companies that participated in the survey.
Tags: Data Analysis, Sourcing Strategy
868. CPO Roundtable - North America - 2020 February 2020 CAPS Research At the CAPS CPO Roundtable, 2020: A New Era of Transformation, presenters and attendees explored key supply management topics that are shaping the coming decade: organizational transformation, business alignment, talent, emerging technology, cybersecurity, and more.
867. Measuring Supplier Diversity Program Performance February 2020 CAPS Research The 2020 update to the highly acclaimed Supplier Diversity Program Performance Report is now available. This report gains insight into the practices and performance of Supplier Diversity Programs across industries. Metrics include Supplier Diversity Program spend as a percent of Sourceable and Managed spend, as well as key characteristics of Supplier Diversity programs, including suppliers and the personnel within those programs. Tags: Supplier Diversity
866. Supply Management Transformation February 2020 CAPS Research
This CPO Insights report provides an overview of supply management transformation occurring within global companies.There were 54 companies that participated in the survey. Most responses were submitted by the CPO / senior supply management leader.
865. DOE/NNSA Contractors Procurement Performance Benchmarking Report 2019 February 2020 CAPS Research The DOE/NNSA (Department of Energy/National Nuclear Safety Administration) Contractors Procurement Performance Benchmarking Metric Report for 2019 contains key procurement performance measures including organizational structure, professional development, financial information, and supplier measures. Data was provided by 19 different DOE and NNSA laboratories (or sites). Tags: DOE/NNSA Contractors
864. Webinar: Building Your Category Management Playbook February 2020 Deb Stanton, Executive Managing Director CAPS Research Category management is very effective for influencing sourcing decisions, developing winning strategies, and achieving the best value from your suppliers. In this webinar, Deb Stanton, Executive Director of CAPS Research and former CPO, describes the building blocks of her category management playbook while sharing lessons learned. Tags: Category Strategy
863. New Measurements of Value January 2020 CAPS Research This CPO Insights report addresses how companies view and measure value creation beyond traditional savings and productivity.
861. P2P Cycle Time 2019 December 2019 CAPS Research
This Snapshots report provides insight into average cycle times for the P2P process as well as which segments of the process are measured by most companies.
There were 50 companies that participated in the survey.
862. Webinar: Creating Future-ready Supply Management Teams December 2019 Jennifer D. Nahrgang, PhD CAPS Research In this CAPS member webinar, Jennifer D. Nahrgang, PhD, lead researcher for research report Future Procurement Talent: Looking Ahead 10 Years, takes a close look at the talent lifecycle and new labor models that are sure to affect your organization in the next decade; specifically, how to source, develop, retain, and transition your supply management talent. We discuss proactive measures you can take now to address skill gaps in strategic thinking, leadership, and data analytics.
860. Future Supply Management Talent: Looking Ahead 10 Years December 2019 Jennifer D. Nahrgang, PhD, Bruce Gilmore, MBA, & Joan Brett, PhD Arizona State University The role of supply management professionals is evolving and changing. As we look ahead to the future, what skills, abilities, and expertise will future professionals need to succeed in the supply management field? What emerging labor models should you consider to leverage the workforce? How can you create an effective talent management lifecycle to source, develop, retain, and transition your team? These are just some of the questions explored in the research report Future Supply Management Talent: Looking Ahead Ten Years. Included in the report are 6 key focus areas for supply management leaders as well as a talent management lifecycle model.
857. Centers of Excellence in Supply Management 2019 December 2019 CAPS Research
Many companies create and use Supply Management Centers of Excellence (SM COE) to help identify, develop, and roll-out best practices in key areas and activities. Typically, SM COEs are made-up of teams of experts who provide specific functional execution in support of Supply Management and/or Business Units.
This Snapshots report provides insight into Supply Management Centers of Excellence.
856. Developing Supplier Ecosystems to Create Value November 2019 Frank Wiengarten, Ph.D. Ramon Llull University
In a traditional supply chain model, companies rely on their internal capabilities and their tier-one suppliers’ capabilities when developing new products and solutions. Supplier ecosystems are an emerging alternative model for innovation, offering benefits that traditional processes don’t provide. Developing Supplier Ecosystems to Create Value outlines a process for initiating supplier ecosystems and the benefits of using this approach. A list of 10 best practices and life cycle management steps are included in the report.
854. Digital Transformation and Data Analytics November 2019 CAPS Research The purpose of this Snapshots report is to provide an overview of company digital transformation and data analytics practices. The survey was conducted at the 2019 CAPS Fall Roundtable, with a total of 30 companies that participated in the survey.
855. Managing Supplier Risk 2019 November 2019 CAPS Research This Snapshots report seeks to understand how companies are managing supplier risk. This survey was conducted at the 2019 CAPS Fall Roundtable, with a total of 28 companies responding.
853. Business Partner Engagement 2019 October 2019 CAPS Research
Aligning supply management with the goals and needs of internal business partners (also known as business owners or internal stakeholders) continues to be a key priority for strategically focused supply management leaders. This report covers specific activities that typically show the level of engagement with this key stakeholder group. The survey was conducted at the 2019 CAPS Fall Roundtable, with a total of 29 companies responding.
Tags: Stakeholder Alignment
852. Supply Management Roundtable - North America - Fall 2019 October 2019 CAPS Research The roundtable is our flagship event for supply management practitioners, exclusively for CAPS member companies. We put into practice CAPS research findings, benchmarking metrics and best practices, and the thought leadership from leaders and peers to help members prepare for the future and align to goals of their organizations. This year's agenda topics included: transformation, supplier risk, technology and analytics, talent management and organizational structure, ecosystems, and more.
851. Preparing for a Potential Economic Downturn October 2019 CAPS Research
Many companies are making plans or currently taking action to prepare for a potential economic downturn or recession fueled in part by the Trump administration tariffs and corresponding retaliatory tariffs that have led to a multi-country trade war.
This CPO Insights report provides insight into what actions global corporations are planning or currently taking to prepare for potential worsening economic conditions.
850. Innovative Approaches to Cost Savings October 2019 Roberta Jennings CAPS Research Cost savings always has been – and likely always will be – a major component of a supply organizations’ function. Organizations strive to create comprehensive savings strategies that will contribute positively to the bottom line, while also meeting quality and service standards. CAPS Research recently co-hosted a Critical Issue Exchange on Cost Savings. The discussion from the day-long meeting is summarized in this report and includes case studies and examples of cost savings strategies being employed by organizations today. Tags: Cost Savings
849. E-Auctions 2019 September 2019 CAPS Research This Snapshots report seeks to understand whether companies are increasing or decreasing their use of E-Auctions (also known as Reverse Auctions), and the reasons for the change in their usage.
847. New Supplier Assessments 2019 September 2019 CAPS Research This Snapshots report provides insight into supply management current practices regarding new supplier assessments.
848. Third-Party Risk Management September 2019 Mary Siegfried CAPS Research Throughout the years, risk management worries have kept supply chain leaders up at night. How does flooding on the upper Mississippi River affect delivery of parts to plants in Louisiana? Will the financial difficulties faced by a large overseas manufacturing partner impact your supply chain? Third-Party Risk Management was the topic at a recent CAPS Research Critical Issue Exchange event. This report captures lessons learned from this day-long discussion and provides case studies with examples.
845. Transparency and Collecting Supply Chain Data 2019 August 2019 CAPS Research
Many companies face decreased transparency into certain areas of supplier risk. Data is scarce on supplier ethical business practices (e.g., child labor, trafficking), regulatory concerns, and sources of supply.
This Snapshots report provides insight into company practices of collecting data on these types of supplier risk.
844. Webinar: Prove Your Value with Key Metrics August 2019 Geoff Zwemke, Director of Benchmarking CAPS Research
Many supply management professionals get caught in the trap of communicating in “procurement-speak” with internal stakeholders. Supply management professionals often fail to “translate” their activity and value into a language that business partners and senior executives understand or care about. In this session, CAPS Director of Benchmarking, Geoff Zwemke, and CAPS Director of Membership, Nicole Leonardi, share KPIs from the recently released Metrics of Supply Management report in addition to talking points that companies are using to communicate the strategic importance of supply management.
843. Webinar: How Do You Stack Up? 2019 Metrics of Supply Management ISM August 2019 Deb Stanton, Executive Managing Director CAPS Research The annual CAPS Metrics of Supply Management 2019 has just been released. Get the most recent benchmarking metrics to compare your supply management organization and practices to others. Deborah Stanton, Executive Director of CAPS Research, will feature several of the metrics in this report and share how she put the metrics to work for her as former CPO of MasterCard.
842. Aerospace and Defense Industry Benchmarking Metric Report 2019 August 2019 CAPS Research The 2019 Aerospace and Defense Industry Benchmarking Metric Report includes metrics of importance to the aerospace and defense industry on topics including supply management organizational structure, spend and spend analytics, supply management operating expense, supplier relationships, and supply management return on investment.
840. The Metrics of Supply Management (Cross-Industry) Report 2019 July 2019 CAPS Research The Metrics of Supply Management (Cross-Industry) Report provides data for Key Performance Indicators (KPIs) for headcount, OPEX, spend, savings, ROI and others. Five industries and three sectors are broken out from the general population, allowing for supply management groups to see how they stack up against comparable organizations. A glossary of terms is included at the end of the report.
841. Investment Recovery Metric Report 2019 July 2019 CAPS Research This report was developed in partnership with the Investment Recovery Association. In addition to the organizational information and operational benchmarks provided, there are a number of financial metrics related to the overall cost benefits of investment recovery programs as well as best practice implementation, services and processes, effectiveness of program-related tools and technologies, and investment recovery staffing. Tags: Financial, Materials Management
839. China: Reassessing the Middle Kingdom in Global Supply Management July 2019 Barbara Flynn; Markham Frohlich; Amrou Awaysheh Indiana University Global supply management is experiencing turbulent times. There are uncertainties surrounding tariffs and trade war, IP issues, cyber warfare, and evolving technologies at a breakneck pace and data analytics. At the center of such pressing issues is China. This whitepaper will address what is happening inside and outside China. What is it like to do business inside China and what is it like to do business with Chinese companies in China and outside China? This paper captures what it has been like for global companies working with Chinese companies and what it will be like moving forward given the current circumstances.
837. Oil & Gas Industry Metric Benchmarking Report 2019 June 2019
CAPS Research This Metric Report provides an overview of the results of the survey created by and for procurement/supply management professionals from the Oil & Gas Industry. Results include benchmarks on spend, savings, supply management return on investment, category management, and warehousing. Tags: Oil & Gas
838. Webinar: Risky Business - Mitigating Third Party Risk in Your Supply Chain June 2019 Deb Stanton, Executive Managing Director CAPS Research Supply networks are becoming longer and more complex and companies are relying more heavily on their suppliers. What steps can companies take to minimize exposure to risk while maximizing the value of supplier relationships? This CAPS member webinar presented by Deb Stanton, features the steps to develop a risk management plan, including data from CAPS bench marking, types of risk, technologies and ways to measure risk.
836. Emerging Technologies in Supply Management June 2019 John V. Gray, Ph.D.; Andrea M. Prud'homme, Ph.D.; Andrew C. Barley Fisher College of Business The Ohio State University New transformative and potentially disruptive technologies promise large companies faster, cheaper, and more effective procurement and supply management processes. We identified 11 key emerging technologies and analyzed their potential benefits, effectiveness, and opportunities for practical application. In light of a growing number of options, this research will inform supply management organizations on how to avoid the risk of either adopting unnecessary technologies or becoming comparatively less effective with actionable recommendations on whether, when, and how to implement new solutions. Tags: Data Analysis, Emerging Technology
834. Measuring and Managing Risks in the Supply Chain April 2019 Tobias Schoenherr, Ph.D.;Carlos Mena, Eng.D.;Thomas Choi, Ph.D. Michigan State University, Portland State University and Arizona State University What risks should supply management executives be concerned with and, more importantly, how can these be measured and evaluated? These are the questions our new research report Measuring and Managing Risks in the Supply Chain sought to answer. Risk management is often under the charge of supply management groups, but responsibility can and should be shared by suppliers and internal partners. Risk measurement allows supply management practitioners to anticipate, react to, prioritize, and effectively manage risk, from dealing with significant events to establishing best practices of risk avoidance in every-day operations. This report offers a taxonomy of key risks to consider and best practices for measuring different categories of risk.
831. CPOs Reporting KPIs to Senior Executives 2019 March 2019 CAPS Research This report reflects the responses of CPOs in attendance at the CAPS Research CPO Roundtable on March 12, 2019. It provides a snapshot of how Supply Management and the CPO report KPIs upward.
832. Mobile Device Policies 2019 March 2019 CAPS Research This report reflects the responses of CPOs in attendance at the CAPS Research CPO Roundtable on March 12, 2019. This report is designed to provide a snapshot of company mobile device policies. Tags: Organizational Design
833. eAuctions 2019 March 2019 CAPS Research This report reflects the responses of CPOs in attendance at the CAPS Research CPO Roundtable on March 12, 2019. As the business environment becomes more fast paced and agile, companies continue to turn to eAuctions for procurement. This report is designed to provide a snapshot of company practices with eAuctions. Tags: Emerging Technology
830. Counterfeiting in the Supply Chain: Identification, Containment & Prevention by Adopting a Multi-Pronged Approach March 2019 Robert B. Handfield, Ph.D.;Anand Nair, Ph.D. North Carolina State University and Michigan State University The problem of counterfeiting in the supply chain continues to plague companies in every industry. In order to combat counterfeiting, a multilayered strategy that adopts multiple approaches and engages the entire organization is needed. This research investigates counterfeiting’s global growth and provides detailed recommendations to address the issue. It delves into strategies ranging from tracking technologies to working with government agencies in an effort to stem the growing challenge of counterfeiting throughout the supply chain.
829. Exploring Strategic Category Management 2019 March 2019 CAPS Research This Snapshots report provides insight into the benefits, challenges and practices of Category Management across a variety of companies.
828. Cost Savings Measurement and Reporting 2019 February 2019 CAPS Research This Snapshots report provides an overview of company practices in measuring and reporting cost savings.
827. DOE/NNSA Contractors Procurement Performance Benchmarking Report 2018 February 2019 CAPS Research The DOE/NNSA (Department of Energy/National Nuclear Safety Administration) Contractors Procurement Performance Benchmarking Metric Report for 2018 contains key procurement performance measures including organizational structure, professional development, financial information, and supplier measures. Data was provided by 19 different DOE and NNSA laboratories (or sites). Key measures include spend per procurement employee, and supplier diversity goals and attainment. Other measures include customer satisfaction surveys and procurement card use. Tags: DOE/NNSA Contractors
826. Integrating Safety into Practices and the Supply Chain February 2019 Roberta Jennings CAPS Research Organizations across all sectors are continually investing in safety, not just within their own processes and procedures, but also within their supply chain. “Integrating Safety into Practices and the Supply Chain” was the focus of a recent CAPS Research Critical Issue Exchange, co-sponsored by Bechtel Corporation. How do you make safety a priority for your suppliers? How do you measure and assess supplier safety? How do you determine what your risk tolerance is for special circumstances? This new report captures the lessons learned from the day-long discussion and provides case studies with examples.
825. Compliance to the Contracting Process 2019 January 2019 CAPS Research This Snapshots report provides insight into understanding companies’ use and effectiveness of formal compliance policies and procedures for pre- and post-award activity.
824. Data Analytics Teams and Procurement - Who and What December 2018 Benjamin Shao, Ph.D.;Robert D. St. Louis, Ph.D. Arizona State University Procurement leaders are turning to data analytics teams to help them leverage the wealth of data available and meet business goals, but what skills should the team have? This research investigates assembling, structuring, retaining, and supporting the team. It examines how data analytics can facilitate procurement practices related to spend analysis, contract management, market intelligence, and supply chain risk. Insightful comments by CPOs at various stages of the data analytics journey offer a real-life look at how data analytics teams function and succeed in many organizations.
823. Demand Management and the Supply Management Group 2018 December 2018 CAPS Research
This report provides insight into the level of engagement of supply management in demand management activity.
A total of 19 organizations participated in this survey.
822. GPOs and Amazon for Business 2018 November 2018 CAPS Research
This Snapshots report provides insight into the use and effectiveness of Group Purchasing Organizations (GPOs) and Amazon for Business.
GPOs are used to create leverage in purchasing power for a group of businesses to attain better prices from suppliers based on collective buying power.
Amazon for Business offers access to a variety of products with incentives for members, like Prime shipping and a multi-seller marketplace.
There were 67 organizations that participated in the survey.
819. Human Rights and the Supply Chain 2018 November 2018 CAPS Research This report provides an overview of the practices of global corporations in their efforts to identify and mitigate/reduce human rights risks in their supply chains.
820. Business Partner Engagement 2018 November 2018 CAPS Research Aligning supply management with the goals and needs of internal business partners (also known as business owners or internal stakeholders) continues to be a key priority for strategically focused supply management leaders. This report covers specific activities that typically show the level of engagement with this key stakeholder group.
821. Recruiting Talent 2018 November 2018 CAPS Research
As efforts to recruit talent have become more competitive, companies are interested in exploring recruitment sources and strategies.
This report is designed to provide a snapshot of company practices in recruiting talent.
Tags: Talent Management
818. Supplier Assessments and Audits 2018 October 2018 CAPS Research This Snapshots report provides insight into understanding companies’ use of supplier audits and assessments.
817. Physician Preference Items Management: Challenges, Opportunities, and Strategies October 2018 Gilbert Nyaga, Ph.D.;Eugene Schneller, Ph.D. Northeastern University;Arizona State University
Physicians have autonomy in deciding the devices they use for patient care, which can circumvent cost savings, volume economies, and other benefits that come from including procurement. Approximately 60% of total spend by hospitals comes from physician preference items (PPI) - items that physicians strongly prefer and therefore play a key role in their acquisition. The goal of this report was to study challenges, opportunities, and management efficiencies involved in procuring PPIs. This study also looked to other industries to identify any commonalities and applications outside of healthcare. Download this new CAPS Research report today to find key insights and recommendations for managing PPIs.
This Research Report provides the most comprehensive look at the research findings, conclusions, and recommended actions. A related project document is a Brief which lists the most salient points of the research findings.
816. Punchout and ERP-Hosted/CIF Catalogs 2018 September 2018 CAPS Research
Punchout catalogs are web-based catalogs hosted at a supplier’s website and accessed through the buyers ERP/procurement application. The buyer leaves (“punches out” of) the
ERP/procurement application to enter the supplier’s web-based catalog or e-marketplace and then returns to complete the requisition process. ERP-hosted (also known as CIF) catalogs are static digital files that suppliers provide to the buying company that reside within the
ERP/procurement application. CIF stands for Catalog Interchange Format. This report is designed to provide a snapshot of company practices in use of Punchout and ERP-Hosted/CIF Catalogs. There were 62 organizations that participated in the survey.
Tags: Emerging Technology
815. Procurement Analytics - Enabling Data Architectures in the Age of Big Data September 2018 Raghu T. Santanam, Ph.D.;Michael Goul, Ph.D. Arizona State University This new report from CAPS Research examines the ways companies can architect their procurement data to lay foundations for the discovery of new insights. The research addresses the ways companies organize their procurement data structures and evolving them through various levels of maturity.
Tags: Data Analysis, Performance Metrics
814. Supplier Safety Performance 2018 August 2018 CAPS Research
As efforts to drive safety into the supply base continue to gain momentum in global corporations, companies are asking how supplier safety efforts can and should impact sourcing decisions, SRM programs, and supplier life-cycle programs. The starting point to integrate supplier safety into supply management is understanding and measuring supplier safety performance.
This Snapshots report looks at company practices in supplier safety performance.
813. Talent: Is Your Team Ready for 2020? August 2018 Roberta Jennings CAPS Research There are many reasons to have a comprehensive talent development program in the supply management organization: consistent standards, succession planning, creating a "learning" work culture, better skill and competency assessments, and greater employee satisfaction, among other things. This report summarizes good practices, lessons learned, and general thoughts on talent development, including recruiting, retaining, leadership development, changing demographics, and changing the perception of training. Tags: Talent Management
812. Procurement Training 2018 July 2018 CAPS Research This report provides insight into understanding the training practices, certification and budget for supply management employees. Tags: Talent Management
811. The Metrics of Supply Management (Cross-Industry) Report 2018 July 2018 CAPS Research The Metrics of Supply Management (Cross-Industry) Report provides data for thirty-four identified Key Performance Indicators (KPIs). Included are various headcount ratios for the supply management group, as well as an array of metrics to assess the cost savings generated by supply management employees. The report also has metrics on managed spend and operating efficiencies. Five industries and three sectors are broken out from the general population, allowing for supply management groups to see how they stack up against comparable organizations.
810. Procurement Automation 2018 July 2018 CAPS Research This Snapshots report provides insight into organizations use of automation within procurement for selected activities.
809. Petroleum Industry Metric Benchmarking Report 2018 June 2018 CAPS Research This Metric Report provides an overview of the results of the survey created by and for procurement/supply management professionals from the Petroleum Industry. Results include benchmarks on spend, savings, supply management return on investment, category management, and warehousing. Tags: Oil & Gas
808. EDI and API 2018 June 2018 CAPS Research This report provides insight into current EDI practices and the use of APIs to complement or replace EDI. EDI is a well-established, long-standing technology that enables efficient business communications between business partners. Application Program Interfaces, or APIs (the foundational technology underlying on-demand applications like Google Maps and Uber), have been transforming business for some time, but have seen slower adoption rates by supply management/chain groups as an alternative to EDI. Tags: Emerging Technology
807. Procurement Team Skills and Roles 2018 June 2018 CAPS Research This report provides insight into participating organizations practices regarding the development of the global procurement team, with a focus on skill sets and role design. It was requested by a CAPS Research member company. There were 84 organizations that participated in the survey. Tags: Talent Management
806. Eyeing Success - From Analytics to Value Generation May 2018 Mary Siegfried CAPS Research Supply management organizations need a comprehensive talent management program that starts with building a pipeline that attracts new talent and continues with learning and development programs to retain top talent. This topic was discussed at a recent CAPS Research Critical Issue Exchange. Other topics discussed included managing your value generation and innovation funnel, supplier risk and compliance management, and analytics strategy. Supply chain leaders from discrete manufacturing companies explored their challenges and solutions for these top-of-mind concerns. Lessons learned and case study examples are included in this new report from CAPS Research. Tags: Talent Management
805. Cost Savings 2.0 May 2018 Roberta Jennings CAPS Research Cost savings is arguably the oldest and most anticipated function of procurement. As the supply management function continues to evolve and become more competitive, cost saving activities need to become more sophisticated. "Cost Savings 2.0" was the topic of a recent CAPS Critical Issue Exchange, where supply management executives discussed how to define, capture, and measure cost savings. This new report features real world examples and case studies from that event.
803. Sustainability in the Supply Chain May 2018 Mary Siegfried CAPS Research In today’s ever-changing business world, managing risk and sustainability are no longer options – they’re requirements. Supply chain sustainability is of growing importance as companies realize that effective, comprehensive sustainability practices can contribute to a better world and a healthier bottom line. Sustainability covers a range of issues, from environmental concerns to fair labor practices to waste management. CAPS Research recently co-hosted a Critical Issue Exchange on “Sustainability in the Supply Chain.” This new report features lessons learned and case studies from that event.
804. How Tech and Innovation Create a Safer Supply Chain May 2018 Roberta Jennings CAPS Research Regardless of industry, company size, geographic area or market share, all organizations have a vested interest in establishing safe operations at their facilities. Securing data, information, and intellectual property can be just as much of a safety issue as working with heavy and dangerous equipment. More than ever, firms are looking for ways to incorporate technology and innovation into their safety practices. "Safety in the Supply Chain" was the focus of a recent CAPS Research Critical Issue Exchange, co-sponsored by Bechtel Corporation. This new report features best practices that were shared as well as case studies with examples.
802. Supply Management Trends 2018 May 2018 CAPS Research
This report provides insight into involvement in various trends for participating supply management organizations.
A total of 42 organizations participated in this survey.
801. Approval Thresholds Outside Procurement 2018 April 2018 CAPS Research This report provides insight into participating organizations’ practices regarding approval limits outside supply management/procurement and the parameters that organizations use to instruct their employees when to involve supply management/procurement with purchases. There were 82 organizations that participated in this report. Tags: Organizational Design
800. New Tariffs Impact 2018 April 2018 CAPS Research In a White House signing ceremony on March 8, President Trump announced new import tariffs of 25% on steel and 10% on aluminum. Canada and Mexico are currently excluded from the tariffs, and other allies may pursue talks to have the tariffs lifted. This report provides insight into participating supply management organizations’ anticipated impact of the new tariffs and potential U.S. withdrawal from the NAFTA pact. There were 28 organizations that participated in the survey.
798. Health Care Sector Supply Chain Research Consortium Trends Report 2018 April 2018 CAPS Research The purpose of this report is to identify the level of importance of key trends in the U.S. Health Care value chain. Participants helped to identify which of the thirty-four trends included in the survey would be of the utmost importance to their supply chain organizations in the near future. The trends are divided into the following eight categories: Economic, Integration, Technology, Management, Organization, Reform, Supplier Relationship Management, and Value Based Purchasing.
799. Blockchain and Supply Management April 2018 Dale S. Rogers, Ph.D.;Todd W. Taylor;Raymundo Beristain-Barajas;Thomas Y. Choi, Ph.D. Arizona State University;CAPS Research
Blockchain is an emerging technology that can assist a firm to securely manage its financial and inventory data to reduce risk, improve trust and validity through a supply network. Blockchains utilize a distributed ledger that use shared databases, consensus approval, and peer validation. Veracity of data is maintained among network participates through cryptographic proofs and data visibility. This research report explains blockchain technology, provides examples of early adopters, and details potential uses and barriers for mainstream implementation.
This Research Report provides the most comprehensive look at the research findings, conclusions, and recommended actions. A related project document is a Brief which lists the most salient points of the research findings.
797. Automation and Digitization in Procure-to-Pay March 2018 Roberta J. Jennings CAPS Research Robotics process automation (RPA) can help organizations be more efficient by utilizing computers to complete predictable, repeatable tasks that would normally require human personnel. The automation programs can be implemented quickly and are ideal for the most routine and repetitive tasks. CAPS Research and ExxonMobil recently co-hosted a Critical Issue Exchange event on "Automation and Digitization in Procure-to-Pay." In this report you will find insights, best practices, and lessons learned from approximately 30 supply management professionals who have employed or are investigating these tools for their organizations. Case studies with examples are included.
796. Managing Real Estate Leasing Portfolios 2018 March 2018 CAPS Research This report provides insight into participating supply management organizations’ involvement in Real Estate Lease Portfolio management. For this report, Real Estate Lease Portfolio activity includes negotiations, contracting, lease administration, and termination. It does not include facilities management/operations activities. Tags: Negotiation, Sourcing Strategy
794. Cyber Security in Supply Chains: Understanding Threats and Potential Security Practices February 2018 Zac Rogers, Ph.D.;Victor Benjamin, Ph.D.;Mohan Gopalakrishnan, Ph.D. Colorado State University;Arizona State University
Of all recent cyber breaches, approximately 60 percent are supply chain based. A new CAPS Research report identifies five supply network vulnerability archetypes. They are intended to help companies understand the malicious actors who search for the "path of least resistance" into their networks. The report offers an in-depth examination of publicly disclosed cyber breaches, details the various methods of cyber attacks, and demonstrates the key role procurement plays in ensuring a companys cyber security.
This Research Report provides the most comprehensive look at the research findings, conclusions, and recommended actions. A related project document is a Brief which lists the most salient points of the research findings.
795. Buyer Training & Certification 2018 February 2018 CAPS Research The "Buyer Training & Certification" report will help you gain insight into organizations buyer training and certification programs. For the purpose of this report, buyers are defined as supply management/procurement employees engaged in tactical purchasing of a repetitive, administrative nature in support of the Requisition-to-Payment cycle. Tags: Talent Management
793. DOE/NNSA Contractors Procurement Performance Benchmarking Report 2017 February 2018 CAPS Research The DOE/NNSA (Department of Energy/National Nuclear Safety Administration) Contractors Procurement Performance Benchmarking Metric Report for 2017 contains key procurement performance measures including organizational structure, professional development, financial information, and supplier measures. Data was provided by 21 different DOE and NNSA laboratories (or sites). Key measures include spend per procurement employee, and supplier diversity goals and attainment. Other measures include customer satisfaction surveys and procurement card use. Tags: DOE/NNSA Contractors
792. Measuring Risk in Supply Chains 2018 January 2018 Research Team CAPS Research With advancements in technology and increased connectivity, risk measurement has become a moving target. While the changing supply chain landscape is the source for many of these risks, we also have opportunities to identify, measure, mitigate and manage risks today. This short report identifies how supply chain risks are measured in organizations. Tags: Supplier Risk Management
791. The Role of Supply Management in Merger and Acquisitions: Separation and Integration January 2018 Kevin Linderman, Ph.D. University of Minnesota
Involving supply management in mergers and acquisitions (M&As) will help ensure a successful transition and avoid any missteps. In this new report from CAPS Research we detail four capabilities to help supply management can support M&As. Is your M&A business process up to date? Are you one of the 37 percent of companies today that do not have a formal business process in place for M&As? Download our new research report to find out what you will need to be successful.
This Research Report provides the most comprehensive look at the research findings, conclusions, and recommended actions. A related project document is a Brief which lists the most salient points of the research findings.
789. Aerospace and Defense Industry Benchmarking Metric Report 2017 November 2017 CAPS Research The 2017 Aerospace and Defense Industry Benchmarking Metric Report includes metrics of importance to the aerospace and defense industry on topics including supply management organizational structure, spend and spend analytics, supply management operating expense, supplier relationships, and supply management return on investment. Tags: Aerospace & Defense
790. Lead Time Management 2017 November 2017 CAPS Research This report provides insight into current lead time management and processes for direct materials that are MRP relevant.
787. Indirect Bid Thresholds 2017 October 2017 CAPS Research Seventy-six percent of responding organizations indicated that they have bid thresholds for buying indirect goods and services. The average reported threshold is $88,492, with a range from a minimum reported $2,000 to a maximum of $500,000. Other factors may affect this threshold including specific commodities or spend categories or geographic location.
788. Managing Startup Suppliers October 2017 Stephan M. Wagner, Ph.D.;Stefan Kurpjuweit;Thomas Y. Choi, Ph.D. Swiss Federal Institute of Technology Zurich;Arizona State University
Buying companies source from startup suppliers, relatively young entrepreneurial firms, with the intent of tapping into their innovative products and services. The challenge comes when buying companies attempt to integrate startup suppliers into their current supplier management process. Startup suppliers require a different management style and process that buying companies may not be prepared for. In this new CAPS Research report we detail the three strategies that emerged for working with startup suppliers and provide examples through case studies.
This Research Report provides the most comprehensive look at the research findings, conclusions, and recommended actions. A related project document is a Brief which lists the most salient points of the research findings.
786. Delivering Value to the Enterprise 2017 October 2017 CAPS Research This short SnapShots report looks at how supply management groups deliver value. Among those that were reported as "currently in place" were "Develop joint metrics with internal customers" and "Have Supplier Sustainability integrated in Supplier Risk".
783. Data Analytics Teams October 2017 Research Team CAPS Research We are witnessing the rise of new data analytics teams in procurement. Procurement leaders are moving away from one or more data analytics individuals scattered throughout the function, to creating a cohesive, well-defined team that sits inside procurement and supports activity across the procurement/supply management group. This short report provides insight into the importance of these emerging teams. Tags: Data Analysis
784. Classification of Indirect Spend 2017 October 2017 CAPS Research The survey for this report was distributed at the CAPS Research Supply Management Roundtable North America. It asks which spend classification codes are used for Indirect Spend and how the codes are assigned. Responding companies also reported that 74 percent of indirect purchases have spend classification codes assigned. Tags: Materials Management
785. Automating the P2P Process 2017 October 2017 CAPS Research The procure-to-pay (P2P) process represents an opportunity for automation for many companies. Automation and digitization can help eliminate human error and allow supply management employees to focus on strategic, high-value activity. This report provides an overview of the level of automation and digitization integrated into the procure-to-pay process of survey respondent companies.
782. Training and Development 2017 September 2017 CAPS Research Improving the performance of Supply Management/Procurement employees is key to creating and maintaining a function that is strategically-focused and delivers value to the enterprise. Many Supply Management/Procurement leaders rely on training and development programs to improve their employees performance. This report provides an overview of the current state of such programs for Supply Management/Procurement groups at global organizations. Tags: Talent Management
781. The Supply Chain Finance Journey and Beyond September 2017 Roberta J. Jennings CAPS Research Standard practice for supply management professionals who identify and implement ways to save money has been to focus on reducing costs of goods and services, negotiate the best pricing from suppliers, and operate more cost-effectively. More recently, supply chain financing has emerged as a sophisticated practice that can produce high-yielding results for both the supply management organization and their suppliers. In this new Critical Issues Report from CAPS Research, you will gain an understanding of supply chain financing practices as well as possible challenges you will face and how to overcome them. Case studies are included with examples of current companies who are leading the way in these practices.
780. Gifts and Entertainment Policy 2017 September 2017 CAPS Research It is a common practice for companies to give gifts and entertainment benefits to customers, strategic partners, and suppliers to strengthen business relationships and express gratitude. However, accepting gifts and entertainment, especially those offered frequently or that are of significant value, may create an actual or perceived conflict of interest or illicit payment. This report provides insight into current gift and entertainment policies of Supply Management/Procurement organizations from global organizations. Tags: Organizational Design
779. The Metrics of Supply Management (Cross-Industry) Report 2017 August 2017 CAPS Research The Metrics of Supply Management (Cross-Industry) Report provides information on thirty-four identified Key Performance Indicators (KPIs). Included are various headcount ratios for the supply management group, as well as an array of metrics to assess the cost savings generated by supply management employees. The report also has metrics on managed spend and operating efficiencies. Five industries and three sectors are broken out from the general population, allowing for supply management groups to see how they stack up against comparable organizations.
778. Managing Service Outsourcing Triad: Decision Tools and Strategies August 2017 Mei Li, Ph.D. Michigan State University A service outsourcing triad is composed of three nodes – a service buyer, a service supplier and the service buyers end customer – with three links between the node pairs. We detail the interdependencies among links between nodes and explore Service Triads and Service Diamonds. This Research Report provides the most comprehensive look at the research findings, conclusions, and recommended actions. Related project documents are a Brief which lists the most salient points of the research findings; and an Excel-based tool. '
776. Future Procurement Talent 2017 August 2017 Research Team CAPS Research CPOs are deeply concerned about future talent/skillset requirements. This CPO Insights Report identifies the key emerging trends that will impact Procurement/Supply Management in the next decade, as well as the knowledge, skills, and abilities (KSAs) needed to address these trends. Associated plans for dealing with talent/skillset deficiencies and lacking KSAs are also reported. Tags: Data Analysis, Talent Management
777. Supplier Relationship Management Communications 2017 August 2017 CAPS Research
Supplier Relationship Management (SRM) communications are part of an organized approach to help facilitate two-way communication between the buying company and its suppliers.
This report details some of the channels (inbound and outbound) through which an organization will communicate with its suppliers, as well the frequency at which these communications occur across different organizations. Different methods will, understandably, be more appropriate and available for more frequent communications.
775. 3D Printing and the Impact on Supply Chain Costs and Working Capital 2017 July 2017 Research Team CAPS Research
3D printing is an additive manufacturing process that creates a physical object from a digital design. There are different 3D printing technologies and materials, but all are based on the same principle: a digital model is turned into a solid three-dimensional physical object by adding material layer-by-layer.
3D printing is still a relatively new technology. As a result, we found fewer companies had interest in this survey. At CAPS, we believe the interest in and actual use of 3D printing will only grow over time, and wanted to begin tracking data on the topic early-on in the adoption stage. Even if your organization does not use 3D printing, this short report can provide you with a framework to think about its future application and importance to your organization.
774. Investment Recovery Performance Metric Report 2017 July 2017 CAPS Research This report was developed in partnership with the Investment Recovery Association. In addition to the organizational information and operational benchmarks provided, there are a number of financial metrics related to the overall cost benefits of investment recovery programs as well as best practice implementation. One key metric shows that for every dollar of investment recovery operating expense, $21 is returned to the bottom line. Other benchmarks relate information about investment recovery services and processes, the effectiveness of program-related tools and technologies, and investment recovery staffing. Breakout reports include Investment Recovery Association Members, Oil & Gas Companies, All Utility Companies, Utility Companies with Revenue Greater than $5 Billion, and Utility Companies with Revenue Less than $5 Billion. Sixty-one companies provided data for this report. Tags: Financial, Materials Management
773. Profile of a CPO Benchmarking Metric Report 2017 July 2017 CAPS Research Establishing roles and responsibilities can be a difficult task for any organization, and it all starts from the top on down. This metric report provides details on Chief Purchasing Officer (or equivalent) job responsibilities, character qualities, career trajectories, and forms of compensation.
772. Supply Chain Cost Saving Strategies - Establishing and Achieving Cost Saving Goals June 2017 Lisa M. Ellram, Ph.D. Miami University
Cost savings is one of the key priorities for all procurement. Are you meeting your companies cost savings goals? With continued developments in business analytics and data availability, new ways of setting and achieving cost savings targets are being realized and implemented. In this new research report well walk you through what cutting-edge approaches are being used to set and achieve cost saving goals, how these goals are measured and tracked, who gets involved in cost savings, and how firms meet targets in multiple categories. More than 10 case studies, with examples, are provided in this in-depth report.
This Research Report provides the most comprehensive look at the research findings, conclusions, and recommended actions. A related project document is a Brief which lists the most salient points of the research findings.
Tags: Cost Savings, Performance Metrics
769. Petroleum Industry Metric Benchmarking Report 2017 June 2017 CAPS Research This Metric Report provides an overview of the results of the survey created by and for procurement/supply management professionals from the Petroleum Industry. Results include benchmarks on spend, savings, supply management return on investment, category management, and warehousing. Tags: Oil & Gas
770. Supplier Anti-Corruption Due Diligence 2017 June 2017 CAPS Research
Compliance with global anti-corruption laws, specifically the U.S. Foreign Corrupt Practices Act and the U.K. Bribery Act, has taken on renewed importance. With settlements routinely including multiple countries and fines into the billions of dollars, maintaining a sound global compliance and anti-corruption due diligence program is essential to avoid drawn-out government investigations and significant financial penalties.
The purpose of this report is to offer a glimpse into organizations’ anti-corruption due diligence practices.
771. Material Handling Rates 2017 June 2017 CAPS Research
Material handling rates are the per unit cost of moving materials from one point to another. The exact calculation of this rate, starting with the specific items included in the material handling rate, will vary from organization to organization.
The purpose of this report is to illustrate the different ways that organizations outline their material handling rate, if applicable.
Tags: Logistics
765. Sourcing Marketing Spend Categories 2017 May 2017 CAPS Research More and more global companies are influencing, and managing, the sourcing of marketing services as a spend category. The purpose of this report is to present data on specific activities related to the sourcing of marketing services as a spend category, as well as gauge the level of maturity of respondent organizations.
766. Procurement Policies Benchmarking Highlights Report 2016 May 2017 CAPS Research
This summary report features select benchmarks from the comprehensive metric report called “Procurement Policies 2016.” Its purpose is to present relevant benchmarks in chart format for CAPS member companies. The comprehensive metric report, which includes all of the study benchmarks, is also available to CAPS member companies.
There were 84 companies that provided data for the original survey.
767. New Measures of Value 2017 May 2017 Research Team CAPS Research As part of an ongoing effort to better understand how companies view and measure value creation beyond traditional savings and productivity, CAPS Research asked its member company CPOs about their internal efforts to establish new measurements of value. Responses reflect the frequency of evaluating potential value creation initiatives, as well as specific metrics monitored for cost savings.
768. Talent Skills Gap 2017 May 2017 Research Team CAPS Research Talent management is becoming a growing concern for organizations as their workforce is undergoing a generational shift. To better understand these concerns, CAPS Research asked the CPOs of its member companies about possible gaps in knowledge, skills, and abilities for members of their supply management groups. Tags: Talent Management
764. Emerging Procurement Technology: Data Analytics and Cognitive Analytics May 2017 Robert B. Handfield, Ph.D.;Thomas Choi, Ph.D.;Jaikishen Venkatraman;Shweta Murthy North Carolina State University;Arizona State University
Where are you in the analytics journey? If you are like most major business organizations, you are near the beginning of this journey. The rise of the next wave of data analytics and cognitive analytics will probably affect procurement/supply chain management more than other business areas in the coming decade. What are the fundamentals you need to get in place today to prepare your company for this whole new world of data analytics? Through this new research report by CAPS Research you will gain an understanding of the future landscape, what future technologies might be able to do and what you need to do today to prepare yourself for tomorrow.
This Research Report provides the most comprehensive look at the research findings, conclusions, and recommended actions. A related project document is a Brief which lists the most salient points of the research findings.
763. Health Care Sector Supply Chain Research Consortium Trends Report 2017 April 2017 CAPS Research The purpose of this report is to identify the level of importance of key trends in the U.S. Health Care value chain. Participants helped to identify which of the thirty-four trends included in the survey would be of the utmost importance to their supply chain organizations in the near future. The trends are divided into the following eight categories: Economic, Integration, Technology, Management, Organization, Reform, Supplier Relationship Management, and Value Based Purchasing.
761. Business Partner Engagement Benchmarking Report 2017 April 2017 CAPS Research Aligning the Supply Management Group with the goals and needs of its internal business partners (also referred to as business owners or internal customers) continues to be a key priority for strategically focused supply management leaders. This report details specific activities that typically show the level of engagement with this key stakeholder group. Tags: Stakeholder Alignment
762. Measuring and Managing Supplier Innovation April 2017 Tingting Yan, Ph.D.;Kevin J. Dooley, Ph.D. Wayne State University;Arizona State University
More than 90 percent of CPOs think its important to measure supplier innovation, but only 25 percent actually have a system to do so. Supplier innovation is critical to competitive advantage and can help increase revenue and open new markets, improve quality and timeliness, and reduce costs, but how do you go about measuring it? "Measuring and Managing Supplier Innovation," a new CAPS study will give you the tools to assess suppliers innovation performance and potential, and assess your organizations ability to capture value from supplier innovation.
This Research Report provides the most comprehensive look at the research findings, conclusions, and recommended actions. A related project document is a Brief which lists the most salient points of the research findings.
759. Blockchain 2017 March 2017 Research Team CAPS Research
Background:
CAPS Research asked CPOs from its member companies about whether or not they are familiar with blockchain, and if so, to what degree their organization is currently using blockchain. A blockchain is a shared, immutable ledger for recording a history of transactions that occur across distributed computing platforms. Blockchains provide a secure means for authenticating transactions without the need for a central authority approving the veracity of the transactions. They also provide full, end-to-end visibility of transactions within the business network.
760. Supply Chain Mapping Benchmarking Metric Report 2017 March 2017 CAPS Research
Effectively managing complex, multi-tier supply networks is a critical activity for today’s Supply Management Group. Knowing where and how suppliers are situated in relation to your organization and customers is important information that can be used to maximize the strategic value of suppliers while also mitigating potential risks. This benchmarking metric report details whether or not organizations conduct supply chain mapping, and if so, to what degree.
Supply Chain Mapping typically uses a graphical tool that creates a representation of the supply network and maps your organizations products/services to specific customers.
758. Building the Research Pipeline March 2017 Mikaella Polyviou, Ph.D. Arizona State University Four top topics emerged from the research pipeline meeting in January 2017: 3-D printing, data infrastructure, data analytics team composition, and measuring risk. These topics are summarized in this meeting brief.
757. Currency and Procurement: Mitigate Risk and Reduce Costs January 2017 CAPS Research This CPO Insights explores the various ways organizations manage currency exchange. The report includes percentage of respondents that pay in foreign currency, how they manage foreign currency payments, the use of formal metrics, and more. Tags: Supplier Risk Management
756. DOE NNSA Contractors Benchmarking Metric Report 2016 January 2017 CAPS Research The DOE/NNSA (Department of Energy/National Nuclear Safety Administration) Contractors Procurement Performance Benchmarking Metric Report for 2016 contains key procurement performance measures including organizational structure, professional development, financial information, and supplier measures. Data was provided by 19 different DOE and NNSA laboratories (or sites). Key measures include spend per procurement employee, operating costs per procurement employee, and supplier diversity goals and attainment. Other measures include customer satisfaction surveys and procurement card use. Tags: DOE/NNSA Contractors
755. Supply Chain Safety in the 21st Century January 2017 Roberta J. Jennings CAPS Research Organizations across many sectors, but especially those in construction/engineering, industrial manufacturing, and petrochemical, continually look at improving safety within their own processes and procedures but also driving it into the supply chain. In this third iteration of a Critical Issue Exchange devoted to safety, companies met again to look at how their peers deal with the challenges posed by a worldwide base of suppliers. How can a procurement organization ensure that they are reinforcing with their suppliers the high value that the organization places on safety? What processes are in place in the best organizations? What new technologies can help them with safety in terms of tools and on-site resources that provide data, monitor conditions, or automate processes? This report captures the lessons learned from the third, day-long discussion by professionals and safety experts at the CAPS Research Critical Issue Exchange.
754. Procurement Delegation of Authority 2017 January 2017 CAPS Research This report illustrates the results of a recent CPO Insights survey that was designed to find out how organizations structure their procurement delegation of authority. The results show how certain spend limits apply to different positions within the supply management hierarchy, examples of situations where the delegation of authority is not followed, and allowable exceptions to bypass the procurement delegation of authority.
753. Using FOB Origin to Manage Inbound Logistics Costs 2017 January 2017 CAPS Research Effectively managing the costs of inbound logistics typically means buying goods under the shipping designation of FOB Origin. While this designation requires more complexity and effort for inbound logistics, for many organizations the benefits outweigh the added effort. This report highlights the practices of organizations that use FOB Origin for their inbound logistics. Tags: Logistics, Sourcing Strategy
749. Purchasing Operations Centers Benchmarking Metric Report 2016 January 2017 CAPS Research The Purchasing Operations Center (POC) at many companies handles the transactional or tactical elements of the Purchase Order (PO) process. Most activities center around the PO transaction (i.e. creating, amending, revisions), and sometimes includes issuing RFx’s. This report offers insights into how organizations operate their POCs, or similarly dedicated group.
750. Payment Terms 2016 January 2017 CAPS Research A CAPS Research member company requested information on typical net payment terms used by other global organizations. A survey asking two questions (company industry and typical net payment terms) was distributed at the CAPS Executive Roundtable North America. The findings are reflected in this report. Tags: Organizational Design
751. Gender and the Supply Management Group 2016 January 2017 CAPS Research A short survey addressing the topic of gender and the supply management group was distributed at the CAPS Executive Roundtable North America. The findings in this short report provide a snapshot of the efforts of global organizations to recruit and retain women into their workforces.
752. Procurement Policies Benchmarking Metric Report 2016 January 2017 CAPS Research The purpose of this report is to provide an overview of procurement policies at organizations that participated in the survey. The report includes details about these policies, as well as organizations perceived level of compliance to their established policies.
748. Sourcing Services and Indirect Spend Benchmarking Metric Report 2016 December 2016 CAPS Research Services, indirect, and non-traditional spend typically includes categories such as marketing, professional services, travel, IT (services and hardware), HR, facilities, MRO, capital equipment and others. The purpose of this report is to provide a baseline of metrics to track year-over-year trends in the sourcing of services, indirect, and non-traditional spend categories.
747. Successfully Managing Supplier Quality December 2016 Mary Siegfried CAPS Research Getting ahead of supplier quality is a demanding task. Based on a Critical Issue Exchange co-hosted by a member company with CAPS Research, this report summarizes the key takeaways from the discussion and presentations by practitioners managing Supplier Quality within their organizations. A robust quality program requires monitoring, assessing, and evaluating suppliers. Great programs allow all parties to find and correct problems before they grow into large ones. Adept organizations sift available data to translate it into actionable items. Two case studies within this report show how each organization created a successful program that reduced costs, developed strong relationships, and fostered the belief that everyone has a stake in supplier quality.
746. Procure-to-Pay Metrics Benchmarking Metric Report 2016 December 2016 CAPS Research The purpose of this study is to help procurement/supply management professionals gain new insight into the metrics most commonly used by other organizations to measure their procure-to-pay (also known as P2P) process. The findings and benchmarks can be used to support any existing or planned review and revision efforts of current procure-to-pay metrics, or act as a template for organizations using such metrics for the first time. Compared to the report from 2015, this report offers 6 new metrics for organizations as well as a list of other metrics that may be less commonly used but still relevant in the discussion of measuring the procure-to-pay process.
745. Cognitive Procurement November 2016 Roberta J. Jennings CAPS Research Were living in an interesting age. Many businesses are realizing, as they strive to gain competitive advantage, that the next new "natural" resource isnt something from the ground. Its data. As a society, were generating unprecedented amounts of structured and unstructured data, and the technology industry has found ways to capture it all. However, merely capturing the data doesnt provide any benefit unless it can be put to use for progress or improvement. Many would say we are "data rich, but knowledge poor." Enter the possibility of cognitive tools — specifically cognitive procurement cognitive systems. Tags: Data Analysis, Emerging Technology
744. Price Benchmarking 2016 November 2016 CAPS Research A CAPS Research member company wanted to better understand how companies use and collect price benchmarking information. A SnapShots survey was distributed at the October 2016 CAPS North American Executive Roundtable event. The results of the survey are found in this short report.
743. Procurement Analytics 2016 November 2016 CAPS Research Procurement Analytics is an emerging tool that is becoming more necessary to help drive value to the enterprise, especially in the decision-making process. This report identifies current applications and the need for procurement analytics at organizations. The highest need reported for deeper analytic insights was spend analysis, with the highest importance rating as spend data. Tags: Data Analysis
742. Managing Supplier Quality Benchmarking Metric Report 2016 November 2016 CAPS Research Managing supplier quality is a priority for most global organizations. The impact and potential risk of poor quality products, services, processes, and/or performance can be far-reaching in the value chain. This metric report offers insights into how organizations structure their supplier quality efforts and their use of supplier quality data, physical supplier audits, having dedicated supplier quality employees, plus more.
740. Supply Management Metrics (Cross-Industry) Summary Report 2016 October 2016 CAPS Research This summary report takes a closer look at the 2016 Supply Management Metrics Report, offering visual representations of the data, as well as a closer look at select metrics. Find out how you compare to other organizations when looking at areas such as the percent of spend that is managed/controlled, operating expense per supply management employee, and the return-on-invesment of the supply management group.
741. M&A Activity and the CPO October 2016 CAPS Research CAPS Research asked CPOs from its member companies about their Mergers & Acquisitions (M&A) activity and their CPOs involvement in that activity. The participants were also asked about the metrics used to measure the success of the integration as well as those used to measure the performance of the CPO and the Supply Management Group. Several companies were cited as demonstrating best practices in how their CPOs are involved in M&A Activity. Tags: Mergers & Acquisition
736. Healthcare GPOs: The Journey from Tactical Supply Chain to a Strategic Asset October 2016 Pete Allen Vizient The first Group Purchasing Organization (GPO) started in Chicago in 1977 to aggregate and leverage purchasing volume for discounts from manufacturers, distributors and vendors. Acting on behalf of healthcare providers, GPOs can realize savings and increase efficiencies. Vizient is a non-profit organization with 3100 members, 1600 vendor relationships, and a portfolio of 3300 contracts. While purchasing is a core part of the business, serving 95% of academic medical centers, Vizient is now the fifth largest consulting company in healthcare, and has a massive analytics business with access to data on purchases by 16,000 healthcare systems in 14 different countries and patient-level detail in a clinical database. As increasing healthcare costs force hospitals to consolidate and cut administrative expenses, GPOs like Vizient are playing an increasingly important role in purchasing for hospitals, data analysis, trending, member advocacy, education and budgeting.
737. The New Supply Chain - THE Competitive Advantage October 2016 Todd Snelgrove SKF Group What is the next frontier beyond Total Cost and Should-Cost strategies? In this presentation, Todd Snelgrove of SKF makes the case for focusing on Total Profit, and looking through the eyes of the ultimate customer/consumer. The ultimate goal is for the buying organization to look all the way through the supply chain, always focused on discovering where profit can be found. This strategy has changed the way SKF operates. Tags: Cost Analysis
738. Procurement Analytics October 2016 Robert B. Handfield, Ph.D. North Carolina State University Consider this: 90 percent of the worlds entire data has been produced in the last two years, and its mostly unstructured. So, how will the procurement professional begin to tap into this rich stream of data to help make better, faster, smarter procurement decisions? Professor Rob Handfield of North Carolina State University presents information on the mindset and skill sets required to begin to broach the brave new world of cognitive procurement in this presentation. Tags: Data Analysis, Emerging Technology
739. Managing Risk in the Supply Chain – Preventing Fraud October 2016 Dennis Dienno Dell Technologies Dell works hard to diminish the amount of service fraud their company experiences. Industry experts estimate that 10 – 15% ($10 Billion industry wide) of service demand is fraudulent. Dell has developed dedicated teams and robust programs to pursue and prevent warranty claims on Dell products that were never purchased, and excessive or unneeded entitled warranty claims to obtain service parts or upgrades. Dennis Dienno describes the journey of developing the service fraud program, included the needed change in thinking the use of analytics, the integration of procurement and supply chain in the overall fraud prevention effort, and the launch of their successful pilot program.
735. Supply Base Cybersecurity October 2016 CAPS Research CAPS Research asked CPOs from its member companies about their general cybersecurity policies. The report details the frequency of policy updates as well as who leads the cybersecurity operation and how it is paid for. The report also explores the use of mobile phones connecting to the companys network and the controls in place for network security.
734. Travel & Entertainment (T&E) Expense Management Benchmarking Summary Report 2016 September 2016 CAPS Research The T&E spend category is one of the largest controllable expenses for most global organizations. Improving corporate T&E policy, sourcing and operations is, therefore, a top priority for many supply management and procurement professionals. Find out how you compare to other organizations with your spend, as well as managing travel operations. This summary report highlights key data taken from the 2016 Travel & Entertainment Expense Management Metric Report.
732. Managing Supplier Quality August 2016 Research Team CAPS Research CAPS Research asked CPOs from its member companies about how they manage supplier quality in their supply base. The report details how supplier quality responsibilities are distributed within entire organizations, as well as specific rationales for choosing each distribution. Respondents also self-assessed the level of maturity of their supplier quality efforts, providing insights into whether these organizations consider their supplier quality issue responses as either preventive or reactive in nature.
733. 2016 Financial Services Industry Benchmarking Report August 2016 CAPS Research The 2016 Financial Services Industry Supply Management Performance Benchmarking Report shows that 54 percent of organizations reported that the supply management group is directly responsible for supplier risk management and 67 percent include Tier 2 suppliers in their supplier risk program. These and many other metrics are found in the report that was created using data from a survey created with input from procurement and supply management professionals from financial services companies. Tags: Financial Services, Services
729. Supplier Innovation - CPO Insights July 2016 Research Team CAPS Research CAPS Research asked CPOs from its member companies about how they view potential for innovation in their suppliers. Respondents offered their take on both the importance of this potential for innovation in their suppliers, as well as an assessment of how their current organization evaluates supplier innovation performance.
730. Supplier Diversity Program Performance Benchmarking Report 2016 July 2016 CAPS Research The 2016 update to the highly acclaimed Supplier Diversity Program Performance Report is now available. Key metrics include supplier diversity spend as a percent of managed spend and goals and spend in each socioeconomic category. New this year is a more strategic view of the diversity programs. The top three drivers behind having a supplier diversity program are corporate responsibility, compliance, and regulations. Challenges and barriers facing organizations when measuring the value of supplier diversity and communicating that value are also explored.
731. Supply Management Metrics (Cross-Industry) Report 2016 July 2016 CAPS Research The Supply Management Metrics (Cross-Industry) Report provides information on thirty-one identified Key Performance Indicators (KPIs). New this year are various headcount ratios for the supply management group, as well as an array of metrics to assess the cost savings generated by supply management employees. Seven industries and three sectors are broken out from the general population, allowing for supply management groups to see how they stack up against comparable organizations.
728. Petroleum Industry Metric Benchmarking Report 2016 June 2016 CAPS Research This Metric Report provides an overview of the survey results and includes benchmarks on spend, savings, supply management return on investment, as well as new benchmarks on contract management and warehousing. Tags: Oil & Gas
726. New Measurements of Value June 2016 Research Team CAPS Research CAPS Research asked CPOs from its member companies about how they view and measure value creation beyond traditional savings and productivity. More and more supply management groups are looking for ways to enhance the value they deliver to their internal customers and key stakeholders. Responses reflect the frequency of evaluating potential value creation initiatives, as well as specific metrics monitored for cost savings. Tags: Cost Savings, Performance Metrics
727. Migrating ERP Systems to the Cloud June 2016 Research Team CAPS Research CAPS Research asked CPOs from its member companies about how supply management/procurement groups are migrating their enterprise resource planning (ERP) systems to the cloud. Many large global organizations are grappling with whether they should take the leap and migrate their ERP systems to the cloud or maintain their current systems. Information about cycle time for the migration, as well as individual modules that have been migrated, can be found within this report.
725. Futures Study 2020 June 2016 Thomas J. Kull, Ph.D.;Thomas Y. Choi, Ph.D.;Rama Srinivasan, Ph.D., M.B.A. Arizona State University
This report addresses the major issues and initiatives the supply management profession can expect five years into the future. Building on past CAPS Research "futures" studies, the results of this study should help supply management professionals understand potential factors that will impact their business models and change expectations for the supply function. Ultimately, the study should give valuable information that supply management professionals can use in discussion with the leadership of their company when developing and deploying supply strategies for the coming years.
This Research Report provides the most comprehensive look at the research findings, conclusions, and recommended actions. A related project document is a Brief which lists the most salient points of the research findings.
724. Managing Your Supply Base to Comply with Cyber Security May 2016 Richard A. Boyle CAPS Research Cyber security attacks are a growing concern, in every industry sector. Procurement professionals are increasing and heavily involved in securing their own networks and making sure that suppliers bring no vulnerabilities to them as they interface with the buying organization. Subject-matter experts from aerospace-defense and other industries reviewed at a CAPS Research Critical Issue Exchange best practices and current strategies, as well as government regulations. This report reviews the lessons learned from new methods to make networks more secure to developing "kill chains" that thwart attackers.
722. Futures Study 2020 April 2016 Thomas J. Kull, Ph.D.;Thomas Y. Choi, Ph.D. Arizona State University This presentation offers an overview of the results of the recent futures survey 2020. The focus of supply management professionals seems to be shifting from contending with upstream supply chain disruptions to managing downstream customer demands and integrating with other internal functional areas. Tags: Organizational Design
723. Fault Lines in the Global Economic Landscape April 2016 Arvind Singh University of Arizona What should the astute CPO of a Global 1000 company need to be paying attention to in the 2016 global economy? Professor Singh, a leading economist, answered these with his focus on six key questions. 1) What will be the short-term U.S. monetary policy? 2) Can India and China lift up the “BRIC”s? 3) What is the near-term forecast for the decline in oil prices and the effect on global trade? 4) Will the US dollar’s strength continue in global currency markets? 5) Is world trade turning the corner and ramping up? 6) Is Britain going to exit (“BRexit”) the European Union?
721. Travel and Entertainment (T&E) Expense Management Benchmarking Metric Report 2016 April 2016 CAPS Research The Travel and Entertainment spend category is one of the largest controllable expenses for most global organizations. Improving corporate T&E policy, sourcing and operations is, therefore, a top priority for many supply management and procurement professionals. This report includes benchmarks and metrics on topics that are important for managing an effective T&E program.
720. Safety in the Supply Chain: Part 2 March 2016 Richard A. Boyle CAPS Research
Many organizations – especially those in utilities, construction/engineering, industrial manufacturing, and petroleum – have made safety a top priority within their company. The topic is of such importance to them that they reconvened in a second Critical Issue Exchange to discuss how they have improved the standards of safety both within their internal programs and within their suppliers’ programs. This report captures the key points and lessons learned from the second, day-long discussion of this vital topic by procurement/supply management professionals and safety experts at a CAPS Research Critics Issues Exchange.
Note: The first "Safety in the Supply Chain" report was authored by Roberta Jennings and was published in November 2014.
719. Supply Chain Costing Strategies - Establishing and Achieving Cost Goals March 2016 Research Team CAPS Research
Background:
CAPS Research asked CPOs from its member companies about how they establish goals for purchasing-related cost savings or reductions, and what approaches are most successful. With the emergence of business analytics and more data availability in the last five years, companies may be taking advantage of these tools and developing new approaches to setting cost savings goals or targets, for both materials (e.g., raw materials, parts, modules, etc.) and services (e.g., backroom, maintenance, legal, etc.). The responses are in this report.
Tags: Cost Savings, Performance Metrics
718. Managing Supplier Contract Audits Benchmarking Metric Report 2016 February 2016 CAPS Research This report provides an overview of the many ways that organizations manage their supplier contract auditing activities. The results of supplier contract audits can be used to determine whether suppliers are abiding by the terms and conditions of their contracts, as well as to determine if controls and processes are being followed internally by key stakeholders.
717. Investment Recovery Performance Metric Report 2015 February 2016 CAPS Research This report was developed in partnership with the Investment Recovery Association. In addition to the organizational information and operational benchmarks provided, there are a number of financial metrics related to the overall cost benefits of investment recovery programs as well as best practice implementation. One key metric shows that for every dollar of investment recovery operating expense, $49 is returned to the bottom line. Other benchmarks relate information about investment recovery services and processes, the effectiveness of program-related tools and technologies, and investment recovery staffing. Forty-two companies provided data for this report
716. Supply Chain Financing: Funding the Supply Chain and the Organization February 2016 Dale S. Rogers, Ph.D.;Rudolf Leuschner, Ph.D.;Thomas Y. Choi, Ph.D. Arizona State University;Rutgers University
This report recognizes an opportunity for supply professionals to expand their role into financial issues, as they can significantly alter how relationships with suppliers are managed. The study highlights areas of collaboration, especially involving the corporate finance function and treasury, in addition to suppliers and even customers. Some of the tools presented in this report can bring significant value to the organization because they provide access to liquidity, which is often difficult to access otherwise.
This Focus Study provides the most comprehensive look at the research findings, conclusions, and recommended actions. The other documents in the series include an Executive Report, a condensed version of the larger report and an Executive Brief, which lists the most salient points of the research findings.
Tags: Financial
715. DOE NNSA Contractors Benchmarking Metric Report 2015 January 2016 CAPS Research The DOE/NNSA (Department of Energy/National Nuclear Safety Administration) Contractors Benchmarking Metric Report for 2015 contains key procurement performance measures including organizational structure, professional development, financial information, and supplier measures. Data was provided by 20 different DOE and NNSA laboratories (or sites). Key measures include training hours and costs, spend per procurement employee, operating costs per procurement employee, and supplier diversity goals and attainment. Other measures include procurement card usage and customer satisfaction surveys. Tags: DOE/NNSA Contractors
714. Feasibility Study of Nexus Supplier Index: Identifying and Categorizing Nexus Suppliers through Business Analytics January 2016 Benjamin B. M. Shao, Ph.D.;Zhan (Michael) Shi, Ph.D.;Thomas Y. Choi, Ph.D. Arizona State University
Nexus suppliers are a new kind of critical supplier. Their criticality comes from their structural positions in the multi-tiered supply network of a focal buying firm. Nexus suppliers may have a profound impact on a buyer’s performance, due to their network characteristics rather than their internal capabilities or knowledge.
The objective of this feasibility study is to develop and assess a data-driven business analytics model for Nexus Supplier Index (NSI) through which we can identify and categorize nexus suppliers in a focal buying firm’s supply network.
This Focus Study provides the most comprehensive look at the research findings, conclusions, and recommended actions. The other documents in the series include an Executive Report, a condensed version of the larger report and an Executive Brief, which lists the most salient points of the research findings.
713. Sourcing Cloud-Based Services: Underlying Issues and Strategies December 2015 Sriram Narayanan, Ph.D.;Thomas Y.Choi, Ph.D.;Yu Huang Michigan State University;Arizona State University This CAPS Research project was commissioned with the intention to better gain insights into strategies and risks of cloud sourcing for procurement managers and identifies cloud sourcing enablers; risks of cloud sourcing; risk mitigation and contract negotiation and governance issues in cloud sourcing. This Focus Study provides the most comprehensive look at the research findings, conclusions, and recommended actions.
712. 2015 International Traffic in Arms Regulations (ITAR) December 2015 CAPS Research With input from companies that export and/or import defense-related articles and services found on the United States Munitions List (USML), this report explores how supply management/procurement groups ensure compliance with the International Traffic in Arms Regulations (ITAR)
710. Customs Broker Benchmarking Metric Report 2015 November 2015 CAPS Research This report details the different methods being used by organizations to clear customs during the import/export process. The findings are mostly qualitative, with respondents providing specific information regarding the advantages and/or disadvantages of their current method(s).
711. Sourcing in Emerging Markets Benchmarking Metric Report 2015 November 2015 CAPS Research This report provides insight into how companies are sourcing in emerging markets with a focus on mitigating risk and managing suppliers. The findings of the report demonstrate key differences between sourcing activities in developed and emerging markets, with details on topics ranging from unique documentation processes to the frequency of supplier development activities in emerging markets.
709. First-Time Buy Cost Savings Calculations October 2015 Deborah Stanton CAPS Research A CAPS Research Member Company requested input regarding how supply management/procurement groups calculate cost savings in first-time buy negotiated savings scenarios, for products or services.
Tags: Cost Savings, Performance Metrics
706. Supplier Segmentation October 2015 Jeff Wood Allegion
The supplier segmentation models must be driven by the customer needs and
revenue side logic. Segmentation allows matching of supplier capability to
the customer needs. In a traditional model, forecast pushes all production
activities. The supplier segmentation follows a pull system where forecast
is only for capacity planning, and sales at customer drives the production
activities.
707. Category Strategy Management October 2015 Marc Garrett The Boeing Company
Category strategy management is presented from the perspective of Shared
Services Group within Boeing Supplier Management Organization. Their model
considers: supply chain architecture, category strategic plan, category
management, and category profile. Category strategy management contributes
to improving supplier relationships, driving innovation, and ensuring
category strategy sustainability.
708. Supplier Relations at Honda October 2015 Tom Lake Honda North America Honda, like many other companies, is involved in producing a wide variety of products. Therefore, it is not possible do a job without suppliers. If a small part breaks down on the road, from the consumer’s perspective, a Honda broke down. Therefore, maintaining good supplier relations is critical to Honda’s success. Honda establishes a fair and clear business relationship with the suppliers, equal partnership regardless of the size of the supplier, and respect for suppliers’ dignity. Factors that contribute to “voice of the supplier” are enumerated. How to remove barriers and promote communication are discussed.
705. Capital Expenditures Sourcing October 2015 Roberta J. Jennings CAPS Research Capital purchases are necessary in every type of organization. However, they create a unique environment for sourcing professionals — with both challenges and opportunities. On one hand, purchases may not be tied directly to productivity or revenue generation, so securing funds and forecasting needs takes a different spin. In a project environment or one-off buy, sourcing professionals must be creative about negotiating prices and ensuring supplier performance, without the leverage that repeat buys afford. However, goals around diversity spending is one area that can nicely compliment capital purchases. A recent CAPS Research Critical Issue Exchange event explored this topic.
704. Procure-to-Pay Metrics Benchmarking Metric Report 2015 September 2015 CAPS Research The purpose of this study was to help procurement/supply management professionals gain new insight into the metrics most commonly used by other organizations to measure their procure-to-pay (also known as P2P) process. The findings in this report can be used to support any existing or planned review and revision efforts of current procure-to-pay metrics, or act as a template for organizations using such metrics for the first time.
703. Best Practices for Driving Sustainability into your Supply Chain September 2015 Roberta J. Jennings CAPS Research Leading organizations are continuing to incorporate environmental and sustainability best practices into their operations. Based on a CAPS Research Critical Issues forum held on supplier sustainability, some strategies that firms use to segment suppliers are presented.
702. Air Freight Fuel Surcharges August 2015 Deborah Stanton CAPS Research A member company had questions regarding Air Freight Fuel Surcharges and how companies approach this issue when procuring air freight transportation services.
Tags: Category Strategy, Logistics
701. Managing Supplier Innovation August 2015 Roberta J. Jennings CAPS Research As companies strive for competitive advantage, many are looking to the supply base as a source for innovative processes and products. Whether the motivation is purely financial or there is a desire to be at the cutting edge in the industry, firms are seeking the best methods for tapping into the knowledge and ideas that supply partners might have. According to a recent survey by CAPS Research, 82.6 percent of responding companies indicated that they either have, or shortly plan to have, a supplier innovation program in place that includes specific policies and practices. The challenge, however, is how to best cultivate the best ideas at the right time — and ultimately reward the supply partner for its contribution. If an innovative idea can come to fruition and meet a current need — ideally on an exclusive basis — it can be a game-changer. Many motivations for innovation link back to financial gain, whether it be profit, market share, process efficiencies, or time-to-market.
700. Aerospace and Defense Industry Benchmarking Metric Report 2015 July 2015 CAPS Research The 2015 Aerospace and Defense Industry Benchmarking Metric Report includes metrics of importance to the aerospace and defense industry on topics including supply management organizational structure, spend and spend analytics, supply management operating expense, supplier relationships, and supply management return on investment. Tags: Aerospace & Defense
699. Managing Supplier Risk July 2015 CAPS Research Highlights of this report show that 65% of companies with a Supplier Risk Management Program (SRMP) rated their programs maturity as Most Advanced or Moderately Advanced. When rating the level of importance (High, Medium, or Low) to their organizations, participants rated Availability of Supply as the highest importance, followed by Quality and Financial. Participants also reported that of the suppliers in their SRMP, an average of 10% were in the highest risk segment or tier.
698. Persistence and Change in Trends: The Post Reform Environment For Supply Chain Management July 2015 Eugene S. Schneller, Ph.D. Arizona State University A new term is entering our vocabulary – "post reform" – referring to the five year period since the enactment of the Affordable Care Act. It has been a period of uncertainty, change, challenge and opportunity. It is characterized by a combination of stressors and opportunities that impact supply chain, for providers, suppliers and intermediaries and ultimately patients – in significant ways. Since 2008 the Health Sector Supply Chain Research Consortium has published its list of "top trends." This year we took a somewhat different approach to identifying trends and important issues in the health sector supply chain by requesting that our panel of Consortium members identify the three most persistent trends/issues and assesses the evolution of these trends in the changing marketplace.
697. Cross-Industry Metric Report July 2015 July 2015 CAPS Research The Cross-Industry Report of Standard Benchmarks provides information on twenty-one commonly referenced Key Performance Indicators (KPIs). One of the newer KPIs is Supply Management Return on Investment (ROI). The average ROI across all industries is 676.9%, or a return of $6.76 for every $1 of supply management operating expense. ROI values are provided for eight industries. Other KPIs show the percent of total spend managed/controlled by the supply management organization, managed spend per supply management employee, the average operating expense per supply management employee, etc. In addition to this metric report, CAPS Research corporate members and benchmarking subscribers are provided corresponding industry-specific breakout reports and comparative reports showing their data alongside industry-specific aggregated data.
696. Best Practices in Sourcing Cloud Services June 2015 Roberta J. Jennings CAPS Research Cloud technology services are becoming increasingly popular in todays business environment. The cloud model can bring many monetary and efficiency advantages, but requires an organization to do a total value analysis and deeply assess its own comfort level with the risks introduced in a cloud-based environment. What is the cloud and why are so many firms finding cloud technology services attractive? CAPS Research recently conducted a Critical Issue Exchange on this topic: this report is based on comments from the several supply and technology professionals who shared their experiences with sourcing and implementing cloud services.
695. Labor/Service Agreements for Utilities Industry Companies 2015 June 2015 CAPS Research This report addresses the frequency and types of contract labor agreements, service agreements, etc., that utility companies use for various programs or projects. Four types of commonly referenced labor/service agreements are specifically examined: Time & Material, Unit Price or Lump Sum, Cost-Plus, and Cost Reimbursable. Tags: Contract Management, Utilities
694. Outsourcing Supply Management Activities June 2015 CAPS Research Supply Management Groups are reevaluating all sourcing activities and/or business processes to determine if a new outsourcing model or approach can be identified that will reduce overlooked costs and deliver newly discovered value back to the company. This report identifies companies use of 3rd party outsourciing solutions for direct/indirect, high/low strategic categories, and for business activities that support sourcing. The report also provides a list of other spend activities/areas that are (or may be) outsourced, along with different criteria used for outsourcing determinations.
693. Corporate Procurement/SCM Employees Benchmarking Metric Report 2015 April 2015 CAPS Research This report was developed from a brief, 8-question survey that asked about the numbers of corporate procurement/supply chain management employees (full-time equivalent and contract temporary) assigned to the supply management group. The survey data yielded 11 benchmarks, as well as an overview of 9 different activities (policy, strategic governance, market intelligence, etc.) that are usually aligned within a company’s supply management group.
692. Investment Recovery Job Descriptions and Titles 2015 April 2015 CAPS Research The Investment Recovery Association and its member companies asked CAPS Research to identify commonly accepted job descriptions and position titles assigned to employees whose primary function is to support the companys investment recovery operations. The summary report shows frequently used position titles of individuals assigned primarily to support their company’s investment recovery operations; the numbers of individuals assigned to different categories (level 1 through level 4); the percent of companies who reported their investment recovery positions are aligned with CMIR certification; and the percent of companies who require (or encourage) level 1 & 2 employees to achieve CMIR certification.
687. New, Expanded Buyer-Supplier Relationship Management April 2015 Thomas Y. Choi, Ph.D. CAPS Research Cooperative buyer-supplier relationships have been associated with closely-tied relationships, while adversarial relationships have been equated to arms-length relationships. However, there can be a closely-tied yet adversarial relationship and an arms-length yet cooperative relationship. The data is collected from Toyota Motor Engineering and Manufacturing North America, Inc. and 163 of its suppliers.
688. The Dramatic Fall in Oil Prices and the Impact on Logistics/Supply Chains April 2015 William Villalon APL Logistics, Ltd. Falling oil prices equals better transportation rates? Not so fast. The informed CPO needs to be thinking about other factors as well. Representing APL Logistics, part of the $9-billion NOL Group, a global provider of ocean and intermodal logistics, the speaker noted the current "Rubik’s Cube" of logistics challenges, including, but not limited to: varying pricing mechanisms on transport modes, the rising costs of warehouse labor especially in the coastal regions of the North America and elsewhere, and the shortage of truck drivers in specific corridors in North America. The speaker also reviewed the challenges presented by selective volatility in ocean freight rates, reshoring and near-shoring decisions, infrastructure challenges, as well as currency fluctuation. Tags: Logistics, Sourcing Strategy
689. Supply Chain Segmentation: Linking Business Strategy with Sourcing Strategy April 2015 Gordon Lam The Fung Group The speaker began by giving an overview of the vast and segmented supply chains that Li & Fung—a Hong Kong-based global company more than a century old and now employing 31,000--controls and directs, in its four core businesses of sourcing, logistics, distribution, and retail. He then focused on the seven core principles that drive their supply chain management, which work together to help Li & Fung discover and deliver more value along the supply chain than its competitors. He cited several cases in their recent history that highlighted how they employ the resources of a large company but act like a small one. He also reviewed their strategic planning, their approach to acquisitions, and their talent development that help ensure continuous improvement in their supply chain management business.
690. Strengthening Your Supply Chain Strategy April 2015 Vincent J. Hrenak Raytheon During this presentation, the speaker provided an overview of how he has utilized CAPS Research’s different products and services to establish credibility across all levels of supply management. Key examples include different benchmarking metrics that provide industry-specific comparisons of supply management key performance indicators; the Executive Assessments that identify the relative importance of, and implementation of, different critical strategy areas.
691. Semi-Autonomous Knowledge Base Statement of Work Development April 2015 Joseph A. Yacura Fannie Mae The underlying theme of the presentation was the observation that the need for real-time business information is driving the evolution of "smart systems" based on inference engine technology. Inference engines are developed using artificial intelligence techniques to instantaneously derive conclusions from a knowledge base that contains different facts and information. The presentation suggests that companies will, in the near future, establish a formal method of creating "Institutional Knowledge" that resides within their own smart systems. These smart systems will provide procurement organizations an ability to make real-time decisions based on multiple/variable sources of information. Fannie Mae is using a smart system (based on inference engine technology) to create a semi-autonomous Statement of Work (SOW) generation tool that uses different sources of knowledge from human-based information and systems data.
686. Industrial Manufacturing Industry Metric Benchmarking Report 2014 April 2015 CAPS Research This industry-specific benchmarking report provides a comparative look at how industry supply management dynamics have changed since this report was last published in 2012. In addition to data earlier published (e.g., functional assignments within the supply management group, financial management metrics, key supplier relationship data, and supply management’s engagement in hedging strategies) new metrics include the percent of companies with supply management employees assigned to different global regions, and the increase/decrease in spend in the global regions. Also new this year is the percent of organizations that are responsible for spend associated with inbound and outbound logistics and transportation. Tags: Discrete Manufacturing
685. Petroleum Industry Metric Benchmarking Report 2014 March 2015 CAPS Research This Metric Report provides an overview of the survey results and includes new benchmarks which include cost savings as a percent of supply management operating expense (often referred to as the supply management groups Return on Investment), as well as several new benchmarks that measure strategic and operational supply management employees, both as aggregated and by function. Tags: Oil & Gas
684. Impact of Recent Declines in Oil Prices (March Update) March 2015 CAPS Research The topic of declining oil prices and the uncertainties around any near-term price reversal has created opportunities for businesses to rethink their strategies for acquiring oil and related petroleum-based products (fuels, chemicals, etc.). This report provides insight into the actions organizations are taking (or have taken) to realize savings and other benefits as a result of the decline in fuel costs.
683. Utilities Industry Benchmarking Metric Report 2014 March 2015 CAPS Research The 2014 Utilities Industry Metric Benchmarking Report provides an overview of the industry-specific survey and includes metrics of importance to the utilities industry on topics including supply management organizational structure, spend, supply management operating expense, supplier relationships, and supply management return on investment. Tags: Utilities
682. Demand-Side Energy Management February 2015 CAPS Research Effective demand-side energy management programs include energy efficiency practices that do not necessarily impact business operations during periods of peak energy demand. Efficiency practices may include drawing power from backup generators, reduced lighting, adjusting heating/air conditioning levels, etc. A key finding from the study was the overwhelming success organizations found in both the implementation of their demand-side energy management program, and in meeting the programs goals and objectives.
681. Measuring Capital Projects Sourcing and Management Metric Report January 2015 CAPS Research There are numerous types of capital projects for which companies allocate resources to build, acquire, and maintain assets such as production and process equipment, buildings, and other related infrastructure. This metric report is based on responses from large, global companies in capital intensive industries and addresses capital expenditures issues including sourcing team structure, internal client engagement, metrics and goals, and future trends.
680. Impact of Recent Declines in Oil Prices January 2015 Deborah Stanton CAPS Research In view of the rapid decline in oil prices, and the uncertainty around any near-term price reversal, CAPS Research would like to learn what actions you have taken (or will take) to realize savings and other benefits because of the decline in fuel costs.
679. DOE NNSA Contractors Benchmarking Metric Report 2014 January 2015 Benchmark Team CAPS Research The DOE/NNSA (Department of Energy/National Nuclear Safety Administration) Contractors Benchmarking Metric Report for 2014 contains key procurement performance measures including organizational structure, professional development, financial information, and supplier measures. Data was provided by 22 different DOE and NNSA laboratories (or sites). Key measures include training hours and costs, spend per procurement employee, operating costs per procurement employee, and supplier diversity goals and attainment. Other measures include procurement card usage and customer satisfaction surveys. Tags: DOE/NNSA Contractors
678. Measuring Capital Projects Sourcing and Management 2014 January 2015 CAPS Research This summary report corresponds to a CAPS Research benchmarking survey which asked participants to provide information about four areas related to capital projects within their organization: Sourcing team structure; Internal client engagement; Capital expense (CapEx) metrics and goals; and significant trends that might impact future capital projects sourcing. The survey participants reported the spend for capital projects within their companies is about 8.1 percent of revenue.
677. Creative Agency Sourcing December 2014 Deborah Stanton CAPS Research Supply Management is just beginning to engage their organization’s marketing group and others to source non-traditional spend categories such as Creative Agencies. 3M Company is interested to learn how your organization is managing creative agencies, agency spend, and the process for identifying new creative agencies.
674. Financial Services Industry 2014 Supply Management Performance Benchmarking November 2014 CAPS Research Gain insight into how financial services companies report their supply management groups ROI, and how they perceive their level of maturity across different activities ranging from supplier capability assessments to supply chain sustainability. This report includes key benchmarks and best practices specific to Managing Supplier Risks and Relationships, Influence and Value of the Supply Organization, and Organizational Design and Policy. Tags: Financial Services, Services
675. Safety in the Supply Chain November 2014 Roberta J. Jennings CAPS Research Many organizations – especially those in construction/engineering, industrial manufacturing, and petroleum – have made safety a top priority within their company. They have experienced the benefits of well-defined, long-standing internal programs and initiatives that create safe working environments. The next step for many firms, however, is to drive safety throughout their supply chains. This report captures the highlights of a day-long CAPS Research Critical Issues event where procurement/supply management professionals discussed this important topic.
673. Sourcing Public Cloud Services November 2014 Phil Carter CAPS Research Enterprises are increasingly interested in using public cloud services due to the advantages these services may offer like avoiding capital investment in infrastructure, getting applications up and running faster, and rapidly adjusting IT resources to meet fluctuating and unpredictable business demands.
668. Multi-Tier Supply Management October 2014 Thomas Y. Choi, Ph.D. CAPS Research Dr. Choi’s remarks began with an overview of the current thinking around multi-tier supply management and some of its drawbacks. He showed how some companies are managing sub-tier suppliers retaining control over BOM or work requirements; considering supplier’s innovation potential; taking into account the environmental and social impact; and staying close to “touch-point” suppliers. He also discussed new ways to look at the multi-tier network structure that can help identify critical sub-tier suppliers using contractual and materials flow sociograms. Tags: Value Chain
669. Global Economic Outlook October 2014 Sara Johnson IHS Using data from IHS Economics practice, Ms. Johnson highlighted key trends and in-depth analysis of the current economic outlook. She demonstrated: a gradual acceleration in the global economy led by the United States; improving household finances, strengthening private investment, and reduced fiscal drag will support the US expansion; after stalling this spring, the Eurozone’s slow recovery will resume as the policy focus shifts from austerity to growth; a downturn in housing markets will restrain China’s growth; growth paths in emerging markets will depend on structural reforms that raise productivity and allocate capital more efficiently; and there is an abundance of geopolitical risks.
670. Corporate Supplier Sustainability October 2014 Jay Joyce;Anne-Cecile Remont Procter & Gamble Company After a brief overview about P&G’s internal environmental sustainability efforts, the presenters turned toward the important topics of advancing environmental sustainability outside the company. Examples and strategies were shared about advancing sustainability through partnerships with specialty groups and other companies, as well as driving sustainability into the supply chain and P&G’s use of scorecards and third party audits to get supplier buy-in.
671. Skills and Experiences for Success in Procurement and Supply Chain October 2014 Simon Revere;Geddings Roche Korn/Ferry International Using the Korn Ferry framework of the four dimensions of leadership and talent (competencies, experiences, traits, and motivators), the speakers demonstrated how best-in-class procurement executives share a specific trait of leadership characteristics. They also addressed how to differentiate performance from potential, and how to identify high-potential talent. Tags: Talent Management
672. Global & NAFTA Supply Chain Trends October 2014 William Villalon APL Logistics, Ltd. Mr. Villalon’s presentation provided data and trends to gain insights about various factors driving a shift in global supply chains; shifting trends in the NAFTA supply chain; several factors that have converged to place significant stress on the logistics network that underpin NAFTA / US supply chains; the implications for companies engaged in global sourcing; and key considerations for procurement and supply chain managers.
667. SnapShots 2014: Effective Collaboration for Supplier Innovation October 2014 CAPS Research The most significant opportunities for driving innovation within the supply management organization include clearly established functional roles, early supplier engagement, developing and maintaining customer/supplier trust, supplier performance, and cost models that compensate suppliers for research and development costs. The report shows that the effectiveness of supplier innovation programs lags the relative importance of these programs. Two-thirds of the participants reported Supply Management is primarily responsible for championing supplier innovation. The appendices provide information on the benefits suppliers have received from innovation programs; a list of tools being utilized to managing supplier innovation projects; and practical information from lessons learned.
666. Financial Services Industry Identification of Critical Activities and Supplier Risk Categories September 2014 CAPS Research Based on a survey developed with input from a CAPS Research Industry Advisory Group, this short report identifies the functions and activities that are considered to be critical to financial services organizations. It also highlights respondents supplier risks (information security, natural disaster, brand reputation, geopolitical, etc.) and whether or not these supplier risks are currently being managed or monitored. Contact the Benchmarking Team at CAPS Research (metrics@capsresearch.org) if you have any questions about this report, or are interested in receiving a comparative benchmarking report. Tags: Financial Services, Services
664. SnapShots 2014: Availability of Internet-Based Terms and Conditions for Current and Potential Suppliers September 2014 CAPS Research For this report, Aerospace & Defense companies were asked about the industry’s use of the internet to post supplier standard Terms and Conditions. The majority of respondents reported they posted terms and conditions on their websites. Respondents also identified perceived benefits and shared their opinions regarding whether or not potential suppliers visit their website(s) in order to preview the standard terms and conditions. For a list of websites that reported their terms and conditions are made publically available, email metrics@capsresearch.org.
665. Chief Purchasing Officers Mobility and Compensation: A 2014 Study of Fortune 500 Firms September 2014 Phillip L. Carter, D.B.A. CAPS Research
This study provides an analysis of the compensation and mobility patterns of Chief Purchasing/Procurement Officers for Fortune 500 sized companies. The research reports on the salary and bonus compensation for CPOs for 2014 and 2013 and the mobility patterns of individuals who achieved the CPO role. Demographic information on the CPOs is also presented in the report. Additionally the report compares the results from this study with the results of similar research published by CAPS Research in 2000 (based on 1999 data), 2002 (based on 2001 data) , and 2007 (based on 2006 data).
This Focus Study provides a detailed analysis of the study findings. Related documents include an Executive Report - a condensed version of the larger report and an Executive Brief that presents only the most salient points from the study.
663. Using Big Data for Supply Management Purposes August 2014 Deborah Stanton CAPS Research CAPS Research would like to find out how many companies are using big data within their supply management organization and how they are using it. "Big data" refers to data sets whose size is beyond the ability of traditional business-intelligence tools to analyze in a timely manner.
Tags: Data Analysis
662. Engaging 2014 - Health Care Supply Chain Top Trends July 2014 Eugene S. Schneller, Ph.D. Arizona State University The US health care delivery system is experiencing an unprecedented rate of change. New financial models, characterized by pay for performance, gainsharing and bundled payments bring forth important opportunity for knowledge of product impact on clinical performance and for product-related savings in the continuum of care. As improved product management and synchronization of products across service lines and settings of care become the standard for excellence in supply chain management, many of HSRC-ASU earlier-year trends are being accelerated in response.
661. Metrics of Supply Management - Cross-Industry Metric Report July 2014 July 2014 CAPS Research This Cross-Industry Report of Standard Benchmarks provides information on twenty-one commonly referenced Key Performance Indicators (KPIs). New this year is a look at each industrys average Supply Management Return on Investment (ROI). For example, the metric report shows the ROI for Financial Services companies of 1,398% or a return of $13.98 for every $1 of supply management operating expense. ROI values are provided for six unique industry sectors. Other KPIs show the percent of total spend managed/controlled by the supply management organization, managed spend per supply management employee, the average operating expense per supply management employee, etc. In addition to this metric report, CAPS Research corporate members and benchmarking participants are provided corresponding industry-specific breakout reports. Member companies and benchmarking subscribers also receive comparative reports showing their data alongside industry-specific aggregated data.
660. Best Practices for Sourcing Pharmaceutical Benefits June 2014 Roberta J. Jennings CAPS Research With escalating healthcare costs, pharmaceutical benefits management (PBM) has appeared on the radar screen of many organizations, and is a category ripe for opportunity, as many executives say they are striving to apply proven sourcing principles long used for materials and services to this unique, non-traditional spend area. With total U.S. pharmacy spending topping $325B in 2012, companies are seeking opportunities to effectively gain control of the pharmaceutical benefits spend area, optimize contract management, and gain data transparency, all while offering competitive employee benefits. This report highlights the key points and lessons from the presentations and discussions of a Critical Issues Partnership event “Best Practices of Sourcing Pharmaceutical Benefits" hosted by CAPS Research, a member company, and the Health Sector Supply Chain Research Consortium at Arizona State University.
659. Managing C-TPAT Programs and Activities June 2014 Phil Carter CAPS Research The Customs-Trade Partnership Against Terrorism (C-TPAT) is a voluntary government-business initiative to build cooperative relationships that strengthen and improve overall international supply chain and U.S. border security. Many U.S. manufacturing companies participate in this program. However, resources are required to become certified, to keep certifications up-to-date and to work with supply chain partners to ensure that the requirements of C-TPAT are met.
658. Measuring Supplier Diversity Program Performance 2014 June 2014 CAPS Research The 2014 update to the highly acclaimed Supplier Diversity Performance Report is now available. Key metrics include the observations that more than 40 percent of the survey respondents reported an increase in their total number of diversity suppliers while 25 percent reported a decrease in their base of diversity suppliers. The remaining 34 percent reported that their total number of diversity suppliers did not change during the reporting period. In previous years the reports only focused on diversity spend as a percent of total spend. This years report also looks at diversity spend as a percent of spend that is managed and/or controlled by the supply management group. Some organizations refer to this as sourceable spend.
657. China’s Global and Economic Position June 2014 Siew Loong Wong APL Logistics, Ltd. Mr. Wong details the position, strengths and vulnerabilities of China as a global economy, and provides an internal view of what economic activity is happening and where in the country. His observations include: (1) China will remain the world’s economy engine and become the No. 1 trading country; (2) China is striving for a more balanced economy; (3) as per estimation, China will move towards an unprecedented urbanization scenario in human history; (4) however, China’s urbanization will still follow today’s pattern, highly concentrated in the east with pockets in the west; and (5) there are tremendous logistics needs brought by China’s urbanization and improved purchasing power that will drive imports. Tags: Logistics, Sourcing Strategy
655. Procurement Practices of Chinese Companies June 2014 Dr. JianQiang Hu;Dr. Qiying Hu Fudan University
Very little research has been published on the purchasing practices of Chinese companies in China. In this report researchers from Fudan University in Shanghai, China provide readers with information on Chinese business practices for supplier selection and qualification, supplier development, and supplier relationship management. Additionally the researchers discuss how Chinese companies organize their purchasing functions and the differences and similarities between Chinese firms and multi-national firms. For this project the researchers conducted extensive interviews at 11 Chinese companies, conducted a Roundtable at which purchasing managers discussed these issues, and also collected data on these issues using a survey distributed to Chinese companies.
This report is also available in Mandarin.
656. Managing Commodity Price Volatility and Risk June 2014 George A. Zsidisin, Ph.D., C.P.M.;Janet L. Hartley, Ph.D.;Lutz Kaufmann, Ph.D.;et al. Virginia Commonwealth University;Bowling Green State University;WHU - Otto Beisheim School of Management All organizations including those in the private sector, non-profit entities, and governmental agencies, are exposed to risk from commodity price volatility. This risk exposure is either from direct raw materials and energy purchases or from purchases of commodities and energy by companies upstream in their supply chains. The purpose of this research was to identify how firms assess and manage commodity price risk associated with their direct purchases and purchases in their upstream supply chains. This Focus Study provides research findings, lessons learned and other insights. Related documents include an Executive Report - a condensed version of the larger report and an Executive Brief that presents only the most salient points from the research.
654. SnapShots 2014: Corporate/Commercial Payment Card Information May 2014 CAPS Research This SnapShots report summarizes information provided by more than 120 companies about their use of one or more of the following corporate/commercial payment cards: Purchasing/procurement cards, Travel & entertainment cards, and Commercial multi-cards.
653. Digitally Integrating the Supply Base May 2014 Roberta J. Jennings;Phillip L. Carter, D.B.A. CAPS Research Based on a Critical Issues event co-hosted by CAPS Research and a member company, this report is a summary of the discussion and presentations by sourcing professionals who spent the day exploring best practices and decision making concerning digital integration of suppliers. Topics captured from the day and summarized in this report include: Making the Business Case; Technology Tools; Survey results on the subject; Lessons Learned; Demonstrated Benefits; Known Challenges and Prerequisites to Success Implementation of Digital Integration. Brief overviews of each presentation are included.
652. Best Practices for Managing Outsourced Manufacturing April 2014 Roberta Jennings CAPS Research Based on a Critical Issues event co-hosted by CAPS Research and Intel Corporation, this report is a summary of the discussion and presentations by sourcing professionals who spent the day exploring best practices and decision making concerning outsourcing manufacturing and services. Topics captured from the day and summarized in this report include: Considering the Outsourcing Decision; Procurements Role in Outsourcing; The Outsourcing Relationship; Multiple Outsourcing Models; Information Sharing and Visibility; and Measurements/Metrics. Brief overviews of each presentation are included.
651. Emerging Global Supply Strategies April 2014 Robert M. Monczka, Ph.D.;Phillip L. Carter, D.B.A.;William J. Markham;et al. CAPS Research What are the emerging global business and supply strategy trends? To answer this question, a major CAPS Research Initiative, Value Chain Strategies for a Changing Decade: Emerging Global Supply Strategies studied the strategies companies were implementing to respond to changing global conditions. The research provides findings and insights about emerging outsourcing/insourcing strategies and possible changes to supplier locations and reasons why. The Focus Study provides the most comprehensive look at the research findings, conclusions, and provides executive guidance.
Tags: Geo-Political, Sourcing Strategy
649. Shaping the Strategic Business Model: A Case Study in Healthcare April 2014 Jacklyn A. Sturm Intel Corporation Jackie began her presentation by explaining how supply chain fits into the overall business model at Intel, and the goals and drivers for the procurement organization. She also shared the journey Intel has recently undergone in piloting a new health care initiative in one of their geographic locations. She detailed the all-too-familiar soaring healthcare costs, and the opportunity these increased costs provide supply management to deliver even more value to the organization. By taking a closer look at the problem of health care costs in the U.S., understanding the market, and using enhanced data visibility and analysis, Intel was able to redesign and optimize the health care value chain in an innovative way that is based in a new structure of compensation.
650. The Global Economic Recovery Is on Track, But There Is No Shortage of Risks April 2014 Nariman Behravesh IHS Dr. Behravesh provided a truly global snapshot of the economic drivers impacting world economies of the most important countries. He also addressed key trends and an outlook for the North American economy. Some of his key conclusions include: Overall global growth in 2014 will be better than 2013; the US energy boom is one of the bright spots, and there are other upside risks; Europe and Japan will do better, but not as well as the US; the recent sharp deceleration in the BRIC countries and other emerging markets is worrisome, and a return to the boom years of the 2000s is unlikely – but another crisis is also unlikely; low energy prices are a competitive "stimulus" for North America; other commodity prices are not a serious threat; inflation and interest rates will remain low for at least another year; and despite recent increases relative to emerging market currencies, the US dollar continues to provide a competitive advantage.
648. SnapShots 2014: Supplier Performance Measurement Programs March 2014 CAPS Research The Supplier Performance Measurement Programs benchmarking report looks at the tools, processes, and measures used by companies to determine if their suppliers are aligned with their business goals and objectives. Supplier performance measurements can help to drive product and service improvements, cut costs, and moderate risk. Not unexpectedly, the majority of survey participants (70 percent) reported they have a formal supplier performance measurement program in place. About 85 percent of the companies that reported they do not yet have a supplier performance measurement program in place expect to have one within the next two years. Survey participants were asked to rate 13 different performance measures on a scale from 1 (not important) to 7 (very important). Four of the 13 performance measures - Quality, Delivery, Customer Satisfaction, and Service - averaged a score of 6 or higher.
647. Supply Strategy Implementation: Current State and Future Opportunities 2013 March 2014 Robert M. Monczka, Ph.D.;Kenneth J. Petersen, Ph.D. CAPS Research;University of Tennessee To achieve significant and successful transformation of supply management, companies need to assess how well they have implemented critical supply strategies. To assist in this effort, CAPS Research designed the Executive Assessment of Supply (EAS). This self-administered assessment lets companies determine the importance of various strategic strategies for their organization, the level of implementation and the results achieved. This report summarizes the results from these assessments based on responses from 74 supply organizations across 19 industries regarding 22 supply strategies and performance results. These results can help companies compare their strategic results with those achieved by other companies. Also companies can compare their recent results with the results of similar assessments completed in 2007, 2009, and 2011 to yield an even more comprehensive picture of implementation success and supply management performance.
646. Exchange Traded Commodities Risk Management Benchmarking Summary Report 2014 March 2014 CAPS Research Based on the results of the CAPS Research SnapShots Benchmarking survey titled Exchange Traded Commodities Risk Management, it appears that supply management organizations are not yet fully engaged in exchange-traded commodities risk. Less than one-third of the respondents answered yes to the question, "Does your organization have an investment strategy that includes Exchange Traded Commodities?", and only about 25 percent of those who do not yet have an ETC investment risk strategy reported they expect to have one within the next two years. The companies who do currently have an investment strategy reported they also have a risk management program for their exchange-traded commodities that is centrally managed by their Procurement, Finance, or Treasury groups.
645. Strategic Supplier Development Programs and Activities Benchmarking Metric Report 2014 February 2014 CAPS Research This report explores how some companies are addressing the challenges of digital integration and highlights the scope and objectives of various digital integration initiatives; the strategies and tactics being used to protect sensitive information; digital integration methods, tools, and technologies; program incentives; and digital integration challenges.
644. SnapShots 2014 - Digitally Integrating the Supply Base February 2014 CAPS Research This report explores how some companies are addressing the challenges of digital integration and highlights the scope and objectives of various digital integration initiatives; the strategies and tactics being used to protect sensitive information; digital integration methods, tools, and technologies; program incentives; and digital integration challenges.
642. DOE NNSA Contractors Benchmarking Metric Report 2013 February 2014 CAPS Research The DOE/NNSA (Department of Energy/National Nuclear Safety Administration) Contractors Benchmarking Metric Report 2013 contains key procurement performance measures including organizational structure, professional development, financial information, and supplier measures. Data was provided by 22 different DOE and NNSA laboratories (or sites). Key measures include training hours and costs, spend per procurement employee, operating costs per procurement employee, and supplier diversity goals and attainment. Other measures include procurement card usage and customer satisfaction surveys. Tags: DOE/NNSA Contractors
643. Environmental Sustainability across the Extended Value Chain February 2014 Janet L. Hartley, Ph.D.;Phillip L. Carter, D.B.A.;Craig Carter, Ph.D.;et al. CAPS Research This report explores how some companies are addressing the challenges of digital integration and highlights the scope and objectives of various digital integration initiatives; the strategies and tactics being used to protect sensitive information; digital integration methods, tools, and technologies; program incentives; and digital integration challenges.
641. Digitally Integrating the Supply Base 2014 January 2014 Phil Carter CAPS Research In the manufacturing sector, Digital Integration is defined as "a fully integrated and collaborative environment founded on 3D product definition detailed and shared across the enterprise and suppliers to enable rapid, seamless, and affordable deployment of products from concept to disposal." Digital integration of the supply chain can have several commercial and technical benefits including reduction of new product development lead times, cost reduction and risk mitigation.
640. Investment Recovery Performance Metric Report 2013 December 2013 CAPS Research This report was developed in partnership with the Investment Recovery Association. In addition to the organizational information and operational benchmarks provided, there are a number of financial metrics related to the overall cost benefits of investment recovery programs as well as best practice implementation. One key metric shows that for every dollar of investment recovery operating expense, $27 is returned to the bottom line. Other benchmarks relate information about investment recovery services and processes, the effectiveness of program-related tools and technologies, and investment recovery staffing. Fifty-nine companies provided data for this report. Tags: Financial, Materials Management
639. SnapShots 2013 - Non-Stock Material Management December 2013 CAPS Research As companies become more efficient at maintaining inventories necessary for predictable operations some are focusing their attention on unique items that are not carried as part of their organizations normal inventory table. This short report provides information on the accounting and disposal methods the survey participants are using for non-stock materials and provides insight on the typical end-user for such material.
637. MRO Inventory Measures 2013 October 2013 CAPS Research This benchmarking report provides information on metrics specific to MRO (Maintenance, Repair, and Operations) products, and the dollar value of inventory being held to support the companies Capital Projects. The survey was released to companies within the Petroleum industry sector and the Metals and Mining industry sector. The benchmarks focus on the dollar value of MRO inventories at the start and end of the reporting period, and the dollar value of MRO inventory consumed. The survey participants were also asked if they have an inventory category specifically for Capital Project-related equipment and products. This data was used to calculate the value of the inventory being held as a percent of the organizations total CapEx spend. The survey corresponding to this report was developed in collaboration with a CAPS Research corporate member. Tags: Materials Management
638. Managing a Strong Supplier Relationship October 2013 CAPS Research Strong supplier relationships occur when organizations become dependent on one or more unique suppliers because of the need for the suppliers products/parts for market differentiation. A strong supplier relationship might result in increased prices, market vulnerability, supply disruptions, quality issues, etc. This report looks at various strategies that companies might employ to minimize potential issues including acquisition, exclusive patents/licensing agreements, technology alliances, subsidizing other suppliers, use of alternative products/parts, and developing the capability to manufacture the products/parts in-house. The report also looks at different methods used to effectively manage strong supplier relationships. The survey corresponding to this report was developed in collaboration with a CAPS Research corporate member.
636. Aerospace and Defense Industry Benchmarking Metric Report 2013 October 2013 CAPS Research The 2013 Aerospace and Defense Industry Benchmarking Metric Report provides an overview of the industry-specific survey and includes data for a number of new benchmarks. For example, this report shows the percent of organizations reporting an increase, decrease or no change in the number of active suppliers and the percentages of supply management professionals assigned to specific core functional areas (e.g., buyers, acquisition, management-level). Also new this year are key financial metrics including the supply management organizations Return on Investment (ROI). Tags: Aerospace & Defense
631. Shared Services and Best Cost Resources October 2013 John S. Gundersen CPSM Emerson Process Management Get an overview of Emersons well-thought out plans and strategies behind their global and regional shared service centers and the reasons why certain cities/regions were selected, including insights about Emersons project process, purchasing activities, transactional and tactical activities, with observations and challenges they face.
632. The Economic Outlook in an Uncertain World October 2013 Lee McPheters, Ph.D. Arizona State University This presentation focuses on the macro and micro views and examples of the world and domestic economies. Topics include China and the Eurozone; determining if things are getting better, or worse; why we shouldnt expect a "Great Recovery"; unemployment and job creation; and the rate of recovery (yes, things are getting better, but slowly). Tags: Business Environment, Financial
633. Driving Sustainability into the Supply Chain October 2013 David Pulling Sonoco Products Company Get an inside look at Sonocos commitment and strategy to take environmental sustainability beyond the four walls of their own organization and how they are driving it into their supply base.
634. Procurement - Driving Business Results October 2013 Michael E. Slomke, C.P.M. Honeywell International In a thought-provoking and interactive session, Mike Slomke posed questions that include: What are the measures of procurement success? Who determines whether procurement is successful? Who influences these decisions? He provided insights about defining success, business results vs. priorities, how procurement can drive business results, speaking business language, and more.
635. Geopolitical Realities, Trends, and Forces Shaping Your Companys Future October 2013 James A. Crupi, Ph.D. Strategic Leadership Solutions, Inc. A compelling presentation about political, demographic, technology, and future trends and their probable impact on business. Specific topics included the social media revolution, resource scarcity, volatile global economic integration, and the new leadership paradigm.
630. Utilities Industry Benchmarking Metric Report 2013 September 2013 CAPS Research This report shows how closely aligned are the percentages of actual supply management professionals assigned within core functional areas (planning, purchasing, and operations) to the planned assignments. The metric report includes demographic information about the utility companies participating in the survey and more than 35 benchmarks specific to supply management employees, financial information, and supplier data. Tags: Utilities
629. Outsourcing Manufacturing and Packaging September 2013 This company is giving renewed attention to the topic of outsourcing manufacturing and packaging. They would like to find out, at a strategic level, how other companies approach manufacturing outsourcing decisions. This includes questions of when, how and by whom outsourcing decisions are made. Also, once third parties have been engaged, what strategies have been found useful for maximizing value from the relationship.
627. Buy America Regulations Compliance within the Utilities Industry Benchmarking Metric Report 2013 September 2013 CAPS Research “Buy America” or “Buy American” requirements are federal laws and regulations generally applying to the use of steel, iron or manufactured products in federally funded public projects. The survey corresponding to this report was developed in collaboration with a major electric utility company who is a CAPS Research corporate sponsor. The report looks at the numbers of utility companies who have been asked by any federal agency to certify their compliance with Buy America regulations, and provides examples of how the utility companies have responded to requests from federal agencies to certify their compliance.
628. Supply Chain Risk Management Metric Report 2013 September 2013 CAPS Research The 2013 Supply Chain Risk Management benchmarking report explores some risk management issues being faced by companies that rely on extended supply chains and specifically points out that although most of the survey participants (80%) reported they have good risk management visibility into their Critical Tier 1 supplier base, almost 95% of the participants reported they could not even identify their total number of Critical Tier 2 suppliers. Unfortunately, many companies have learned the hard way about the need to identify and assess risk for Critical Tier 2 (or deeper) suppliers after experiencing a major supply disruption caused by a risk event. The CAPS Research survey asked participants if they experienced business interruptions that were attributable to their Critical Tier or Tier 2 suppliers. About 36% of the survey participants reported they could attribute at least one business interruption to their Critical Tier 2 supply base.
626. Petroleum Industry Metric Benchmarking Report 2013 September 2013 CAPS Research This Metric Report provides an overview of the survey results and includes new benchmarks which include total cost savings as a percent of supply management operating expenses (often referred to as the supply management group’s Return on Investment), and the percent of the supply management group’s managers and other employees with formal development plans and/or succession plans.
Tags: Oil & Gas
625. Strategic Supply Performance Measurement in Japanese Companies September 2013 Osamu (Sam) Uehara; CPSM; C.P.M.; MBA; JGA CAPS Research Japan How do supply organizations at Japanese firms execute performance measurements? CAPS Research Japan surveyed more than 100 firms, primarily manufacturing, and queried them about measurements related to cost, quality, delivery, information technology, education, social responsibility, and innovation. For each of those areas, this study details the factors that contribute to performance and what is measured; to what extent measurement programs are implemented, not implemented, and/or being considered; and to whom measurements are reported. The researchers conclude that while measurements may be prevalent at large firms, in general, there is still progress to be made regarding measurements specifically for the purchasing and supply function.
624. Engaging 2013 - Health Care Supply Chain Top Trends July 2013 Eugene S. Schneller, Ph.D. Arizona State University Over the last five years the Health Sector Supply Chain Research Consortium (HSRC-ASU) has annually published a Top Trends list for health care supply chain. Based on analysis of these five years of top trends, we have placed recurring themes within four top trend categories: Organizational Strategy, Collaboration and Trust, Health Care Reform & Regulation, and Information Technology and Data. Discussion of each trend is provided in this years list.
623. Collaboration across the Extended Value Chain July 2013 Robert M. Monczka, Ph.D.;Phillip L. Carter, D.B.A.;William J. Markham;et al. CAPS Research This report presents best practices and a process to help guide companies develop successful collaborative relationships, from opportunity identification through implementation and wrap-up. This Focus Study provides the most comprehensive look at the research findings, conclusions, and recommended actions.
622. Cross-Industry Metric Report July 2013 July 2013 CAPS Research The Cross-Industry Report of Standard Benchmarks published in July 2013 provides information on twenty commonly referenced supply management benchmarks including total spend as a percent of revenue, the percent of total spend managed/controlled by the supply management organization, average operating expense per supply management employee, cost reduction and avoidance metrics, etc. Information reporting the percent of companies within each industry sector that reported either an increase or decrease in the numbers of strategic and operational supply management employees is also reported. The Glossary of Terms provided to participants is attached. CAPS Research corporate sponsors and benchmarking participants are also provided industry-specific breakout reports that correspond to their organizations industry sector.
621. Driving Environmental Sustainability Into the Supply Base July 2013 Craig Carter, Ph.D. Arizona State University
Environmental sustainability principles are widely accepted and embraced in small and large organizations. While many companies have articulated and implemented an actionable "green" strategy for their organizations, most are challenged as they try to drive the principles of environmental sustainability into their supply base. Convincing suppliers to become more "green", to offer up "green" products and services and to propose joint supplier-buyer "green" projects quickly runs into the economic realities of the need for additional R&D investment and the imperative to meet cost reduction goals.
This report highlights the key points and take-aways from the presentations and discussions of a Critical Issues event hosted by Sonoco Products Company and CAPS Research that addressed the challenges of "Driving Environmental Sustainability into the Supply Base."
620. SnapShots 2013 - Travel and Entertainment (T&E) Expense Management June Update June 2013 CAPS Research Because restricted T&E budgets often translate to restricted travel opportunities, many companies are starting to zero in on best practices for T&E expense management. This CAPS Research report provides information about the corporate travel operations and the steps being taken to minimize travel expense while maximizing travel opportunities. Not surprisingly, a majority of the survey participants (94%) reported they use an outsourced travel management company in lieu of employing an internal corporate travel department.
618. SnapShots 2013 - Supplier Quality Control Programs and Measures May 2013 CAPS Research The SnapShots report titled "Supplier Quality Control Programs and Measures" is an extension of previous CAPS Research reports on supplier quality management. This report provides information about supplier quality audits, incoming material inspections, defective materials, and the use (and structure) of performance scorecards. The report shows that 15 percent of the survey population inspect all direct materials as they are received from their suppliers, and the balance (85 percent) reported they inspect, on average, 27 percent of the direct materials received. About three-fourths of the survey population reported they use scorecards or similar assessment tools to measure their suppliers (direct goods) performance. The top three measures are quality, delivery, and cost management.
617. Accelerating Transformation Strategies for Change April 2013 Shelley Stewart, Jr. DuPont After providing a background about his work history and Dupont, Shelley Stewart unfolded his plan for change at Dupont. This plan includes his top sourcing and logistics priorities for the next 3-5 years; the drivers to focus on for transformational change (speed, agility, accountability, transparency, and collaboration); understanding and leveraging the distinction between adaptive leadership and technical leadership; the top 12 programs and initiatives for 2013; and a blue print for an initiative to accelerate value creation. Tags: Organizational Design
616. SnapShots 2013 - Supplier Selection and Qualification Strategies March 2013 CAPS Research This SnapShots survey resulted in 148 useable responses from companies representing 25 different industry sectors. A majority of the participants (87%) reported they employ supplier qualification processes that include steps necessary to become a qualified supplier, About 75% of the participants have different supplier requirements for different commodities, products, and services. Appendix A to the benchmarking report lists the different supplier selection and qualification processes reported. CAPS Research corporate and benchmarking program sponsors have access to the breakout reports: Aerospace & Defense, Financial Services, Industrial Manufacturing, Petroleum (Oil & Gas), and Utilities.
615. SnapShots 2013 - Working Capital Improvement February 2013 CAPS Research Working Capital is a standard measure of a companys efficiency and short-term financial health. Supply management groups have a key role in identifying and sustaining their organizations working capital initiatives. A short CAPS Research survey asked participants about their organizations working capital improvement targets as well as related topics including supplier payment terms and prepayments. Of the 77 total responses representing 20 different industry sectors, approximately 70 percent of participating organizations indicated that they have annual performance targets for working capital improvement. More than 72 percent of the participants provided examples of practices/actions their organization has taken to improve working capital.
614. SnapShots 2013 - SAP Enterprise Resources Planning (ERP) Implementation January 2013 CAPS Research Has your company implemented (or in the process of implementing) any SAP Enterprise Resource Planning software modules/applications? A survey asking this question was released to CAPS Research sponsors companies. The 38 responses represent 32 percent response rate. About 42 percent of the participating companies reported they have one single (global) instance of SAP implementation. About one-fourth of the participants reported they have either implemented, or are in the process of implementing at least one SAP module/application. The survey participants reported they are more likely to have implemented Catalog-based Requisitioning and Service Record Masters than the other applications listed in the survey. Tags: Emerging Technology, Value Chain
613. DOE NNSA Contractors Benchmarking Metric Report 2012 January 2013 CAPS Research The DOE/NNSA (Department of Energy/National Nuclear Safety Administration) Contractors Benchmarking Metric Report 2012 contains key procurement performance measures including organizational structure, professional development, financial information, and supplier measures. Data was provided by 24 different DOE and NNSA laboratories (or sites). Key measures include training hours and costs, spend per procurement employee, operating costs per procurement employee, and supplier diversity goals and attainment. Other measures include procurement card usage and customer satisfaction surveys. Tags: DOE/NNSA Contractors
612. Supplier Environmental Sustainability Performance Report - 2012 January 2013 CAPS Research This is the fourth benchmark report developed for the Electric Utility Industry Sustainable Supply Chain Alliance that focuses on their suppliers commitment to environmental sustainability. The 2012 metric report includes data provided by 273 different suppliers who were categorized as being manufacturers or non-manufacturers. The benchmark report looks at how key suppliers are addressing Policy & Environmental Management, Greenhouse Gas (GHG) Emissions, Energy Consumption, Water Consumption, Waste & Materials Management, and Innovation.
611. Managing Commodity Price and Supply Volatility November 2012 Lutz Kaufmann, Ph.D.;Johan Rauer WHU – Otto Beisheim School of Management Commodities, such as metals, agricultural products, and energy, can be sourced directly as raw materials that are part of a firm’s products, indirectly as components of purchased items from suppliers, or as consumable energy as part of a firm’s operations and overhead expenses. Many firms face a significant challenge managing the price and availability volatility of these commodities, which can have detrimental effects on profitability, supply continuity, budgeting, and pricing of products to customers and consumers. This report addresses some of these concerns and is a summary of the presentations and discussions at the day-long Critical Issues Partnership Event hosted by Siemens AG and CAPS Research in Munich, Germany, October 25, 2012
610. Industrial Manufacturing Industry Benchmarking Metric Report 2012 November 2012 CAPS Research The Industrial Manufacturing Industry Benchmarking Report for 2012 includes key supply management performance metrics such as organizational structures, functional assignments, operating expense, spend per supply management employee, supplier rating systems/processes, and other supply management-related topics.
Tags: Discrete Manufacturing
609. SnapShots 2012 - Measuring Accounts Payable Business Practices November 2012 CAPS Research This report provides information about the percent of invoices that require three-way invoice matching, the use of evaluated receipts settlement, price tolerances, and payment exceptions for suppliers. You will see in the report the percentage of companies who receive these reports daily, weekly, monthly, ad hoc, etc.
Tags: Financial
608. A Japanese Study of Strategic Supply Continuity Planning November 2012 Osamu (Sam) Uehara, CPSM, C.P.M., MBA, JGA CAPS Research Japan In 2011, Japan was hit with the most powerful earthquake it had faced in more than a century. The resulting tsunami, power failures, nuclear disaster, and utter destruction brought to light how critical business and supply continuity strategies are to this country and subsequently, the entire global business community. This report examines six aspects related to continuity: suppliers, alternatives, make-or-buy, logistics, inventory, and resilience. Based on survey data and interviews with executives, the report highlights elements of each aspect, shedding light on what strategies are most prevalent, which have gained traction since the 2011 disaster, and which are being considered for the future.
605. Identifying Accounts Payable Best Practices October 2012 This company is deploying a new ERP system and is navigating through the efficiencies in their Accounts Payable process. As the ERP system implementation process moves forward, this company has noticed that it is taking longer to resolve Invoice Mismatch Holds which might be attributable to learning the new system. This company is asking you to help define acceptable and/or best practice metrics around invoice mismatch holds to help set internal goals and standards as the ERP system integration continues.
606. The Future Role of Procurement Executives October 2012 Heidi Hoffman Korn/Ferry International The increasing complexity of the supply executive role, the demands upon the profession, and changing trends all require a different skill set for supply leaders to be successful. Ms. Hoffman, after a brief review of the evolution of the procurement executive, discussed how to prepare for the future with a blueprint for success that addresses four key areas: emotional intelligence, change leadership, career motivation, and a broad perspective. Best-in-class procurement executives share a specific set of leadership characteristics in these key areas. She also shared the "70:20:10" developmental model that keeps leaders engaged, fulfilled, and growing, and wrapped up with the critical characteristic that is the number one predictor of success for procurement and other executives. Tags: Talent Management
607. Snapshot of Consumer Spending Trends October 2012 Andrew Gunnels First Data Corporation With more and more importance being placed on obtaining data and analyzing it correctly, Mr. Gunnels provided an interesting look at one the most important drivers of the U.S. economy – consumer spending trends. Drawing from the massive amount of data that his organization regularly collects, Mr. Gunnels gave a review of August consumer spending results, mid-September results, and a preview of the Holiday shopping season. As a procurement executive himself, he also provided some insights into how the data itself can help with purchasing decisions for the organization. Tags: Data Analysis
604. The Impact of Social Media in Supply Management August 2012 Larry C. Giunipero, Ph.D., CPSM, CPSD, C.P.M.;Diane. L. Denslow, MBA, MA, CBA Florida State University;University of North Florida While still relatively new as media tools, social media sites have become entrenched in the social fabric of modern life. This research study examines how such tools are being used for business versus personal activity and, specifically, how they are being used in the supply management field. The study includes an extensive literature review, and then combines data from three focus groups and a survey conducted on the topic. Researchers discuss what sites and venues are being used, the level of activity, uses in the workplace, benefits, impact on training, management controls, barriers to use, and potential future uses. The report also contains extensive examples of company policies regarding social media use, with sample language.
603. SnapShots 2012 - Measuring the Performance of Sub-Tier Suppliers August 2012 CAPS Research Effective sub-tier supplier management programs require detailed insight into the sub-tier suppliers performance, capacity, cost effectiveness, and risk tolerance. This report focuses on sub-tier supplier performance strategies being employed, and provides information on the percent of Tier 2 and Tier 3 suppliers for whom performance data is regularly measured. Not surprisingly, the survey participants reported they are more likely to regularly track the performance of their Tier 2 suppliers rather than the Tier 3 suppliers. The survey participants reported they are most concerned about their sub-tier suppliers abilities to respond to fluctuating demand (fulfillment, demand), supply disruptions (natural disasters, single source suppliers), and manufacturing process breakdowns (quality, design changes, etc.).
602. The Impact of Sequestration on Supply Management Organizations August 2012 Phil Carter CAPS Research Under the Budget Control Act of 2011, sequestration is the automatic reduction of spending by the United States Federal Government, to be triggered unless Congress acts in the next five months to avoid the reductions. Although certain programs are protected from the full impact of sequestration, spending reductions would occur largely across the board. Tags: Financial, Organizational Design
600. Utilities Industry Benchmarking Metric Report 2012 August 2012 CAPS Research The Utilities Industry Benchmarking Metric Report updated in July 2012 includes key supply management measures that focus on organizational structure, as well as burdened and unburdened salaries per FTE supply management employee by area of operation and function. New to the 2012 report are metrics that take a detailed look at burdened rate as a percent of total FTE employee salaries by area of operation and supply management employee function. Other key metrics include managed spend, cost savings, and average procurement transaction value and number of line items. Tags: Utilities
601. Aerospace and Defense Industry Benchmarking Metric Report 2012 August 2012 CAPS Research The Aerospace and Defense Industry Benchmarking Metric Report for 2012 contains key supply management performance measures on topics including organizational structure, financial information, and supplier relationships. Included again this year is a matrix that looks at what is included in each of the participating Aerospace and Defense companies supply management operating expense as well as a deeper look at spend for direct and indirect goods. Tags: Aerospace & Defense
599. Current Fiscal Year Cost Savings Performance August 2012 This company has found the current Fiscal Year to be challenging and they are interested in learning how other CAPS Research sponsor companies are faring regarding their Fiscal Year cost saving goals. For example: Are projected cost savings being realized? Have cost savings goals been adjusted to compensate for the difficult fiscal year? How have commodity prices impacted cost savings projections?
597. Cross-Industry Metric Report July 2012 July 2012 CAPS Research The Cross-Industry Report of Standard Benchmarks published in July 2012 provides information on twenty commonly referenced supply management benchmarks including total spend as a percent of revenue, the percent of total spend managed/controlled by the supply management organization, average operating expense per supply management employee, cost reduction and avoidance metrics, etc. New this year is information reporting the percent of companies within each industry sector that reported either an increase or decrease in the numbers of strategic and operational supply management employees. Also new, the Glossary of Terms provided to participants is attached. This Glossary can also be found on the public website. Industry-specific breakout reports are available on the Knowledge Central website.
598. Petroleum Industry Benchmarking Metric Report 2012 July 2012 CAPS Research The 2012 edition of the Petroleum Industry Benchmarking Report looks at key supply management performance measures including organizational structures, and numbers of supply management employees assigned to support strategic sourcing, transactional purchasing, etc. The report also includes metrics on supply management operating expenses, cost reduction and avoidance as a percent of spend, and savings attributed to value creation (defined as insightful initiatives including risk mitigation, revenue enhancement, and forward-looking innovations that enhance the worth, relevance or importance of a product, service, or system) and investment recovery operations. Tags: Oil & Gas
595. Managing Spend for Temporary Labor July 2012 Temporary labor provides the flexibility to address near and/or short-term demands for personnel of varying skills and abilities. Organizations acquire temporary labor (also called contract labor) from various channels such as hiring independent contractors, employing on-call personnel, and utilizing personnel provided by temporary employment agencies.
593. Risk Management across the Extended Value Chain June 2012 Robert M. Monczka, Ph.D.;Phillip L. Carter, D.B.A.;William J. Markham;et al. CAPS Research A major CAPS Research initiative, Value Chain Strategies for the Changing Decade: Risk Management Across the Extended Value Chain, studies how successful firms are approaching risk management. The project included in-depth interviews with 15 leading companies, from various industries, and uncovers the critical relationship among strategic risk/reward decisions, value chain structural risk, and operational risk management.
594. SnapShots 2012 - Managing Your Organizations After-the-Fact Purchase Order Spend June 2012 CAPS Research After-the-Fact Purchase Orders are often required to close out purchases that have occurred outside the organizations established policies and/or procedures. These purchases are often referred to as rogue spend, maverick spend, or unplanned purchases. This SnapShots benchmarking report provides information on the percent of purchase orders created after goods or services were received; the percent of total spend attributable to rogue/maverick spend; and whether or not the numbers of after-the-fact purchase orders are increasing or decreasing.
592. Measuring Supplier Diversity Program Performance Metric Report June 2012 June 2012 CAPS Research This report provides updated information on the diversity spend metrics report published in March 2012. Key metrics include diversity spend as a percent of total spend, the percentage of diversity contracts awarded competitively or as either sole-source awards or single-source awards, and the average numbers of suppliers aligned to commonly referenced socioeconomic categories. About 50 percent of the survey participants reported an increase in their numbers of diversity suppliers during the reporting period, and 72 percent reported they anticipate an increase in supplier diversity spend over the next two years.
591. Managing Advertising Spend June 2012 Phil Carter CAPS Research Several CPOs from CAPS Research sponsoring companies have questions about how other companies are managing advertising spend.
590. Social Responsibility Audits for Suppliers June 2012 Phil Carter CAPS Research Broadly defined, social responsibility is conducting business ethically and with sensitivity for community, social, cultural, diversity and environmental issues. A social responsibility audit is a formal process of reviewing a supplier’s compliance with your policies and procedures concerning social responsibility.
586. A Blueprint for Procurement/Supply Executive Success June 2012 Diana Chan Korn/Ferry International The increasing complexity of the procurement leaders role, the demands upon the profession, and changing trends all require a new skill set for procurement/supply executives to be successful. Ms. Chan, after a brief review of the evolution of the procurement executive, discussed how to prepare for the future with a blueprint for success that addresses four key areas: emotional intelligence, change leadership, career motivation, and a broad perspective. Best-in-class procurement executives share a specific set of leadership characteristics in these key areas. She also shared the "70:20:10" developmental model that keeps leaders engaged, fulfilled, and growing, and wrapped up with the critical characteristic that is the number one predictor of success for procurement and other executives. Tags: Talent Management
587. Doing Business with Minority Suppliers in China and Asia Pacific June 2012 Lou Zhou IBM China/Hong Kong Supplier diversity is a new concept in China that is not widely accepted, and possibly misunderstood. Mr. Zhou set the foundation for his presentation using IBMs efforts in China and AP for a compelling discussion about how best to promote the concepts and practices of supplier diversity in China. Citing joint research IBM conducted with Fudan University, Mr. Zhou highlighted the specific business cases of IBMs diversity supplier development, the MSD China program, plus explained the five key aspects of IBMs internal policy on developing global supplier diversity efforts and programs. Tags: Supplier Diversity
588. Procurement Management Practices June 2012 Kong Xiaoqiang Sinopec Group As the fourth largest company in the world, Sinopec procurement faces some unique challenges and opportunities in its procurement division. Mr. Kong provided an overview of how Sinopecs Materials Supply Management System is structured, organized, and managed, with insights into departmental functions and centralized procurement. As a result of creating a centralized procurement organization, Sinopec has built a more strategic, long-term procurement focus resulting in stronger relationships with key suppliers and joint R&D efforts. Mr. Kong also shared insights into their Supplier Relationship Management strategies, the particular challenges to sourcing in China, and their substantive e-procurement system.
589. Ethics and Compliance in China June 2012 Philippe Tchen Alcoa Complying with ethical standards and guidelines is a universal concern and Mr. Tchen focused on the particular challenges and opportunities of doing so in China. He began by setting the context for discussion around the differences between Western business culture and Chinese business culture and the implications the differences have on expectations for common business practices. Mr. Tchen then presented issues around ethics in particular to procurement, risk assessments, and how to deal with these risks, including specific procedures and controls that can be applied.
585. Reporting Supply Management Risk Metrics May 2012 Phil Carter CAPS Research The topic of supply management risk is receiving increased management attention. However, recent research indicates that few companies have good metrics that help them manage supply/supply chain risks. CAPS Research would like to know if our CPOs are using supply/supply chain risk metrics, and, if so, which metrics are most important.
584. Supplys Organizational Roles and Responsibilities 2011 May 2012 P. Fraser Johnson, Ph.D.;Michiel R. Leenders, D.B.A. The University of Western Ontario Based on responses from 249 manufacturing and services firms, this study provides a snapshot of how large North American supply organizations are structured and their responsibilities, resources, and leadership. Its 12 research questions are focused on organizational structure, reporting line, acquisition categories and supply chain responsibilities, staffing levels, supply objectives, involvement in major corporate activities, team usage, CPO title and background, environmental issues, social issues, risk management, and future innovations. The study is also a unique look over the past decades, because it is an update of similar studies on the same topic, by the same authors, conducted in 1987, 1995, and 2003.
582. SnapShots 2012 - Corporate Credit Card Spend Limits Metric Report April 2012 CAPS Research The Corporate Credit Card Benchmarking Report summarizes data collected from 164 companies on the topic of corporate credit cards. Details include the percent of companies that currently use corporate credit cards; the spend limits per transaction and per month; and the percent of corporate credit card spend (estimated) for direct, indirect, and services purchases. This report also includes data about the use of corporate credit cards (increasing, decreasing or staying the same) and the tools being used to monitor credit card usage.
579. A Blueprint to Future CPO Success April 2012 Heidi Hoffman Korn/Ferry International The increasing complexity of the CPO role, the demands upon the profession, and changing trends all require a different skill set for CPOs to be successful. Ms. Hoffman, after a brief review of the evolution of the procurement executive, discussed how to prepare for the future with a blueprint for CPO success that addresses four key areas: emotional intelligence, change leadership, career motivation, and a broad perspective. Best-in-class procurement executives share a specific set of leadership characteristics in these key areas. She also shared the "70:20:10" developmental model that keeps leaders engaged, fulfilled, and growing, and wrapped up with the critical characteristic that is the number one predictor of success for procurement and other executives. Tags: Talent Management
580. Purchases 2020: An Approach for "Forward Thinking" Procurement Organizations April 2012 Rick Hughes The Procter & Gamble Company Procter & Gamble recently embarked on a journey to understand what the procurement organization and global business environment would like in the year 2020. Mr. Hughes presentation highlighted the reasons why they tackled this project, the impact of their findings, and some early results. He detailed how P&G designed and implemented a progressive model for creating broad organization engagement. The presentation also provided important insights into what the norms and expectations of the business environment will be in 2020, along with P&Gs response in focusing on four key areas that build the foundation of their efforts: talent; tools and technology; structure; and innovation and collaboration.
581. Managing a Global Supply Chain April 2012 David Hammerle Bechtel Corporation In a business environment of global uncertainty that is driven by world events, fractured supply chains, market uncertainty, increased regulation of import/export activity, quality challenges, and many more, it is critical that organizations have a firm grasp on active management of their global supply chain. Mr. Hammerles presentation addressed these challenges and the ways his organization is overcoming them. Some of the solutions he provided include in-depth watch programs to identify trends early on, global deployment of resources, strong audit and review programs, strong supplier relationships, developing tools for knowledge capture, plus more. Tags: Sourcing Strategy, Value Chain
578. Implementing Electronic Invoicing April 2012 Phil Carter CAPS Research Several companies are now requiring or planning to require "touchless", electronic invoices from their suppliers. "Touchless" electronic invoicing is defined as invoices sent from suppliers via the web or dedicated connection that are read and interpreted directly by your ERP or other IS system. No manual intervention is required.
577. Financial Distress of Suppliers: Causes, Management, and Consequences April 2012 Christoph Bode;Stephan M. Wagner Swiss Federal Institute of Technology Zurich With the turbulent economic climate that began with the 2008 financial crises, financially distressed companies have been more prevalent in many supply chains. This focus study examined several case companies to understand how firms are managing those suppliers. It explores how they scan, interpret, and react to information about their suppliers, and how they "learn" from past experiences with financially distressed supply chain partners. The study authors also provide recommendations for buying firms as they try to manage or mitigate this risk factor.
576. Maintaining a Talented Workforce in the Supply Management Organization Metric Report 2012 March 2012 CAPS Research Maintaining a Talented Workforce in the Supply Management Organization offers a primer on whether or not organizations experienced a talent shortage in the pool of qualified applicants for supply management-related job openings in the last two years. As the economy improves and companies focus on streamlining their supply management operations, some organizations are re-evaluating how best to address actual or perceived talent shortages, and how outsourcing and technology will impact supply managements workforce. The benchmark report delves into whether or not participating organizations were able to fill all the open positions, if they exceeded salary guidelines to hire qualified candidates and the difficulties of trying to fill job vacancies in different supply management functional areas. This research offers insight to enable the management of talent trends in supply management.
575. The Role of Social Media in Supply Management March 2012 Phil Carter CAPS Research Recent research indicates that Supply Management organizations are taking more interest in using social media as tools for supply market research, supplier research, sourcing, recruiting and other related activities.
574. Measuring Supplier Diversity Program Performance Metric Report 2012 March 2012 CAPS Research This report provides updated information on diversity spend metrics (including diversity goals and attainment); the percentage of diversity contracts awarded competitively or were either sole-source awards or single-source awards, and the average numbers of suppliers aligned to commonly referenced socioeconomic categories. Small business, in general, account for about 24 percent of an organizations supplier base. About 72 percent of the survey participants report they expect to see an increase in supplier diversity spend over the next two years. Furthermore, almost 50 percent of participants have seen an increase in their numbers of diverse suppliers during the reporting period.
573. Use of Product and Service Classification Systems March 2012 This company would like to know how CAPS Research sponsor organizations use commodity codes in supply chain management. Commodity codes are used for classifying purchased goods and services into categories. These codes are useful for spend analysis and product discovery and can be implemented into e-purchasing systems.
572. Managing Commodity Pricing and Availability Volatility March 2012 George A. Zsidisin, Ph.D., C.P.M. Bowling Green State University Just about every business organization acquires commodities in some form as part of its firms operations. Commodities such as metals, energy, and agricultural products can be sourced directly as raw materials that are part of a firms products, indirectly as components of purchased items from suppliers, or as consumable energy as part of a firms operations and overhead expenses. This report details some of the critical issues that face professionals as they manage price volatility to reduce the detrimental effects on profitability, supply continuity, budgeting, and pricing of products to customers and consumers. A key theme addresses commodity price movements and how they can be managed. In addition, four company case examples are provided.
571. Managing Your Maverick Spend February 2012 Phil Carter CAPS Research Maverick or unapproved spend is defined as the purchase of goods and services outside of the standard policies and procedures established for the company. This question set refers only to spend that is managed or controlled by the purchasing/supply management group.
570. Encouraging Your Suppliers to Provide Superior Performance February 2012 Phil Carter CAPS Research
Background:
Supplier incentive programs are often based on contract language that rewards suppliers for exceeding performance goals and penalizes them if performance goals are not met. However, in todays complex world contract language is often inadequate for incentivizing suppliers to give their best effort on behalf of your company. The following questions ask about what you are doing to incentivize suppliers to provide superior performance.
Questions:
What incentives have been most successful for encouraging:
1. suppliers to provide superior performance?
2. suppliers to give you preferential treatment (e.g. in times of supply constraints)?
3. suppliers to bring you ideas for product/process/service innovation?
4. suppliers to bring you ideas for process improvements?
5. your supply management team to create effective supplier relationships?
569. Collaborating with Your Value Chain Partners January 2012 Phil Carter CAPS Research As value chains have become more complex and complicated, successful collaboration with value chain partners has become more important. Several CAPS Research sponsor companies are interested in what strategies, processes and policies companies have been developed, or are being developed, to enhance their collaboration with value chain partners.
568. SnapShots 2012 - Commodities Risk Management January 2012 CAPS Research Companies that participated in the recent CAPS Research survey titled "Commodities Risk Management" were asked to report how well they are managing the risks associated with commodities and raw materials that are experiencing volatile pricing and availability. Specifically, the survey population was asked to respond to six statements ranging from their ability to identify commodities with volatile prices and availability that might have a significant impact on product and profit plans, to being generally satisfied with their own efforts to manage risk around commodity prices and availability. Thirty-five companies representing 12 different industry sectors provided responses to the survey.
566. DOE NNSA Contractors Benchmarking Metric Report 2011 January 2012 CAPS Research The DOE/NNSA Contractors Benchmarking Metric Report 2011 contains key procurement performance measures including organizational structure, professional development, financial information, and supplier measures. Key measures include training hours and costs, spend per procurement employee, operating costs per procurement employee, and supplier diversity goals and attainment. New this year are measures on procurement card usage and customer satisfaction surveys. Tags: DOE/NNSA Contractors
565. Supplier Environmental Sustainability Performance Report - 2011 January 2012 CAPS Research This is the third benchmark report developed for the Electric Utility Industry Sustainable Supply Chain Alliance that focuses on their suppliers commitment to environmental sustainability. The 2011 metric report includes data provided by 292 different suppliers who were categorized as being manufacturers or non-manufacturers. The benchmark report looks at how key suppliers are addressing Policy & Environmental Management, Greenhouse Gas (GHG) Emissions, Energy Consumption, Water Consumption, Waste & Materials Management, and Innovation.
564. Risk Management for Commodities with Volatile Price and Availability December 2011 Phil Carter CAPS Research Although your company may not purchase these commodities directly, you may be buying products/parts/components that consume the commodities one, two or more tiers up the supply chain. These questions help CAPS Research better understand how companies are addressing the current fluctuations in commodity prices and availability and the risks posed to product and profit plans.
562. Cross-Industry Metric Report December 2011 December 2011 CAPS Research The updated CAPS Research Cross-Industry Report of Standard Benchmarks published in December 2011 provides twenty standard supply management organization performance metrics across 11 different industry sectors, This highly regarded report includes popular key performance indicators including total spend as a percent of revenue and the percent of total spend managed/controlled by the supply management organization, average operating expense per supply management employee, cost reduction and avoidance metrics, purchase order cycle times, and average total spend per supply management employee.
563. SnapShots 2011 - Capital Equipment Sourcing and Procurement December 2011 CAPS Research Companies that participated in the recent CAPS Research survey titled "Capital Equipment Sourcing and Procurement" were asked to provide their total spend for Capital Equipment and a breakout of the spend for Capital Equipment sourced from low-cost countries. CAPS Research asked if there is an expectation that Capital Equipment spend, including Capital Equipment being sourced from low-cost countries would increase, decrease, or not change. The survey results imply that more than half of the survey participants have not sourced Capital Equipment from low-cost countries and do not anticipate doing so in the near future. But overall, half the companies indicated they expect a 37 percent increase in Capital Equipment spend during the next two years. Tags: Sourcing Strategy
561. Indirect Spend Risk Management Strategies November 2011 Phil Carter CAPS Research For many companies, spend for indirect goods and services is the majority of total spend. Companies are starting to focus attention on indirect spend risk management strategies to reduce the risk of supply interruption. The following questions ask about the management of risk for indirect spend at your organization.
560. Pushing Green: Driving Sustainability in Supply Management and throughout the Supply Chain November 2011 Roberta J. Jennings CAPS Research Supply management professionals are uniquely positioned to influence a firms environmental sustainability efforts and also the performance of supply base partners in this area. Many recognize the altruistic and commercial benefits of such a program, but struggle with the details of appropriate expectations, implementation, and execution. This report details some of the critical issues that face professionals as they strive to implement environmental sustainability standards in their own practices and in the supply base. Themes include: establishing standards and metrics, supplier communications, and executing this strategy within the context or other organizational goals. In addition, company case examples and external resources are provided.
559. Purchasing Consortiums As a Viable Sourcing Strategy November 2011 Phil Carter CAPS Research In today’s economy, organizations are still challenged to find savings, and there are indications that companies are again turning towards consortiums to help squeeze out additional savings. A purchasing consortium is two or more organizations that join for the purpose of combining their individual requirements for purchased materials, services, and capital goods to leverage more value-added pricing, service, and technology from their external suppliers than could be obtained if each firm purchased goods and services alone.
Tags: Sourcing Strategy
558. Supply Chain and Revenue Cycle Integration: Asset Management in U.S. Hospital Systems November 2011 Cody Anderson, MBA/MHSM;Kyle Clifton, MBA/MHSM;Bushra Rahman, MBA, MHSM;Eugene Schneller, PhD;Kelley Blair;Derek Paterson;Karen Peterson Arizona State University;Craneware As healthcare reform continues to place an emphasis on margin management within provider organizations, creating synergy between the supply chain and revenue cycle has increased in importance. While the supply chain function has not traditionally been perceived as extending to revenue capture, it is increasingly clear that a linkage between supply chain and those aspects of the hospital that recover money for products used is indispensable for accurate, efficient, and consistent cost recovery.
557. SnapShots 2011 - Global Supplier Quality Assurance (SQA) Program Support October 2011 CAPS Research This CAPS Research benchmarking report on Global Supplier Quality Assurance (SQA) Program Support indicates that 23 percent of the participating companies supply management employees are assigned to support SQA programs that focus on Advanced Quality (advanced product quality planning initiatives), Supplier Quality (product quality goals and continual improvement), and Supplier Development (creating and maintaining a network of competent suppliers). Based on data provided by the survey participants, one-half of the SQA employees support ongoing Supplier Quality programs. Organizationally, the employees who support Supplier Development initiatives are more likely to be assigned to the organizations supply management group than are those SQA employees who support either Advanced Quality or Supplier Quality initiatives.
556. Supply Management Operating Expenses for the Next Fiscal Year October 2011 Phil Carter CAPS Research
Background:
In these uncertain economic times, many companies are carefully reviewing their budgeted expenses for internal operations.
At CAPS Research, we define supply management operating expenses as total salaries and other payroll-related expenses, non-allocated expenses (controllable expenses such as travel, training, materials, and supplies), business systems and IT infrastructure, and other allocated expenses.
Questions:
1. For your next fiscal year, how do you expect the budget for your organizations supply management operating expense to change?
________% Decrease ___ No Change ________% Increase
2. In what category of expense do you expect to see the biggest change (e.g., salaries, benefits, travel, training, etc)?
Tags: Organizational Design
555. SnapShots 2011 - Business Gifts and Entertainment Policies October 2011 CAPS Research The first question on the survey that corresponds to this SnapShots report asked, "Does your organization have written policies that identify, eliminate, or reduce inappropriate influences on the supply process that are specific to the acceptance of gifts and/or entertainment?" Not surprisingly, 98 percent of the survey population (136 out of 140 responses) said ‘Yes’ meaning that policies on accepting business gifts and/or entertainment are in place. But 38 percent of those who reported also said they do not place a dollar limit on gifts or entertainment. The report shows the average limit for gifts is $84, and the average limit for entertainment is $152. About 40 percent of the companies who allow their supply management employees to accept gifts do not require the employees to report the gifts or entertainment; and 68 percent of those who allow their supply management employees to accept entertainment do not require the supplier (or potential supplier) to attend the same event.
553. Plans to Re-shore Offshored Materials and Services Spend to the USA October 2011 Tim Fiore CAPS Research During the recent CAPS Research Board of Trustees meeting some board members reported that there are signs that US-based operations are considering bringing back to the USA ("re-shoring") some of the materials and services that were earlier offshored. Several factors are possibly influencing this, including business risk, currency fluctuations, and the desire to employ more workers in the USA. Tags: Services, Sourcing Strategy
554. Supply Strategy Implementation: Current State and Future Opportunities 2011 October 2011 Robert M. Monczka, Ph.D;Kenneth J. Petersen, Ph.D. CAPS Research;University of Tennessee To achieve significant and successful transformation of supply management, companies need to assess how well they have implemented critical supply strategies. To assist in this effort, CAPS Research designed the Executive Assessment of Supply (EAS). This self-administered assessment lets companies determine the importance of various strategic strategies for their organization, the level of implementation and the results achieved. This report summarizes the results from these assessments based on responses from 119 supply organizations across 25 industries regarding 22 supply strategies and performance results. These results can help companies compare their strategic results with those achieved by other companies. Also companies can compare their recent results with the results of similar assessments completed in 2007 and 2009 to yield an even more comprehensive picture of implementation success and supply management performance.
552. Value for Money (VFM): Supply Chain Strategies and Potential Contributions October 2011 Bushra Rahman,MBA,MHSM;Eugene Schneller, PhD;Natalia Wilson, MD,MPH Arizona State University As the U.S. health care system is challenged by changes brought about by health care reform and the difficult economic climate, achievement of "value for money (VFM)" has become an increasingly important concept depicting a health care system that seeks to achieve maximum benefit and quality for the funds it expends for both clinical and administrative services. This white paper, based on the HSRC-ASU 2011 Dissemination Conference, discusses six factors pertaining to achieving value for money.
551. Difficulty of Finding Qualified Supply Management Candidates September 2011 Phil Carter CAPS Research Despite the high unemployment rate in the U.S., several companies have recently reported experiencing skills shortages across various disciplines. Tags: Talent Management
545. Economic Update and Outlook - Brighter Skies Ahead September 2011 Lee McPheters, Ph.D. Arizona State University After experiencing a strong upswing in the economy earlier this year, the forecast has turned negative, fueled by the downgrade of the U.S. credit rating and especially by the financial woes and concerns of other countries and their banking communities. A second recession is becoming more likely – one in three chances, in fact, according to McPheters. Consumers, normally the driving force for economic recovery, are still cautious and are not spending and investing to the degree needed for stronger growth. It will be a long road to recovery. Tags: Financial
546. Supply Management Strategies for Success in the New Economy (BPW 2011) September 2011 Robert M. Monczka, Ph.D.;Phillip L. Carter, D.B.A. CAPS Research This presentation provides an overview of megatrends that are changing the world and emphasizes that companies must adapt their value chain strategies to the new circumstances created by the mega-trends. The researchers identify specific value chain strategies that will be critical for companies to develop to cope with the external trends and business model changes. Finally, the presentation discusses some of the action’s companies must take to ensure that the new supply chain strategies are fully aligned with the business model of the company and its overall competitive strategies.
547. "Green" Supply Chain at Intel September 2011 Jeff Selvala Intel Corporation Intels commitment to create a green/sustainable supply chain fall under the companys larger corporate responsibility program focus on the three areas of environmental, social and governance. Selvalas presentation showed how creating a green supply chain is good for business. It addresses risk management concerns, improves the companys management effectiveness and supports growth and returns on capital. Pursuing green supply along with other corporate responsibility programs is linked to long-term contribution to shareholder value. Intels green efforts center around 1) reducing and recycling waste; 2) using green buildings; 3) water conservation; 4) energy conservation; and 5) green power initiatives. Selvalas discussion also included specifics of measuring Intels carbon footprint and its policy on the use of conflict minerals.
548. Whirlpool Innovation September 2011 Brian Smith, CPIM Whirlpool Corporation Within any organization, there are certain "rules" about leveraging innovation as a competitive advantage. At Whirlpool, these rules include 1) innovation must come from everyone; 2) tap the best thinking in the world; 3) expect investment up-front without immediate payoff; and 4) big change requires a massive scalable approach over time. After an overview of Whirlpools legacy of creating new ideas and ways of doing business, Smith discussed a tool critical to their innovation process – Material Value Teams (MVT). Whirlpools MVT are cross functional teams in GPO that 1) formalize cross functional collaboration at the part/commodity level; 2) improve their delivery on cost, quality, speed and innovation; 3) leverage their global resources and supply base; and 4) drive out complexity at the part and supply base level. Smith detailed how MVTs drive cross functional connectivity and accountability.
549. Value Chain Resiliency Management and Japan Incident Response September 2011 John OConnor Cisco Systems, Inc. Cisco is undoubtedly one of the best companies at managing risk and resiliency of its value chain. The recent crisis in Japan, and specifically Ciscos response, certainly made that clear. OConnors remarks started with an overview of their resiliency management plan followed by a fascinating Japan incident response case study that included their challenges with Japanese sub-tier suppliers. He concluded with lessons learned from the experience, which included 1) complete/accurate business continuity planning data is the platform for any effective response; 2) having and using your "Playbooks" is essential; 3) sub-tier risk visibility and mitigation is an Achilles Heel for many industries; and 4) internal/external communications must be ready quickly. Tags: Supplier Risk Management
550. Pursuing Value with Innovative Supply Networks September 2011 Lisa Haley Fluor Corporation This presentation highlighted Fluors success stories in finding value and driving innovation throughout its extended global supply networks. To create this value, Fluor focuses on three major efforts: 1) create new strategies to adapt to todays changing global marketplace; 2) early engagement to encourage innovation from suppliers; and 3) target emerging markets to embrace cost competitiveness. Haley also discussed how Fluor maximizes the value its supply base through a supplier selection process that weighs risk mitigation and strategic impact. Discussion also included low cost country and local sourcing, its sourcing capabilities in China and Fluors supplier pre-qualification program.
544. Reporting Environmental Sustainability Metrics Using Supplier Scorecards September 2011 Phil Carter CAPS Research A recent Carbon Disclosure Project (CDP) report suggests that the importance of carbon management at the supplier level will triple over the next 5 years, and large companies may adjust their supply base according to carbon management criteria.
543. Services Outsourcing and Bridge Transfer: A Social Network Perspective August 2011 Mei Li, Ph.D. Lehigh University and CAPS Research This report focuses on outsourced services successes and failures, and the factors that contributed to each. The research helps to pinpoint some of the causes of services outsourcing failures and sheds light on how to better manage services outsourcing. Since outsourcing is typically defined as the conscious choice of replacing internal functions with the use of external agents to perform one or more production or services activities, it would seem that services outsourcing should be similar to manufacturing outsourcing. The author points out there are fundamental differences underlying the two types of outsourcing arrangements and suggests that companies take different management approaches when managing the outsourcing of different types of services based on the degree of customer interactions.
542. Trends in Supplier Auditing Practices August 2011 Phil Carter CAPS Research Several companies have recently reported that they are increasing the numbers of supplier audits. One manufacturer reported doubling the number supplier audits during the past year. In this case, the company used a third-party organization to evaluate their suppliers ethical and sustainability policies. A pharmaceutical company reported increasing the number of external audits to help gauge their suppliers’ accomplishments against quality, safety, and social responsibility goals.
541. SnapShots 2011 - Conflict Minerals Reporting Requirements August 2011 CAPS Research This benchmarking report summarizes information provided in response to a CAPS Research SnapShots survey that asked supply management organizations how they are addressing recent legislation (Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010) that requires publicly traded manufacturing companies to submit a new annual report on their use of conflict minerals necessary for product functionality and/or production. Although less than one-fourth of the survey participants reported that their organizations have policies/procedures in place, the large majority plan to implement policies and/or procedures within the next year. More than 60 percent of the participants reported their current minerals sourcing strategies will have to be changed to ensure their products or manufacturing processes can be certified to be conflict-free.
540. Aerospace and Defense Industry Benchmarking Metric Report 2011 August 2011 CAPS Research The Aerospace and Defense Industry Benchmarking Metric Report for 2011 contains key supply management performance measures on topics including organizational structure, financial information, and supplier relationships. New this year is a matrix that looks at what is included in each of the participating Aerospace and Defense companies supply management operating expense as well as a deeper look at spend for direct and indirect goods. Tags: Aerospace & Defense
537. Talent Development for Successful Supply Management August 2011 Roberta J. Jennings CAPS Research Many firms face a multi-faceted and complex dilemma with regard to talent management. A significant percentage of the workforce is of retirement age, so organizations must capture the institutional knowledge these individuals possess, while at the same time onboarding new talent, from a new generation of workers with unique work styles and goals. At the same time, there is a continual challenge to "level-up" supply management talent to meet the more strategic demands of the function. Hence, robust talent management programs are vital for competitive advantage. This report, which is a summary of the discussions at a CAPS Research Critical Issues Partnership program, addresses the following areas: talent assessment practices and methods; talent development strategies; retention challenges; global considerations; and generational issues. Tags: Talent Management
538. SnapShots 2011 - Supply Management Organizational Governance August 2011 CAPS Research This benchmarking report summarizes the responses to a CAPS Research SnapShots benchmarking survey that asked participants about their governance structures (centralized, decentralized, or hybrid) and use of procurement-related Supply Management Councils or committees. The short, eight-question survey asked those who reported if they have established a Supply Management Council, and if they have adopted a charter or governance document that spells out the council’s authority and functions.
539. Petroleum Industry Benchmarking Metric Report 2011 August 2011 CAPS Research The 2011 edition of the Petroleum Industry Benchmarking Metric Report includes key supply management performance measures that focus on organizational structures, functional assignments (e.g., strategic sourcing, transactional purchasing, etc.), training spend, supply management operating expenses, cost reduction and avoidance, investment recovery, and value creation. Supplier-related metrics indicate a reduction in the overall numbers of suppliers. More than 50% of the survey participants reported they have reduced the numbers of suppliers. About 20% reported there was no change in the base of suppliers, and the remaining 30% reported an increase. Overall, the report shows an 8% reduction in the total numbers of suppliers. In addition to the overall industry report, breakout reports are provided for Integrated, Upstream, Downstream, and Midstream operations. Tags: Oil & Gas
536. The Role of the CPO in Mergers and Acquisitions July 2011 Phil Carter CAPS Research
Background:
In todays rapidly changing global economy mergers and acquisitions are a common part of business life. Supply management organizations often play a key role in vetting and generating the value creation envisioned from the merger/acquisition. The following questions are specific to the CPOs role when a merger or acquisition is being contemplated or is being executed.
Questions:
1. What specific responsibilities do you have as CPO when your company is considering a merger with or acquisition of another company?
2. What specific responsibilities do you have as CPO when your company is executing a merger with or acquisition of another company?
535. SnapShots 2011 - How Organizations Manage Legal Services in Support of U.S. Patent Applications July 2011 CAPS Research This benchmarking report summarizes the responses to a CAPS Research SnapShots benchmarking survey that asked for information on the numbers of U.S. Patent Applications filed during the past two years, and who is generally responsible for managing the preparation and prosecution of U.S. Patent Applications. Also reported is the percent of patent applications that were filed first as a U.S. Patent Application or under the Patent Cooperating Treaty (PCT) guidelines; and whether in-house or outside council was used to prepare patent applications. A key take-away from this report is the average cost (as reported) for outside counsel to prepare and file a U.S. Patent Application. Tags: Services
534. Formal Processes for Supplier Development July 2011 Supply management leaders understand that the concept of effective supplier development includes different approaches to satisfy demands for new or improved products, cost reduction, product quality, penetration of new markets, etc. The result of an effective supplier development program should also consider the value being provided.
532. Supplier Relationship Management: An Implementation Framework June 2011 Robert M. Monczka, Ph.D.;Thomas Y. Choi, Ph.D.;Yusoon Kim, Ph.D.;Casey P. McDowell CAPS Research;Arizona State University;Georgia Southern University;CPM International L.L.C. Leading firms hold the strong belief that improving supplier relationships will lead to improvement of buying (and selling) company performance, be it at the operations level or overall firm level in technology or innovation breakthroughs. This focus study examines the integrated approach that is required to optimize supplier relationships. Five key work streams are detailed (supply base rationalization with purchase family/supplier segmentation; supplier management; relationship management; buyer/supplier development; supplier performance measurement and management) and several case studies are presented. The study also highlights the significant resource commitment, infrastructure investment, stakeholder education, executive support, and patience required for the most effective supplier management environment.
531. Measuring the Effectiveness and Value of ePayment Solutions Summary Report 2011 June 2011 CAPS Research In response to a recent CAPS Research survey that focused on "Measuring the Effectiveness and Value of ePayment Solutions" the participants reported that they were adopting e-payment solutions or systems for different reasons. In addition to cost reduction, reference was made to a number of other benefits, including improved customer service, improved working capital, increased operational efficiencies and cycle times, processing efficiencies and enhanced compliance to organizational policies and procedures. And, as noted in this survey, only a few companies that participated in the survey reported they will not employ an e-payment capability within the next two years. Most larger, multibillion-dollar companies are finding that the benefits of e-payment solutions to pay suppliers far exceed the risks. Tags: Emerging Technology
528. Supply Assurance - Moving Beyond Low Cost Considerations June 2011 William Ng Royal Dutch Shell plc Driven by a variety of factors, the supply reliability of essential materials for Shell’s day-to-day operations have been greatly threatened, causing a reevaluation of the companys contracting strategy and measures designed to mitigate such supply risks. The reevaluation led to the creation of a systematic approach for handling such risks and the creation of a comprehensive supply assurance plan for all essential materials.
529. Developing a High-Performing Team - Pfizer Inc June 2011 Lisa Becker Pfizer, Inc. With a strong global procurement and operations presence in the Asia Pacific region, Pfizer is committed to developing high-performing teams in a manner that addresses the culturally complex nuances of regional markets and supply-bases. Pfizers strategy includes establishing a framework for growth, being focused and patient when recruiting, creating learning environments, and involving key stakeholders including suppliers. Tags: Talent Management
530. Research Based Supply/Value Management Strategies for Success in the New Economy June 2011 Phillip L. Carter, D.B.A. CAPS Research Megatrends such as demographic changes, shifting global sourcing and production locations, changing technologies, and economic-political developments, are changing the world. This presentation identified some mega-trends that will have particular importance for supply/value chain strategies. Additionally the presentation identified several specific supply/value chain strategies that companies will have to invest in over the next few years to achieve competitive success. These strategies include value focused supply, innovation from the supply base, global supply networks, risk management, green supply strategies, supply chain analytics, and talent management.
526. Resources Utilized to Comply with the Foreign Corrupt Practices Act May 2011 Phil Carter CAPS Research
Background:
The Foreign Corrupt Practices Act (FCPA) is a United States Federal law known for its two main provisions, one that addresses bribery of foreign officials and the other addresses accounting transparency requirements under the Security Exchange Act (SEA) of 1934. We are inquiring about the time and resources that you and your supply management leadership team expend on FCPA compliance.
Questions:
1. What is the role of your supply management organization in ensuring your companys compliance with the FCPA?
2. What percentage of your time (approximately) is devoted to ensuring that your company complies with FCPA regulations?
3. What percentage of your supply management organizations professional resources (approximately) is devoted to ensuring your company complies with the FCPA regulations?
527. Utilities Industry Benchmarking Metric Report 2011 May 2011 CAPS Research The Utilities Industry Benchmarking Metric Report updated in May 2011 includes key supply management performance measures that focus on organizational structure, and fully burdened salary rates by area of operation and function. Other key metrics include managed spend, cost savings reported, and numbers of suppliers. New to the 2011 report are metrics that take a detailed look at inventory turn rates with breakouts for material that is specific to Transmission, Distribution and Generation. This years report also looks at the average dollar value of procurement transactions that were manually released vs. automated. Tags: Utilities
525. Integrating Green Initiatives into Supply Management May 2011 Phil Carter CAPS Research
Questions:
1. Have you effectively implemented "green" requirements into your policies and processes in supply management? Yes or No.
2. If yes, what are some of the highlights of your "green" policies and processes in supply management?
3. If no, what challenges do you have in implementing "green" policies and processes in supply management?
523. Supply/Value Chain Management Strategies for Success in the Changing Decade April 2011 Robert M. Monczka, Ph.D.;Phillip L. Carter, D.B.A. CAPS Research Megatrends such as demographic changes, shifting global sourcing and production locations, changing technologies, and economic-political developments, are changing the world. This presentation identified some mega-trends that will have particular importance for supply/value chain strategies. Additionally the presentation identified several specific supply/value chain strategies that companies will have to invest in over the next few years to achieve competitive success. These strategies include value focused supply, innovation from the supply base, global supply networks, risk management, green supply strategies, supply chain analytics, and talent management.
524. Global Challenges Call for Global Leadership April 2011 Angel Cabrera, Ph.D. Thunderbird School of Global Management Are global integration and trade on the decline because of the great recession? Not according to Dr. Cabrera. The global economy continues to grow and generate opportunities, as well as significant challenges, for businesses and economies. In China and India over one billion people dont own cell phones and over two billion dont have Internet access (compared to 23 million and 69 million respectively in the U.S.). Global trade is shifting east to China and stagnating in North America, while future population growth will come from developing countries and create tremendous challenges around the three Fs: Finance, Food and Fuel. As many CPOs shift to global sourcing as a supply strategy, how do they tackle the enormity of these trends? Click to read Dr. Cabreras suggested solutions.
522. Open Innovation with the Supply Base April 2011 Phil Carter CAPS Research
Background:
Procter & Gamble has extolled the virtues of open innovation with its supply base and has implemented this concept through its Connect and Develop program. P&G set a goal that 50% of new initiatives involve at least one external partner. An excerpt from the March 2006 Harvard Business Review article that focuses on P&Gs development of its Connect and Develop initiative can be found here: http://hbswk.hbs.edu/archive/5258.html.
Questions:
1. On a scale of 1 to 7, with 1 being very closed and 7 being very open, where would you place your organizations current implementation of open innovation?
2. On a scale of 1 to 7, with 1 being very closed and 7 being very open, where do you expect your organizations implementation of open innovation to be three years from now?
3. What are the major reasons for changing or not changing your approach to obtaining innovation from your supply base?
521. Investment in Risk Management Resources Considering Recent World Events April 2011 Phil Carter CAPS Research
Question:
1. First the great recession, then unrest in the mid-East and now the Japan earthquake and Tsunami -- all of these events reminds us of the inherent risks in our supply chains. Do you expect the resources that you will be putting into supplier and supply chain risk management in the next 2-3 years will increase, decrease, or stay the same?
Increase resources (please explain)
Decrease resources (please explain)
No Change (please explain)
520. Investment Recovery Metric Report 2011 April 2011 CAPS Research This report was developed in partnership with the Investment Recovery Association. In addition to the organizational information and operational benchmarks provided, there are a number of financial metrics related to the overall cost benefits of investment recovery programs as well as best practice implementation. One key metric shows that for every dollar of investment recovery operating expense, $34 is returned to the bottom line. Other benchmarks relate information about investment recovery services and processes, the effectiveness of program-related tools and technologies, and investment recovery staffing. Fifty-six companies provided data for this report. Tags: Financial, Materials Management
519. Expected Use of Analytics for Improving Supply Chain Performance March 2011 Phil Carter CAPS Research
Question:
1. One can define analytics as the study of supply and supply chain data using statistical analysis and modeling in order to discover and understand historical patterns with the purpose of improving supply/supply chain performance in the future.
Using the definition above, do you expect to significantly increase the use of analytics in supply/supply chain management over the next two to three years?
If yes, what opportunities do you see?
If no, why not?
Tags: Data Analysis, Performance Metrics
517. Anticipated Changes to Sourcing Strategies in China March 2011 Phil Carter CAPS Research
Question:
1. Are you contemplating changes to your China sourcing strategies as a result of increased labor and/or other costs in China?
If yes, what kind of changes are you considering?
If no, why not?
Tags: Sourcing Strategy
518. SnapShots 2011 - Master Agreements - Approval and Authority March 2011 CAPS Research Contracts that are used to purchase goods and/or services on a recurring basis are commonly known as Master Agreements which are often used to establish basic terms and conditions that can be later referenced in individual purchase orders, work orders, etc. About 98% of the survey population reported they employ Master Agreements. Benchmarks include the percent of Master Agreements (reported) that are managed as stand-alone documents and the percent of related purchasing documents that are managed as stand-alone documents; the average maximum dollar values of small, mid-size, and large Master Agreements; and the percent of Master Agreements assigned a total dollar value equal to their potential value when approved as well as the percent assigned a value of zero dollars when approved. Tags: Contract Management
516. Innovation Sourcing: Contributing to Company Competitiveness March 2011 Robert M. Monczka, Ph.D.;Phillip L. Carter, D.B.A.;Thomas V. Scannell, Ph.D.;Joseph R. Carter, D.B.A., CPSM, C.P.M. CAPS Research;Western Michigan University;Arizona State University Innovation of products, services and business models is increasingly identified as an important strategy to achieve competitive advantage. Some firms have realized the potential of capitalizing on external sources for that innovation. In this focus study, CAPS Research examines the strategies and approaches that are in place at a number of companies to collaborate with suppliers on innovation. It addresses how these can be used and the specific role supply management plays in the process. The primary source of data is in-depth interviews with over 70 key executives at five leading global companies, eight of their SBUs and their suppliers. This report complements the 2010 CAPS Research Focus Study, "Implementing Supplier Innovation: Case Study Findings."
515. Plans to Add Supply Management Employees During 2011 February 2011 Phil Carter CAPS Research
1. With the strengthening of the global economy and improvement in corporate revenues and profits, do you anticipate adding people in Supply Management during 2011?
If yes, how many do you plan on adding in each of the following categories?
* Entry Level
* Experienced Buyers
* Buyers with special commodity expertise
* Managers
* Directors
* Other
If no, why not?
Tags: Talent Management
514. Supplier Quality and Delivery Performance Benchmarking Metric Report 2011 February 2011 CAPS Research This metric report provides a summary look at how manufacturing-related companies reported they measure the performance of direct materials suppliers in terms of quality, delivery, cost management, and technical support. All of the survey participants (100%) reported they use periodic performance scorecards or assessments to measure quality. Approximately 75% of survey participants reported they calculate PPM (parts per million) defects to measure quality, but only 13% reported they calculate PPM delivery performance.
513. Effects of Middle East Unrest upon Supply Management February 2011 Phil Carter CAPS Research
Question:
1. Is the current unrest in Egypt and elsewhere in the Middle East causing you to change your supply management business plans? (Yes, No, Dont Know, Not Applicable)
If Yes, briefly describe the most important changes:
Tags: Supplier Risk Management
512. Reporting Cost Savings January 2011 CAPS Research This report focuses on the top three "baselines" that organizations use to calculate (or project) cost savings, and shows how different organizations set their annual savings targets. Approximately 96% of survey participants reported they measure and track savings attributable to cost reduction. Fewer companies (70% of the survey participants) also measure and track cost avoidance. Not unexpectedly, a majority of the survey participants reported that most of their cost savings for direct and indirect goods are attributable to cost reduction rather than cost avoidance. But there isnt much of a difference between cost reduction and cost avoidance savings reported for capital goods spend. If you want to know who (organizationally) is responsible for setting savings targets and how often these savings targets are reviewed, then you should look at the data provided by the 75 different organizations who responded to the corresponding survey.
511. Successful Capital Projects in Uncertain Times January 2011 Bryan Ashenbaum, Ph.D. Miami University Sourcing for capital projects presents both great opportunities and challenges for a company. Such projects are inherently complex, require long-term vision and commitment, and can be affected by several "macro" factors. However, when engineering and sourcing teams goals are synchronized and collaboration is effective and robust, great value can be delivered through the project. This report, based on a Critical Issues Partnership program, summarizes the main challenges and some key successful strategies for sourcing capital projects, particularly in an uncertain economy. Topics include managing uncertainty, building competencies, metrics/KPIs, contract issues, and early sourcing involvement. Tags: Contract Management
510. SnapShots 2011 - Measuring Supplier Diversity Program (Tier 2) Effectiveness January 2011 CAPS Research CAPS Research was recently asked to provide information specific to Tier 2 supplier diversity spend programs that either require or encourage Tier 1 suppliers to set diversity spend goals. CAPS Research was also tasked to find out whether or not companies who have initiated Tier 2 supplier diversity spend programs include in their procurement agreements (contracts, service level agreements, etc.) language specific to diversity spend as well as performance clauses in procurement agreements that stipulate penalties or other actions when a Tier 1 suppliers performance does not meet agreed-upon levels. Tags: Supplier Diversity
508. Electric Utility Environmental Performance Evaluation Benchmarking Metric Report 2010 December 2010 CAPS Research This report provides a look at how 11 electric utility companies reported their environmental sustainability efforts and includes metrics on Policy & Environmental Management, Greenhouse Gas (GHG) Emissions, Air Emissions, Energy Consumption, Water Use, Waste & Materials Management, and Innovation. Additionally, the report includes information on a broad range of innovative imperatives ranging from environmental education programs for suppliers and employees to the percent of participating companies who have implemented various business practices to reduce their carbon footprints.
507. Cross-Industry Metric Report November 2010 November 2010 CAPS Research The updated CAPS Research Cross-Industry Metric Report published in November 2010 provides standard key performance indicators across 18 industries. This highly regarded report includes popular key performance indicators like training spend, diversity spend, total spend as a percent of revenue, supply management organization operating costs, purchase order cycle times, and employee retention.
506. Executing Invoice-Only or Purchase Order Transactions for Indirect Spend November 2010
This company is investigating methods to increase the level of Indirect Spend Transactions executed through defined Purchase Order processes and/or applications (examples: Ariba, SAP SRM) to minimize the number of invoice-only payment requests. This company wants to better classify their indirect spend reporting and improve upon the payment processes. You can help the company achieve their objectives by responding to the following questions:
Questions:
1. What percent of your Indirect Spend is managed as invoice-only (non-PO Invoice Payment Requests)?
2. What are your requirements for executing invoice-only transactions?
3. Has your organization been successful in executing Indirect Spend Purchase Order Transactions for professional services (e.g., advertising, HR services, computer/IT services, real estate, royalties, etc.)? If yes please give examples of the professional services being managed through a defined Purchase Order process.
505. Utilizing POs to Streamline Sourcing of Goods and Services October 2010 This company is working on a process to reduce the volume of contracts that require executive approval and legal review. This company’s initial approach includes balancing spend and risk and developing a framework for purchasing managers to utilize that does not require full legal review of each project. This company would like to know more about your criteria to determine when spend should require a formal contract and/or master service agreement in lieu of a purchase order.
504. Supplier Financial and Operational Risk Management October 2010 Phillip L. Carter, D.B.A.;Larry C. Giunipero, Ph.D., CPSM, C.P.M. CAPS Research;Florida State University In recent years, many leading-edge companies have taken a pro-active approach to implement risk management programs. This focus study examines best practices related to supplier risk management, in particular when firms engage third-party service providers (3PRs) to assist them. The report includes sections on the supplier risk management process, financial data analysis, third-party risk management companies, and multiple (anonymous) case studies. It also includes an appendix of various third-party risk management services available.
503. Supplier Environmental Sustainability Performance Report - 2010 September 2010 CAPS Research This is the second benchmark report developed for the Electric Utility Industry Sustainable Supply Chain Alliance that focuses on their suppliers commitment to environmental sustainability. The 2010 metric report includes data provided by 326 different suppliers who were categorized as being manufacturers or non-manufacturers. The benchmark report looks at how key suppliers are addressing Policy & Environmental Management, Greenhouse Gas (GHG) Emissions, Air Emissions, Energy Consumption, Water Use, Waste & Materials Management, and Innovation. The report also highlights specific topics about the collaborative efforts between the utilities and suppliers to reduce environmental impacts.
499. Long Road to Recovery (BPW 2010) September 2010 Lee McPheters, Ph.D. Arizona State University Arizona State University economist Lee McPheters, Ph.D., shares his insights into the current economic situation, claiming that chatter about a "double-dip recession" isnt accurate; instead factors indicate the country is just in "slow growth" mode. He credits this sluggish pace to that fact that nothing substantial is driving the economy. Ideally, consumers would be the driving force, but theyre just not spending and investing to the degree needed for stronger growth. McPheters identifies and discusses many of the hurdles to recovery, including: credit markets, the consumer market, labor markets, housing markets, commercial real estate, federal deficit, and a skeptical public. His forecast, as of September 2010, is for employment growth to be negative through 2010, but turn slightly positive in 2011. Real GDP growth will be 2.5 percent in both 2010 and 2011. Tags: Financial
500. Transformation - A Leaders Story September 2010 Deborah Stanton MasterCard Worldwide Upon joining MasterCard Worldwide as its chief purchasing officer, Deborah Stanton recognized the need for a transformation. In this presentation, she details the journey that she led to create a global supply chain team, including strategic category management, organizational structure, the scope of the teams role, processes, tools, metrics, and how it demonstrated value. Most importantly, Stanton candidly discusses the challenges and tactics around gaining executive support, effecting change within team members, and leading individuals through the change management process.
501. Creating Value in the New Economy - Dell September 2010 Michael Tayter;Robert Bernard Dell Computer Corporation Dell executives detail several procurement and sourcing activities that are in place to support the larger enterprise strategies. These include design-to-value techniques applied to products; should-be cost modeling to develop accurate targets and fact-based negotiations; analytical approaches to sourcing; and developing world-class talent through a procurement academy.
502. Integrated Facilities Management (IFM) Sourcing Initiative September 2010 Allen Ware Intel Corporation Intel describes the thought processes and actions behind its integrated facilities management (IFM) sourcing initiative. After assessing its facilities footprint and their lifecycle, it became apparent that there was a savings opportunity associated with integration and supplier consolidation. This presentation outlines the specifics value drivers, the anticipated savings information, the importance of governance over the new supplier model/relationship, and key success factors. Tags: Data Analysis, Sourcing Strategy
498. Repositioning Supply Chain in Health Care Systems September 2010 Bushra Rahman, MBA, MHSM;Eugene Schneller, PhD;Natalia Wilson, MD, MPH;Howard Zuckerman, PhD Arizona State University Supply chain strategies and operational resources have been demonstrated to be relevant to an organization realizing its competitive capability. For individual hospitals, and the health care systems in which they reside, supplies, which constitute the second largest cost after labor, have generally been managed at a local level with a strong focus on transactions associated with order fulfillment. Systems are increasingly recognizing the value that supply chain management can bring to their organizations and have moved to reposition the supply chain function at a strategic level in the organization.
497. Globalization: A Smarter Supply Chain for the Future September 2010 Roberta J. Jennings CAPS Research Globalization is a strategic imperative that is recognized as critical for growth and performance sustainability, but achieving such a model can be complex. This report, a synopsis of the main themes and insights from a CAPS Research Critical Issues program on the topic, defines globalization, identifies the challenges common to many firms, discusses how firms are trying to optimize the balance between centralized control and local autonomy, and highlights the struggle to place appropriate human resources in a global supply organization. The report also includes key points about sustainability, ethics, and laws/regulations that impact the organization and its supply network. A case study from IBM, co-sponsor of the event, is also provided, describing its journey to become a globally integrated enterprise.
496. Petroleum Industry Benchmarking Metric Report 2010 August 2010 CAPS Research The Petroleum Industry Benchmarking Metric Report updated in August 2010 includes key supply management performance measures that focus on organizational structures, functional assignments (e.g., strategic sourcing, transactional purchasing, etc.), training spend, supply management operating expenses, cost reduction and avoidance, and value creation. Supplier-related metrics show a four percent decrease in the in the overall supplier base during the reporting period. About 55 percent of the participants reported a decrease in the numbers of suppliers and 27 percent reported an increase. The remainder (18 percent) reported no change in their supplier base. In addition to the overall industry report, breakout reports are provided for Integrated, Upstream, and Downstream operations. Tags: Oil & Gas
494. Value Focused Supply: Linking Supply to Competitive Business Strategies August 2010 Robert M. Monczka, Ph.D.;John D. Blascovich;William J. Markham;Leslie M. Parker;Thomas H. Slaight CAPS Research;A.T. Kearney, Inc. CEOs are raising their expectations for supply to include results well beyond just saving money on external expenditures. Value Focused Supply (VFS) is an approach for creating and implementing longer-term strategies for key purchase categories and the related suppliers that create value beyond cost savings. This report defines VFS, provides examples of VFS strategies, provides a framework for implementing VFS, discusses issues for enabling VFS, and includes several company case studies across various industries.
495. Pharmaceutical Industry Benchmarking Metric Report 2010 - Emerging Markets August 2010 CAPS Research This first in a series of five new pharmaceutical industry benchmarking reports focuses on "Emerging Markets." For this report, emerging markets are defined as geographic regions in which pharmaceutical manufacturers do not currently have a supply management organizational presence. About 46% of the survey participants reported they do have supply management organizations physically located in some emerging market regions. One-half of the survey participants who do not yet have supply management professionals physically located in these regions reported they anticipate doing so within the next three years. Overall, 80% of the participants reported that during the next three years they expect growth within supply management organizations located in the emerging market regions. Tags: Sourcing Strategy
492. SnapShots 2010 - Insurance Requirements and Certificates for Suppliers July 2010 CAPS Research There were 149 useable responses to the SnapShots survey on Insurance Requirements and Certificates for Suppliers. Of those responses, 34% were from the Manufacturing sector and 66% were Non-Manufacturing. A very large percentage of companies from both sectors (86% and 98%, respectively) required suppliers to maintain insurance in addition to the requirements prescribed by the state or nation where work is being performed. Seventy-six percent of Manufacturers and 93% of Non-Manufacturers require suppliers to provide copies of their certificate(s) of insurance. Of those companies that do not require suppliers to provide copies of the certificates of insurance, 71% of Manufacturers and 66% of Non-Manufacturers have standard contract terms requiring suppliers to certify that they have coverage consistent with insurance requirements and that they will maintain that coverage for the contract performance period. Tags: Contract Management
490. Industrial Manufacturing Industry Benchmarking Metric Report 2010 July 2010 CAPS Research The Industrial Manufacturing Industry Benchmarking Metric Report 2010 contains key supply management performance measures including organizational structure, professional development, financial information and supplier relationships and alliances. Also included are metrics concerning supply management operating expense and total managed spend relating to eleven different global regions. In addition, key metrics are reported on thirteen performance measures relating to supplier rating systems/processes. Tags: Discrete Manufacturing
488. Assessing Supplier Financial Strength and Dependency Metric Report 2010 June 2010 CAPS Research The report, "Assessing Supplier Financial Strength and Dependency" brings into focus the need for companies to spot weaknesses within their supply base and act quickly to avoid disruptions caused by supplier vulnerabilities. The benchmarking report provides an overview of how organizations assess the risk tolerance of their suppliers by measuring and evaluating the financial health, organizational stability, and customer-dependency of these suppliers.
482. Supply Base Risk Management at 3M June 2010 Charles Zheng 3M Supply base risk management at 3M is broader than simply financial risk management. This presentation talks to risk identification, evaluation, mitigation and monitoring strategies at 3M. Tags: Supplier Risk Management
483. Talent Management: Recruiting and Retaining a Diverse Global Workforce June 2010 Ling Ling Lee Intel Corporation Intel is a globally integrated company operating in numerous venues world wide. This presentation talks about Intels challenges, strategies and best-practices in recruiting and retaining a globally competent and diverse workforce. Tags: Talent Management
484. LG Electronics Global Procurement Transformation: New Frontiers for Global Innovation June 2010 Jason Choi LG Electronics LG Electronics won the 2010 R. Gene Richter Award for innovation and transformation in supply management. This presentation documents their route from a highly autonomous and decentralized procurement organization into one that is center-led and the resulting savings and accomplishments. Tags: Organizational Design
485. Strategies in the Face of the Global Financial Crisis June 2010 Joseph Maher Li & Fung Ltd. China has historically been viewed as a vital low-cost opportunity for services and materials, causing many global companies to establish sourcing operations there in recent years. However, with the turn of the economy, tightening credit, and a rise in protectionism, many Chinese manufacturers are seeing fewer export orders, resulting in decreased production. Li & Fung details some of the strategies that Chinese companies can employ to cope with the financial crisis, and explains why sourcing from China is still an attractive option, particularly if a firm is also selling in that region. Tags: Sourcing Strategy
486. Teradyne Supply Chain Financial Viability Analysis June 2010 Scott Cameron Teradyne Assessing the financial health of supply chain partners is always a good idea, but with the recent economic crisis, this activity has come to the forefront for many organizations. This Teradyne presentation details a model the company uses that combines interpreting key financial ratios and placing suppliers into a risk matrix, based on leverage and profitability. It also discusses the challenges in obtaining accurate data, what actions the firm takes with at-risk suppliers, and "lessons learned."
487. Enhancing Procurements Value Proposition June 2010 Kinnar Ghiya Microsoft Corporation In an uncertain and tight economy, executives are looking at every aspect of their business to provide more value. For purchasing and supply management, that means delivering more than price reductions on inbound materials or services. This Microsoft presentation details some of the areas in which its global purchasing group is attempting to enhance its value proposition, such as: cost management, reducing risk, reducing time-to-market, enhancing the Microsoft brand, and facilitating revenue. Microsoft describes various attributes and activities that signify this changing role of procurement. Tags: Sourcing Strategy, Value Chain
481. Championing Environmental Supply Management Initiatives: The Importance of Influence Tactics, Company Climate and Individual Values May 2010 Thomas R. Gattiker, Ph.D.;Craig R. Carter, Ph.D.;Wendy L. Tate, Ph.D.;Xiaowen Huang, Ph.D. Boise State University;University of Nevada;University of Tennessee;Miami University of Ohio This research investigated how supply management sustainability initiatives take root within a company and what factors determine buy-in from key players. The study examined the role that influence tactics, organizational climate, and personal values each play as managers try to gain commitment for environmental initiatives. The researchers found that creating company and departmental climates that are friendly toward environmental innovation, the use of legitimating (appealing to rules, regulations and positional power), and taking time to learn something about the values of the target individuals all increase the likelihood the project champion will be successful. The report provides steps to help supply managers effectively champion sustainable supply management practices and to create an environment in which sustainability will be successful throughout the company.
479. Long Road to Recovery April 2010 Lee McPheters, Ph.D. Arizona State University Well-known Arizona State University economist Lee McPheters, Ph.D., shares his insights into the current economic situation, arguing that it will be a long road to recovery although many statistics indicate that the recession is over. McPheters identifies and discusses many of the hurdles to recovery, including: credit markets, the consumer market, labor markets, housing markets, commercial real estate, federal deficit, and a skeptical public. He addresses why each is an issue. McPheters says 2010 is "still ugly" and 2011 will be "homely." Unemployment will remain near 10 percent, and the consumer will be key as confidence will surge when job growth returns. Tags: Financial
480. Effective Supply Chain Strategies in a Tough Economy - U.S. Postal Service April 2010 Susan Brownell U.S. Postal Service The vice president of supply management for the United States Postal Service (USPS) outlines some of the unique challenges that their organization faces due to its Universal Service Obligation and the "great recession." This presentation details two cost reduction initiatives meant to help restore profitability.
477. International Payment Terms April 2010 In an earlier CAPS Research survey on payment terms and discounts for early payments, but since this report does not differentiate between domestic and international operations, this company would like to know if your organization has established different payment terms for your domestic and international suppliers and whether your company offers accelerated invoice payment terms in return for discounts.
Tags: Contract Management, Financial
478. SnapShots 2010 - Measuring and Monitoring Supplier Risk 2010 April 2010 CAPS Research There were 197 useable responses to this SnapShots survey on Measuring and Monitoring Supplier Risk. Given the fact that 99% of the survey population reported they regularly measure and/or monitor specific risk characteristics of their suppliers does indicate there is still a high level of interest in the topic of supplier risk management. More than two-thirds of the participants reported the importance of measuring and/or monitoring risk as being either Very Important or Extremely Important. Financial risk was the supplier risk characteristic most commonly referenced followed closely by operational risk and supply chain risk. The SnapShot report also lists other risk assessment areas that are being regularly measured and/or monitored, and includes a comprehensive list of third-party risk assessment reports/tools currently being used to measure supplier risk. Tags: Supplier Risk Management
476. Pharmaceutical Supply Chain in China: Challenges and Opportunities March 2010 JianQiang Hu, Ph.D.;Yue Dai, Ph.D.;Kevin Gu, Ph.D. Fudan University;Jointown Pharmaceutical Group Co. As with many other aspects of China, the pharmaceutical industry has rapidly evolved in the last decade. Though still in its early stages of development, it is a large, complex, multi-layered structure that has fragmentation, coordination, and information-sharing challenges. This focus study examines the issues and potential within Chinas pharmaceutical supply chain. The study is based on visits and interviews with 18 companies in China and includes information about production, quality control, research and development, outsourcing, exportation, the foreign investment environment, and the new healthcare reform plan in China. Tags: Sourcing Strategy, Value Chain
475. SnapShots 2010 - Collaborative and Independent Innovation February 2010 CAPS Research This latest SnapShots report focuses on innovation strategies which are defined as being either "Collaborative" (using internal ideas, but actively seeking external sources of innovation) or "Independent" (innovation is generated internally, and intellectual property is closely guarded). Results indicate there is not a significant difference between manufacturers and non-manufacturers regarding their current innovation strategies. However, in three years time 36% of the manufacturers expect their innovation strategies to be mostly or strongly collaborative and 46% of non-manufacturers reported their innovation strategies will be mostly or strongly collaborative. Tags: Supplier Programs
473. DOE NNSA Contractors 2009 Procurement Performance Benchmarking Report December 2009 CAPS Research This report contains benchmarks on professional development, financial information, supplier development and eProcurement specific to Department of Energy and National Nuclear Security Administration (DOE/NNSA) Contractors. The report includes information on the impact of American Reinvestment & Recovery Act (ARRA) funding. One of the strengths of the DOE/NNSA contractors is their commitment to diversity spend. Tags: DOE/NNSA Contractors
472. SnapShots 2009 - Sourcing in China December 2009 CAPS Research The SnapShots questions about locating sourcing/procurement groups or organizations in China showed mixed results. About half of the survey participants indicated that they did have a sourcing/procurement group located in China and about 56% of those participants reported increasing the number of employees assigned to that group. These participants also reported that during the last two years this sourcing/procurement group has assumed more authority (47%) or had no change (44%) to their regional procurement activities. The regional sourcing/procurement organization did not experience a measurable loss in productivity as a result of sourcing/procurement employee turnover. The other half of the survey participants reported they do not have a sourcing/procurement organization located in China and a clear majority (94%) of these participants indicated that they had no plans to locate a regional sourcing/procurement group in China within the next two years. Tags: Sourcing Strategy
471. Supply Strategy Implementation: Current State and Future Opportunities 2009 December 2009 Robert M. Monczka, Ph.D;Kenneth J. Petersen, Ph.D. CAPS Research;Colorado State University To achieve significant and successful transformation of supply management, companies need to assess how well they have implemented critical supply strategies. To assist in this effort, CAPS Research designed the Executive Assessment of Supply (EAS). This self-administered assessment lets companies determine the importance of various strategic strategies for their organization, the level of implementation and the results achieved. This report summarizes the results from these assessments based on responses from 130 supply organizations across 26 industries. These results can help companies compare their strategic results with those achieved by other companies. Also companies can compare their recent results with the results of similar assessments completed in 2007 to yield an even more comprehensive picture of implementation success and supply management performance.
469. Supply Management Talent Development and Retention Benchmarking Metric Report 2009 December 2009 CAPS Research The Supply Management Talent Development and Retention Benchmarking Metric Report published in November 2009 includes information and metric data pertinent to recruitment, development, retention, evaluation, compensation, and advancement of supply management employees. The benchmarking report is comprised of data provided by 260 participants. There are three breakout reports that include information provided by companies with revenue less than $500 million; companies with revenue greater than $500 million and less than $5 billion; and companies with revenue exceeding $5 billion. CAPS Research partnered with the Fisher College of Business and Rutgers Business School to develop this report and corresponding survey that measures key supply management talent development and retention strategies. Tags: Talent Management
468. SnapShots 2009 - Use of Reverse Auctions November 2009 CAPS Research The SnapShots questions about the use or reverse auctions as part of the organizations sourcing strategy indicates there are mixed feelings within the survey population about the value of reverse auction tools. One-half of the survey participants reported that reverse auction tools are part of their sourcing strategy, and about 46 percent reported an increase in spend using these tools during the last two years. All of the companies who reported they are now using reverse auctions stated they are planning to continue to use reverse auction tools for (at least) the next two years. The other half of the survey participants reported they are not using reverse auction tools. A clear majority (71 percent) of those who reported they do not currently use reverse auctions reported they are not planning on doing so within the next two years.
467. Cross-Industry Metric Report November 2009 November 2009 CAPS Research The updated CAPS Research Cross-Industry Metric report published in November 2009 provides standard key performance indicators across 20 industries. This highly regarded report includes key performance indicators for different industry sectors including purchasing operating expense, training spend, diversity spend, and total spend as a percent of revenue. New information on supply management organization operating costs, purchase order cycle times, and employee retention were added to the 2009 report. New Industries added to this updated report include: Automotive & Transport, Consumer Product Manufacturers, Health Care Services, Retail and Telecommunications Services.
466. Supporting Global Contract Template Development, Maintenance and Standardization November 2009
This company is interested in learning about the organization of, and/or, roles that support contract template development, maintenance and standardization. They also are interested to know how successful you have been in developing standardized global contract templates.
Note: This is a follow-up question to Question # 110 on "Using Standard Contract Templates in Various Regions of the World."
Questions:
1. Do you have attorneys dedicated to the procurement contract template development and maintenance process? Please elaborate.
2. Do you have a group that is in either procurement and/or legal that is responsible for standardizing contract templates globally? Please elaborate.
3. How successful have you been in developing standardized global contract templates? Benefits? Barriers?
465. SnapShots 2009 - Use of Social Networking October 2009 CAPS Research As the use of social networking tools continue to migrate into the professional work environment, we want to better understand which social networking sites are being used for different business practices. Based on the SnapShots survey results, there is a 10% difference between those who responded "Yes" to the question about using social networking for business practices (45%) and those who responded "No" (55%). Of those who responded "Yes", about two-thirds reported that LinkedIn is the networking tool most frequently used. About one-third of the participants reported they use either "Facebook" or "Twitter". More than half (55 %) of the participants use social networking for Human Resources communications, and 41% reported using social networking for sales/marketing. Tags: Emerging Technology
462. Snapshots 2009 - Payment Terms October 2009 CAPS Research The changing economy continues to challenge organizations to better manage their supply chains and take better use of eTools to track order information or as procure-to-pay programs. The SnapShots survey participants were asked about their typical (or default) payment terms; whether or not they receive discounts for early payments; and their general use of eTools for order tracking or procure-to-pay programs. About three-fourths of the survey population reported their typical payment terms were either 30 days (42%) or 45 days (32%), respectively. About 14% of the survey population reported 60-day payment terms. The remaining 12% reported payment terms ranging from 15 days (1.5%) to 90 days (4.5%). Almost 90% reported their organizations do receive discounts for paying early; and 83% reported they employ eTools for their Procure-to-Pay programs or other solutions that track order information.
461. Mining Metals Industry Benchmarking Metric Report 2009 October 2009 CAPS Research The Mining Metals Industry Benchmarking Metric Report 2009 contains key supply management performance measures including organizational structure, professional development, financial information and supplier relationships and alliances. Its interesting to note the reversal in the average percent of supply management organizational recruiting: seventy-one percent internal, and twenty-nine percent external in this report, and twenty-seven percent internal, seventy-three percent external, in the previous report. The average percent of external recruiting that was word-of-mouth was fifty percent in this report, and only one percent in the previous report. Also included in this report are metrics regarding inventory and asset disposal programs.
451. Supplier Risk Analysis at Intel October 2009 Sandy Gauthier Intel Corporation Intel begins this presentation with an overview of the Big Picture of Supplier Rationalization, outlining the effects of this recession on not just market contraction but also on cash liquidity. Several examples were provided showing clues that a supplier was in trouble. Intel went on to detail their process of supplier risk assessment which includes an ongoing supplier risk monitoring process. After suppliers are assessed, those to be monitored more closely are classified as Critical or Non-Critical. The Critical suppliers are given immediate focus while the Non-Critical suppliers have a developed contingency plan.
452. Fluors Approach to Developing Talent in Difficult Times October 2009 Jay Pendergrass Fluor Corporation In this presentation, Fluor begins with an overview of the company and their multiple industries as well as an overview of Procurement at Fluor. Fluor has both a Global Talent Management strategy and a Procurement People Development strategy. Emphasizing that talent management cannot be ignored during the downturn, Fluor states that there is an impending resource shortage among professional staff. Challenges in talent management are outlined as well as strategies that have been employed. Tags: Talent Management
453. Talent Management Case Study at L-3 October 2009 Skip Handley L-3 Communications In this presentation, L-3 begins with an overview of the company and segments served. The presentation outlines the top three talent management challenges, including development and retention of the workforce. It follows with the strategies L-3 has employed to address these challenges. L-3 has developed a tool to measure the maturity curves of employees from an Order Placer up. These tools have been used to assess the maturity curve of procurement in general. Tags: Talent Management
454. Resourcing in the New Economy at Amgen October 2009 Jan Meier Amgen Inc. Amgen, a pioneer in the biotechnologies industry, has two main areas of focus for sourcing in the new economy: transforming their procurement organization into a global strategic sourcing organization, and realigning the focus of the sourcing organization to meet the needs of internal business partners and suppliers. This presentation details the vision of Amgens Global Strategic Sourcing Organization and the process of shifting from a tactical to a strategic organization.
455. Competitive Advantage Through Partnerships at General Mills October 2009 Diego Osuna General Mills, Inc. At General Mills, the worlds sixth largest food company, sourcing has evolved into a "multi-disciplinary process." Part of this evolution was the realization that internal partnerships, especially between supply chain and marketing, were necessary to create new opportunities with suppliers. This presentation details General Mills seven steps to creating and maintaining sustainable internal partnerships.
456. Supplier Risk Management at Northrop Grumman October 2009 Brian Massey Northrop Grumman Aerospace Systems Northrop Grumman reviewed the typical categories of supplier risk, (product, financial, managerial and other), and their risk management system (RMS). The RMS should cut across various programs to manage risk and allow management and others in the company to sort across attributes. Supplier scorecards are very important, along with communications with suppliers (both international and domestic) to review financials. As financial risk is increased, be prepared to act quickly to retrieve tools, WIP, material, and data before other creditors. Its crucial to be pro-active and look for opportunities to understand and assist your suppliers.
457. Global Talent Issues at 3M October 2009 Wolf Bartel 3M Company 3M Company presents a corporate overview, lists their biggest challenges, and provides strategies employed, successes, lessons learned and the future outlook for their organization regarding global talent issues. Challenges include continuous selling of the value proposition of the center-led organization, and a higher turnover in developing countries. Strategies employed include workload planning, succession planning, gap analysis, recruitment, employee engagement, corporate reputation, support and validation. Biggest successes have come in gap analysis and engagement. Some lessons learned include: start in one area and sustain the activity, monitor and adapt your approach and include on the job experience - not just class time, and supervisor and employees work on strengths to show accountability. 3Ms future outlook includes keeping employees engaged, continue to compete for new graduates, set a new direction and adapt as necessary. Tags: Talent Management
458. A Resilient Business in Challenging Times - Rolls-Royce October 2009 Kathi Bridgewater Rolls-Royce Corporation Rolls-Royce begins this presentation by illustrating the different messages that were given to suppliers in 2008 and 2009. Rolls-Royce has been pursuing a holistic transformation process that is illustrated in this presentation. They address four global markets. They are investing for growth with a consistent approach which creates many opportunities for the supply chain. The presentation illustrates how they are managing the downturn and preparing for the upturn.
459. Value Creation in Todays Economy at General Mills October 2009 Hadrian DSouza General Mills, Inc. General Mills method of value creation in todays economy is using their "Spend Smart" program. Dramatic raw material inflation brought about a change in their business model and has demanded more and faster savings. General Mills uses holistic margin management (HMM), maximizing the value of a product or service. HMM identifies and eliminates hidden waste in their products and processes. The Spend Smart program delivers value through people, process and technology. Case studies of ShipSmart, PrintSmart, TravelSmart, and StaffSmart are provided. SpendSmart delivers value by leveraging competition, volume aggregation and cash cycles.
460. Economic Update and Outlook - Recovery or Relapse? October 2009 Lee McPheters, Ph.D. Arizona State University A leading economist from Arizona State University gives an in-depth look at the current state of the U.S. economy and his outlook for 2010. Lee McPheters says that (as of Fall, 2009) most economists consider the recession over, although public opinion is not as optimistic. His presentation details why consumer spending is vital to a recovery, which regions have been hardest hit by the recession, how the recession compares to other historically tough economic times, and why many government programs will not be able to single-handedly create a turnaround.
Tags: Financial
448. Supply Chain Alliance Supplier Environmental Performance Evaluation Benchmarking Metric Report 2009 September 2009 CAPS Research This report was developed for the Electric Utility Industry Sustainable Supply Chain Alliance as the baseline report of their suppliers focus on climate change and environmental sustainability. The metric report includes data provided to CAPS Research by the utility companies suppliers who were nominated to participate in the survey. The 240 different suppliers were categorized as being manufacturers, services providers, or distributors. The metric report provides benchmarks relative to how these communities of suppliers are addressing Policy & Environmental Management; Greenhouse Gas (GHG) Emissions; Air Emissions; Energy Consumption; Water Use; Waste & Materials Management; and Innovation. The report also summarizes a list of specific topics about collaborative efforts to reduce environmental impacts.
447. Publishing Purchase Order Terms and Conditions on Website August 2009 .
This company would like to know whether you use your website to communicate purchase order terms and conditions to your suppliers.
Questions:
1. Does your company publish its purchase order terms and conditions on your companys website in lieu of providing a copy with every PO? Note: assume the PO would have the appropriate clause referencing the supplier to your website.
2. If your company publishes its terms and conditions on its website, how do you refer suppliers to the terms and conditions? Please provide the wording or clause that appears on the PO.
3. If your terms and conditions are published on your company website, do you still mail them to the supplier with each PO?
Tags: Emerging Technology
446. Supply Management Shared Services Centers Benchmarking Metric Report 2009 August 2009 CAPS Research The operational impact of employing a Supply Management Shared Services Center (SMSSC) may result in achieving a desired level of effectiveness at the lowest operational costs through consolidation. As in the 2007 report, this report addresses standardized processes, organizational structure, and SMSSC quality metrics. New for 2009 is a metric on auditing cost-type contracts. Note the increase from the 2007 to 2009 report in the percent of organizations indicating the following functional activities are included in the SMSSC: accounts payable, IT systems, material & supplier data management, purchasing policy compliance, risk management, strategic planning, and travel. Tags: Organizational Design, Services
445. Semiconductor Industry Benchmarking Metric Report 2009 August 2009 CAPS Research The Semiconductor Industry Benchmarking Metric Report 2009 contains key supply management performance measures including organization structure, professional development, financial information and supplier relationships and alliances. Unique to this report is geographical area breakout information. New for 2009 is the percent of organizations in which supply management employees have increased, decreased, or did not change, during the past two years in the following regions: Asia Pacific, China, Europe/Middle East/Africa, India, Japan, and North America. Tags: Performance Metrics
443. Low-Cost Country Sourcing and Procurement Activities Benchmarking Metric Report 2009 August 2009 CAPS Research The Low-Cost Country Sourcing and Procurement Activities Benchmarking Metric Report 2009 contains key metrics on supply management employees and suppliers located in low-cost countries and in other than low-cost countries. The report also focuses on spend for direct and indirect goods in low-cost and other than low-cost countries. Companies from the Aerospace & Defense, Automotive & Transport, Consumer Products Manufacturing, and Industrial Manufacturing industries provided data for this report. Tags: Sourcing Strategy
442. Petroleum Industry Benchmarking Metric Report 2009 July 2009 CAPS Research The Petroleum Industry Benchmarking Metric Report 2009 contains key supply management performance measures including organizational structure, professional development, financial information, and supplier relationships. The report includes breakout reports for Integrated, Upstream, and Downstream operations. Tags: Oil & Gas
440. Supply Management: Strategies for Superior Results in Turbulent Times June 2009 CAPS Research Team CAPS Research This report summarizes presentations and discussions from the 2009 CAPS Research International Executive Roundtable. The 2009 Roundtable was held during the most challenging economic climate of the past quarter century. Roundtable participants discussed and reviewed the current macro economic conditions and trends and the impact on their firms, supply management and supply bases. Roundtable breakout sessions provided an opportunity for participants to hear specific company experiences, as well as exchange information with peers about their situations, challenges and strategies during these turbulent economic times. Additional observations and insights are provided with the summaries.
439. The Role of Optimization in Strategic Sourcing June 2009 Larry C. Giunipero, Ph.D.;Phillip L. Carter, D.B.A. Florida State University;CAPS Research Sourcing optimization is a process that can be used to simultaneously analyze large numbers of supplier and business rules or scenarios to identify sourcing solutions that can lead to significant cost savings. This report explains how optimization uses a combination of mathematical models, specialized computer software and computer hardware to find the optimal sourcing solutions. The report is based on case studies with actual users of optimization and providers of optimization services. The report includes case studies of several applications of the process to actual buying situations along with the advantages and challenges of using optimization. Tags: Contract Management
437. Utilities Industry Benchmarking Metric Report 2009 June 2009 CAPS Research The Utilities Industry Benchmarking Metric Report for 2009 contains key supply management performance measures specific to the utilities industry on topics including organizational structure, professional development, financial information, and supplier relationships. New this year are benchmarks providing supply management operating expense per supply management employee in multiple categories and functions; percent of organizations that use external supply management consultants; and pCard spend and Outsourcing information. Tags: Utilities
436. Investment Recovery Metric Report 2009 June 2009 CAPS Research This report is sponsored by the Investment Recovery Association. In addition to the operational benchmarks and organizational information provided, there are a number of financial metrics related to the overall cost benefits of investment recovery programs. Key performance indicators (KPIs) include total cost benefit dollars to operating expense dollars, best practices, investment recovery services and processes, program-related tools and technologies, and professional investment recovery program staffing. The report also includes a list of the 66 companies who provided data for this study. Tags: Financial, Materials Management
431. IBM Procurement - Global Procurement Transformation Overview June 2009 Dan Meng Zhang IBM This presentation describes IBMs global procurement transformation over the past 15 years and the results achieved. Today IBMs purchasing and supply is organized into global sourcing and three Global Procurement Centers. The Procurement centers are strategically located around the world and are structured to achieve speed, efficiency, consistency, consolidation, and cost reduction in the processing of purchasing transactions. Tags: Organizational Design
432. Supply Management and Asia - Has Anything Changed? June 2009 Tim Fiore Terex Corporation Terexs response to the current economic environment has been to focus on customers, generate internal cash, continue more focused internal improvement initiatives, and right-sizing business for anticipated demand. Actions have been identified for both developing and developed markets. Supply Management professionals within Terex are looking to redesign the supply chain, increase competition, and assess leadership to assist in recovery.
433. Enhancing Procurement Value in Difficult Economic Times June 2009 Kinnar Ghiya Microsoft Corporation A high level overview of Microsofts purchasing organization and strategy in Asia.
434. The 2008 Aftermath in China - Crisis and Opportunities in a Tough Economic Climate June 2009 Jessica Mahre A.T. Kearney, Inc. China exports and real estate values have been negatively impacted by the global economy downturn, resulting in a decline in GNP growth and a growth in unemployment. China has responded with an aggressive stimulus package focusing on increasing the domestic spend and export demand. The result of the stimulus on the economy and Chinese suppliers is discussed in detail. Tags: Sourcing Strategy
435. China Update - APL Logistics June 2009 Paul Man APL Logistics, Ltd. This presentation starts with a comprehensive overview of the trends and current conditions in the Chinese economy. It next describes some economy policy changes and stimulus efforts by the Chinese government to strengthen the economy and keep it growing during the current global slowdown. An overview of China trade centers with statistics on trade are provided. Next the presentation drills down into the fast growing logistics marketplace in China and covers some new infrastructure development. The presentation finishes with some logistics case studies. Tags: Logistics, Sourcing Strategy
430. Discount Payment Terms - Their Use in Negotiation and Managing Working Capital May 2009 This company is interested in learning about your use of discount payment terms in supplier negotiations and the roles that Finance and Sourcing play in determining acceptable discount payment rates and terms. In addition, we are interested to know if Finance uses discount payment terms as a way to manage the firms working capital needs and, if so, the consequences of this activity.
429. Front-End Loading: Supply Management and New Product Development in Japan April 2009 CAPS Research Japan Group CAPS Research Japan Group Front-end loading is taking a proactive approach to examining a products concept and value as well as developing a business strategy early in the development process. From a supply management point-of-view, this translates to early participation in concept, design, and implementation, including involving resources and suppliers at the earliest possible juncture to ensure costs, processes, and materials are compatible with a successful outcome. This focus study, from the CAPS Research Japan Group, defines front-end loading and analyzes results of several past surveys about early supplier involvement and supplys involvement in new product development. It also provides several case studies from various industry groups and details the level of supply management involvement in processes for each. The authors highlight the connection between early involvement in new product development and expanded roles for those in the supply management field.
416. Supplier Risk Management - Sonoco April 2009 Marc Ensign Sonoco Products Company Sonoco, a global packaging company, shares their methods to identify and manage supplier risk. Their processes include training personnel in bankruptcy law, supplier evaluations, shoring up contract language, and identifying supplier financial risk. Their model identifies key supplier evaluation components in determining potential financial risks.
417. Supply Chain Strategy: Consistent Approach During Challenging Times April 2009 Beverly Gaskin Rolls-Royce plc In this presentation Rolls-Royce describes how the current economic down turn has changed their marketplace and supply strategies. Five key strategies for managing the supply chain in the current economic environment are discussed. Next, the presentation discusses how Rolls-Royce is preparing for the upturn by investing in key infrastructure and continuing to execute six key work streams. Collaboration and transparency with suppliers on achieving cost improvements is essential to success at Rolls-Royce.
418. JCPenney Procurements Approach to Current Economic Trends April 2009 Bruce Kilkowski JCPenney JCPenny Procurement sources all non-merchandized good and services. The key supply management themes in 2009 are: (1) Value Add, (2) Operational Excellence, (3) Talent Management and Leadership, (4) Customer Service, (5) Sustainability, (6) Risk Management, and (7) Leverage Technology. Results are discussed for sourcing: Publication Papers, Bunker Fuel, Store Fixtures, and Utilities.
419. Supporting the Business During Turbulent Times April 2009 Leo Lonergan Chevron There are many pressures associated with the current economic challenges and Chevron procurement is active both tactically and strategically. Leveraging category and market intelligence, applying functional processes and tools, managing supplier risk and addressing internal costs are tactical approaches being addressed. Strategic challenges are focused on people, partnerships and performance.
420. Supply Management: Strategies for Superior Results in Turbulent Times at Hilton April 2009 Anthony S. Nieves Hilton Hotels Corporation Hilton Hotels Corporation strategies include a corporate transformation, strategic cost management and global resource integration. The transformation process was led from the top, with total involvement of the organization. Global functions were consolidated and a cross-functional processes were designed. Collaboration with suppliers provided cost savings and improved communications. Hiltons best in the industry procurement system helps to measure compliance and confirm benefits are being realized.
421. The Economic Impact on IBM April 2009 Dan Rooker IBM Corporation IBM has transformed from a primary provider of computer hardware and software to a leader in computer services. The economic impact of the changing environment brought immediate internal spending controls to IBM. This presentation identifies sourcing initiatives in the current economic down turn. It also highlights the opportunities for Integrated Supply Chain in the current economy and for the upturn. Tags: Sourcing Strategy
422. The Capital Project Supply Chain in Todays Economic Environment April 2009 Jim Scotti Fluor Corporation Fluor Corporations capital project supply chain continues to adapt to market changes. The presentation describes how the changes in market power has changed the traditional model of engineering, procurement and construction (EPC). Fluor Procurement begins a project with strategic sourcing, followed by engineering, procurement and construction (PEpC). With the decline in raw material costs, procurement is taking advantage of the anticipated "low cost window of opportunity". Tags: Sourcing Strategy
423. Supply Chain Success in Todays Economic Times April 2009 Vincent J. Hrenak Raytheon Network Centric Systems This presentation reviews the lessons learned for supply chain success during the current economic times and shares a case study on supplier risk. It emphasizes that extraordinary times require extraordinary action - not business as usual. Supplier relationships may change dramatically as their capacity changes. The presentation demonstrates that in an integrated supply chain approach there is a need to collaborate with leaders of all functions to manage supplier risk. Raytheons supplier risk strategy is illustrated in the presentation.
424. The Role of Supply Chain in Turbulent Times April 2009 Tim Coats General Mills, Inc. General Mills shares their holistic margin management process as a new approach to accelerate competitiveness. General Mills shares methods used to identify and eliminate waste, and capture savings and their reinvestment strategies for brand name building. The AD-MAT (Advantage Materials) process is shared as their vision to amplify competitive advantage in key raw material sourcing and supply chain management. Tags: Financial, Supplier Programs
425. Market Softness - Strategies and Challenges at Amgen April 2009 Farryn Melton Amgen Inc. Amgen, Inc. is a leader in the biotech industry. The "seismic shift" in macro economic environment conditions in the last 6-8 months as well as the fact that the biotech industry is becoming increasingly competitive and regulated has resulted in a need for Amgen to reevaluate their supply base. This presentation explains how Amgen uses one 2x2 matrix to evaluate suppliers and maximize benefits from current planned initiatives and another 2x2 matrix to measure supplier saliency and financial health. The presentation includes an example using Amgens fleet suppliers.
426. One Schneider Electric April 2009 Jeff Wood Schneider Electric Supply strategies for Schneider Electric are undergoing transformation in response to 2008-2009 economic conditions. Their mission is to build a sustainable supply chain with a unified team, process, and supply base. Tactics include simplifying commodity management, integration of their upstream supply chain and deployment of global processes. Strategies for cost containment, risk management, and talent management are presented. Tags: Lean and Six Sigma
427. Perspectives of a Small-Cap Consumer Company on the Consequences of the Turbulence in the Financial Markets April 2009 Jason Berg AMERCO The principal financial officer of a small-cap consumer company offers his perspective on the current economic climate, what indicators his firm analyzes for signs of a recovery, and expectations for the future. Jason Berg relates current statistics, such as existing home sales, employment, and credit market debt to his firms situation as one that caters to the do-it-yourself mover. Berg says that one big indicator for recovery will be the health of the securitization market; once bad assets are cleared out, there will be room for more transactions in the market again. His expectations for the future include: common sense and due diligence return; mortgage refinancing activity increases, lower energy costs, a slowed but not stagnant economy, and recovery to come sometime in 2010. Tags: Financial
428. Are Grey Skies Gonna Clear Up? Economic Outlook 2009-2010 April 2009 Lee McPheters, Ph.D. Arizona State University Lee McPheters, Ph.D., provides an overview of todays current economic situation and offers some insights into the global economy, the recession, and consumer confidence. The two biggest questions most CPOs have are: how long will the recession last and how "deep" will it be? This will be the longest post-war recession - nearly twice as long as any previous recession - but when compared to the magnitude of the Great Depression, the current period doesnt even come close. One survey shows 92 percent of "Blue Chip" economists believe the recession will end by the fourth quarter of 2009, although it will be the second quarter of 2010 before unemployment peaks. Recovery factors include: population growth, pent-up demand spending, government policies, and eventually higher prices and taxes. This presentation offers many charts and statistics from various sources. Tags: Business Environment, Financial
415. Aerospace and Defense Industry Benchmarking Metric Report 2009 April 2009 CAPS Research The Aerospace and Defense Industry Benchmarking Metric Report for 2009 contains key supply management performance measures on topics including organizational structure, professional development, financial information and supplier relationships. New this year is the focus on measuring the importance of various initiatives and programs as well as the implementation status of these initiatives and programs. Survey participants reported the importance (high, medium or low) of 32 different initiatives and programs as well as the status implementation throughout the organization. These initiatives and programs range from employing balanced scorecards to the unique identification (UID) of tangible items. Understanding the relationship between importance and implementation can help determine which initiatives and programs can be considered as being best practices within the Aerospace and Defense industry sector. Tags: Aerospace & Defense
413. Supply Chain Integration: Challenges and Good Practices March 2009 Phillip L. Carter, D.B.A.;Robert M. Monczka, Ph.D.;Gary L. Ragatz, Ph.D.;Pete L. Jennings Arizona State University;Michigan State University;CAPS Research Competitive challenges of the last decade have a strong direct effect on supply chain strategy and integration. This report focuses on two key issues - alignment and linkage (both inside an organization and across organizations) and how supply chain management must support the broader enterprise strategy. The research identifies four critical supply strategy areas (providing "winning" strategies for each area); key supply chain execution processes; supply chain enablers; and 14 challenges organizations must meet to achieve true supply chain integration. The report includes illustrative practices from case studies and industry analyses for five sectors, detailing competitive forces and supply chain integrations critical role.
408. Improving Contract Management, Execution and Control December 2008 This company has seen tremendous growth over the past 5 years. One area that is feeling growing pains is contract management (procurement, sales, legal). The issues surrounding ideal and "perfect" contracts are ever increasing and complex.
Tags: Organizational Design
407. Supply Managements Strategic Role in Environmental Practices December 2008 Thomas F. Gattiker, Ph.D.;Wendy Tate, Ph.D.;Craig R. Carter, Ph.D. Boise State University;University of Tennessee;University of Nevada Most companies realize that environmental sustainability performance is a critical issue. Fortunately, the supply management function has the opportunity to engage heavily in these programs, but many professionals are unsure of what their role might be for strategic contribution. This study, based on a series of focus group interviews provides guidance for those wanting to implement environmental practices within their organizations and supply management strategies. It discusses the business case requirements; top management support requirements; the complexity of defining "success" in this area; the need for standard definitions; barriers such as costs, metrics, and resources; the supply bases role in new technologies; and the overall expanded role of supply management.
405. "Green" Corporate Strategies: Issues and Implementation From the Supply Management Perspective November 2008 Bryan Ashenbaum, Ph.D. The Richard T. Farmer School of Business, Miami University Sustainability and "green" business practices have become the hot topic in todays business climate. Yet, many firms are struggling to uncover what "green" and "sustainable" actually mean in terms of their operations and objectives. Can businesses simultaneously pursue green practices while boosting the bottom line? Can they afford not to? To what extent are consumer and political forces shaping their approach? A group of supply executives attending a CAPS Research Critical Issues conference on this topic discussed a framework for the way in which companies will address green issues from a supply management perspective. This report delves into some of the definitions used, the drivers for such initiatives, the business case for green, and recommendations for establishing internal and external strategies. It also includes a case study from The Auto Club Group and several Internet resources for further information.
403. Cross-Industry Metric Report October 2008 October 2008 CAPS Research Cross-Industry Reports include key performance indicators from different industry groups. The survey process is relatively constant, ensuring that the KPIs can be measured year-over-year.
402. Process Guide for Supply Management Environmental Sustainability October 2008 James Hershauer Arizona State University Many firms are seeking universally accepted models for environmental sustainability programs. Unfortunately, few exist. As an immediate aid to supply managers and as a precursor to creating industry-specific benchmarks for environmental sustainability, this brief guide to initiating a program for supply management environmental sustainability can serve as a starting point. It is the result of various interviews and in-depth discussions with supply management executives from CAPS Research sponsoring companies and other thought leaders. The report covers five major stages in the environmentally sustainable program creation process, from defining the topic to running a pilot program.
398. Interactive Strategy Session on Global Sourcing in Inflationary Times October 2008 Joseph Carter;Casey McDowell CAPS Research
Firms of all sizes have entered the arena of global supply management in vast numbers. As a result, global sourcing has emerged as a critical component of corporate strategy aimed at reducing costs, raising product quality, increasing operational flexibility, and improving designs. It makes sense to exchange ideas, insights and information that can identify in a total cost framework the foundations for managing global sourcing in a strategic and effective way.
This presentation reports the findings from the October 6, 2008 interactive strategy session which discussed the strategic importance of global supply, described procedural and managerial issues of concern in global procurement, examined the transportation/distribution implications of global markets, delineated the operational differences of buying from global sources and examined the impact of foreign currency exchange rate considerations on global sourcing.
399. Interactive Strategy Session on Environmental Sustainability October 2008 Phil Carter;Rick Boyle CAPS Research
Whether it is due to regulatory, customer, investor, or internal forces, most companies realize that environmental sustainability has become a critical business issue. Supply management has the opportunity to strategically engage in environmental initiatives, projects, and programs, and importantly, guide and influence the environmental performance of the supply base. However, environmental strategies for supply management are incomplete and their development is beset by many unknowns and conflicting information.
This presentation reports the findings from the October 6, 2008 interactive strategy session that undertook the task of identifying the foundations for effective supply management environmental sustainability strategies.
400. Interactive Strategy Session on Innovation from the Supply Base October 2008 Robert Monczka;Debbie Maciejewski CAPS Research Firms will increasingly compete on their ability to innovate as outsourcing and globalization leads to a more competitive playing field across industries. This presentation reports the findings from an interactive strategy session which discussed how to most effectively work with suppliers to accelerate and acquire innovations at any stage in the product or service life cycle, in ways equitable to all parties. In addition, the strategic and operational supply processes to achieve supplier innovation were also identified and discussed. Tags: Sourcing Strategy
392. Managing Human Capital and Workforce Issues October 2008 Patrick Egan Pfizer Pfizer, the worlds largest pharmaceutical products company, believes that "talent makes or breaks an organization, a strategy, or a negotiation" and has applied this belief in developing their Worldwide Procurement Organization. Pfizers Worldwide Procurement Organization covers all areas of the company at the global level by employing centralized category management teams that are responsible for that category on a global basis. Pfizer is constantly recruiting new talent for category management teams, while managing and developing current talent as the organization evolves. This presentation addresses the strategies that Pfizer currently uses to acquire, manage and develop talent as well as strategies for the future. Tags: Talent Management
393. Taking Your Company Green and the Supply Chains Role October 2008 Brian McNally The Auto Club Group (AAA) The Auto Club Group defines Green at both the micro and macro levels. Its sustainability program was designed to include supplier end product scorecards with appropriate metrics. The ACG used the U.S. EPA Guidelines in developing these metrics. Scorecards are used to help judge progress toward becoming a green company and as input to sourcing decisions. The ACG journey to green is a top-down initiative from the CEO with Supply Management playing a leadership role.
394. A Perspective on Supply Management Transformations October 2008 Tim Fiore Terex Corporation Supply management has undergone transformation over the decades, driven by a focus on more strategic issues. In addition, individual supply organizations often must go through a transformation in order to develop a more appropriate structure, to adapt to new economic conditions, to support a changing business model, or changes in the competitive landscape. The supply leader is imperative to this process, and he or she must understand operational realities, have the courage required for change, know how to demonstrate change to others, be able to chart a roadmap, and ensure the proper team is in place to deploy a transformation.
395. Managing Organizational Change October 2008 Gerry Keim Arizona State University All organizations experience change and transformation at some time. Dr. Keims presentation details some of the key elements required to manage change successfully including: the importance of measurements to understand your current state; the vital relationship among metrics, rewards, and incentives for employees; the selection of appropriate talent to realize change; and the best leadership style to effect positive, lasting change. Leaders managing change need to focus on strategy, as opposed to operational effectiveness.
396. Accelerating Global Low Cost Country Sourcing at Nilfisk-Advance October 2008 Randy Christoffersen Nilfisk-Advance Nilfisk-Advances low cost country sourcing strategy is a cross-functional initiative that targets cost savings. This TCO initiative spans their U.S., European and China plant sites. Nilfisk-Advance strategies use a supplier change checklist and a TCO model. To achieve these changes, dedicated procurement resources are required, communication is key, and effective project management is critical.
397. Annual Sourcing Effectiveness Planning and Commodity Market Guidance/Hedging Program at ITT October 2008 Pete Gabriel ITT ITT Corporations cost reduction strategies include annual sourcing effectiveness planning and commodity market guidance/hedging programs. This presentation includes an ITT global strategic sourcing overview and ITTs annual sourcing effectiveness planning process (ASEP). The ASEP includes a commodity guidance process used to establish a baseline for material cost. The plan establishes savings goals and identifies planned savings targets. Performance measurements with monthly metrics are also included in the process. You may also view ITTs base metal hedging program. The hedging program team includes the Corporate Treasurer, Corporate Controller and Global Strategic Sourcing. The team reviews commodity exposures, market forecasts, internal guidance and hedging recommendations for financial gain or loss to ITT sites.
391. Enterprise-Wide Shared Services Centers Benchmarking Metric Report 2008 September 2008 CAPS Research This report provides a cross-industry snapshot of the popularity of enterprise-wide Shared Services Centers, the functions being performed within the Shared Services Center, and the level of executive who has overall management responsibility for each centers operations.
389. Lean Supply Chain Strategies and Implementation September 2008 George A. Zsidisin, Ph.D., C.P.M. Bowling Green State University Lean practices are used by many organizations who are trying to optimize the efficiency in their supply chains and eliminate non-value-adding activities and costs. Two case studies, from Raytheon and General Mills, are presented with regard to the lean practices that exist within their firms, as well as how those practices are beginning to evolve in their respective supply chains. In addition, this report examines the role of metrics in creating lean supply chains, and describe some of the obstacles as well as successes that firms obtain in their journey toward creating lean supply chains.
388. Purchasing Cards Best Practices - Policies, Usage and Cost Savings Experience August 2008 This company is in the process of rolling out a new procurement card to employees. In conjunction with the new card we are updating our P-card usage policy and are looking for best practices surrounding the communication of the policy to current and potential P-card holders.
387. Petroleum Industry 2008 Supply Management Organization Benchmarking Report August 2008 CAPS Research The Petroleum Industry Benchmarking Metric Report 2008 contains key supply management performance measures including organizational structure, professional development, financial information, and supplier relationships and alliances. Breakouts were provided for Integrated, Upstream, and Downstream organizations. Tags: Oil & Gas
386. Telecommunications Services Industry Benchmarking Metric Report 2008 August 2008 CAPS Research The Telecommunications Services Industry Benchmarking Metric Report 2008 contains key supply management measures including organizational structure, professional development, financial information and supplier relationships and alliances. Tags: Services
384. Industrial Manufacturing Industry Benchmarking Metric Report 2008 August 2008 CAPS Research The Industrial Manufacturing Industry Benchmarking Metric Report 2008 contains key supply management performance measures including organizational structure, professional development, financial information and supplier relationships and alliances. Tags: Discrete Manufacturing
382. Financial Services Industry Benchmarking Metric Report 2008 July 2008 CAPS Research The Financial Services Industry Benchmarking Metric Report 2008 contains key supply management performance measures including organizational structure, professional development, financial information, and supplier relationships and alliances. Tags: Financial Services, Services
380. Engineering Construction Industry Equipment Material Procurement Performance Metric Report 2008 June 2008 CAPS Research The Engineering Construction Industry Metric Report 2008 contains key supply management performance measures including organizational structure, professional development, financial information, and supplier relationships and alliances. Tags: Performance Metrics
378. Pharmaceutical Industry Benchmarking Metric Report 2008 June 2008 CAPS Research The Pharmaceutical Industry Benchmarking Metric Report 2008 contains key supply management performance measures including organizational structure, professional development, financial information and supplier relationships and alliances. Tags: Performance Metrics
374. Finding and Keeping Chinas Best Talent June 2008 Andrew Grant McKinsey & Company
QUESTIONS ANSWERED IN THIS PRESENTATION:
* Why is talent an issue?
* What are the underlying talent market dynamics?
* What can you do to attract and keep Chinas best talent?
ALTERNATIVE STRATEGIES:
* Keeping what you have...retention of current talent:
** S-curve compensation
** Stress opportunities versus compensation
** Long term incentives
** Unlocking the potential of women
* Re-wiring the fundamental approach:
** "60% ready" solutions
** University Partnerships
** "Tailored to China" solutions
** Environment matters
* Re-tooling your talent engine to manage increased scale and complexity:
** Hot-housing
** Creating the "pre" pathway
** Higher velocity apprenticeship pathways
Note: Presentation includes several photos to make a point.
Tags: Talent Management
375. Logistics in China June 2008 Paul Man APL Logistics This presentation by APL Logistics contains an excellent and highly detailed report on the current and forecasted economics and demographics of China followed by a comprehensive description of Chinas current logistical networks (rail, roads, ports), those that are under development, and the logistical challenges facing its 1.3 billion citizens . (One interesting component of the presentation covers Chinas preparation for the 2008 Olympics to ameliorate air pollution and traffic congestion.) Tags: Logistics, Sourcing Strategy
376. IBM Procurement - Global Procurement Centers Overview June 2008 Dan Meng Zhang IBM This presentation covers topics like Global Procurement Centers role in a Globally Integrated Enterprise. Tags: Organizational Design
377. Cargill Procurement Overview June 2008 Weicheng Wang Cargill Investments (China) Ltd. This presentation focuses upon Cargills China Procurement Initiatives and provides an overview of Cargill-Chinas organization structure and their Best Cost Country sourcing model.
373. Physician Preference Item Management: Buffering and Bridging Strategies June 2008 Eugene Schneller, Ph.D.;Natalia Wilson, MD,MPH Arizona State University
While many hospitals and integrated delivery network systems employ value
analysis strategies to determine and agree upon equivalencies for physician preference items (PPIs), success in standardization, controlling costs, and overall management of PPIs (PPIM) remains very difficult. Case studies from four best practice hospital systems, HCA-West Florida, Nebraska Orthopaedic Hospital, Resource Optimization and Innovation (ROi)/Sisters of Mercy Health System, and New York-Presbyterian Hospital, reveal innovative approaches to PPIM by the respective hospitals through use of buffering and bridging strategies.
372. Best Practices for Outsourcing the Sourcing of Indirect Spend May 2008 We are outsourcing large portions of the sourcing of our indirect spend and want to learn from others who have done similar activities. These indirect goods were managed previously by our internal sourcing professionals who managed sourcing engagements for the users, or stakeholders, of the individual categories. With our new arrangement, an external sourcing professional will manage this engagement.
370. Extent of and Experiences with Centers of Excellence (COEs) April 2008 Many companies ask their supply management professionals to perform every phase of category management and other sourcing and supply management activities for their specific category or supported business unit. Although one professional can learn to be effective at ANY activity from supply market analysis through e-sourcing, negotiation, implementation, and supplier management, it is unlikely that they are effective at ALL of them. To overcome this deficiency, some procurement organizations have created Centers of Excellence (COEs).
368. Measuring Purchasing Effectiveness March 2008 Roberta J. Duffy CAPS Research As supply executives try to optimize their organizations and drive more value to the company, theyre looking for ways to measure performance, contribution, efficiency, and effectiveness. These measures not only help them assess a current state but provide a context on which to make improvements. This Critical Issues Report, based on a 2007 event in Madrid, discusses several aspects of measurement systems and models, including: what is appropriate to measure, how are measures constructed, what metrics are important, how can measurements be used to drive improvement, can measures impact forecasting, and what are general lessons companies have learned? The Report also includes case examples from three firms.
358. Extending an Innovation Culture Across the Supply Chain March 2008 Michael Thieneman Whirlpool Corporation This keynote presentation focused on Whirlpools formal innovation process that involves everybody in the firm and extends to their suppliers. The journey towards a formal innovation initiative is outlined. Next, Whirlpool’s engagement of their key suppliers in innovation is presented. Finally, "Lessons Learned" are presented.
359. Enabling Innovation in a High Performing Procurement Organization March 2008 Harlen Pyle;Jose Morales Accenture, Inc. Extensive definitions of innovation are presented and a 4-stage model by AMR Research that defines procurement innovation. Next is a 2-dimensional model that identifies nearly 30 strategic initiatives that procurement can contribute to firm-wide innovation. Several case examples are provided. Included are additional models for implementing an innovative culture into an organization are and strategies for involving the supply base in innovation through supplier development initiatives. The presentation ends with a list of "Next Steps: Where Do You Begin"?
360. Enabling Business Growth - Acquisition Integrations March 2008 Mike Slomke Honeywell Honeywell’s strategy for the successful integration of their acquisitions into their Automation and Controls Solutions SBU is presented. Emphasis is placed on the goals and strategy for the integration of procurement functions with acquired entities. Honeywell’s model of the six dimensions of procurement integration followed by a model of AI complexity in the supply base, systems, spend, sourcing organization, business unit integration, and production footprint. Finally, the presentation ends with a list of 16 "lessons learned."
361. Acquisition and Transformation - GE Aviation March 2008 Mike Taylor GE Aviation This presentation covers GE Aviation’s strategy for the successful integration/transformation of their acquisitions into the parent company. Emphasis is placed on the strategy for the integration of procurement functions from acquired operations. GEs world class supply chain focuses on four areas: Sourcing, Cost Reduction, Process Improvement, and Talent Management. Take-aways and conclusions are cited.
362. Supply Collaboration - U.S. Postal Service March 2008 Susan Brownell U.S. Postal Service This presentation covers the United States Postal Services initiative for collaborating with both internal clients and suppliers to achieve cost savings. Four case studies are covered in this presentation and a framework is presented for implementing this initiative.
363. Sustainability: A Role for Strategic Sourcing? March 2008 Scott Montgomery Cargill, Inc.
This presentation details Cargills strategies for environmental sustainability as well as their overall social responsibilities as a food producer. Cargill defines sustainable agriculture as follows:
Sustainable agriculture will meet the needs of the present while improving the ability of future generations to meet their own needs by:
* Increasing productivity to meet future nutritional needs while decreasing impacts on the environment
* Improving human health through access to safe, nutritious food
* Improving the social and economic well being of agricultural communities
Included in the presentation are their suppliers extensive responsibilities towards the environment. Further, the role of sustainability in their strategic sourcing process is outlined. Included in this outline are the assigned roles, qualifications for these roles, and responsibilities for Cargills:
* Supplier Relationship Managers
* Subject Matter Experts
* Business/Functional Stakeholders
364. Innovation that Matters...for Companies and the World - An IBM Viewpoint March 2008 Kathy Fuller IBM Corporation This keynote presentation discusses IBMs rigorous process for continuous innovation. Described are their on-line "ThinkPlace," an electronic suggestion box and their annual "lnnovationJam", a worldwide innovation event. Finally, the presentation covers IBMs supplier collaboration initiatives, providing examples of telecommunication innovation with a Canadian firm, and logistics network optimization in Europe.
365. Supplier Relationships - Rolls-Royce March 2008 Beverly Gaskin Rolls-Royce plc This presentation describes the processes that Rolls-Royce developed and used to move from adversarial relationships with their suppliers to one that embraces cooperation and collaboration. Included are their seven principles for best practices in sustaining strong ties with the supply base and how Rolls-Royce aspires to be their supplier’s favorite customer. Finally, future requirements for customer-supplier success are noted. Tags: Supplier Programs
366. General Mills Sustainability March 2008 Dave Sorensen General Mills, Inc. This presentation outlines General Mills strategies for environmental sustainability. An extensive definition is given for sustainability as well as specific activities performed by them and their suppliers and major customers. First, the presentation outlines what sustainability means to General Mill. Next, examples of specific environmental sustainability actions are presented, followed by a description of their Supplier Sustainability Program.
367. Third-Party Risk Management March 2008 James Ward Eli Lilly and Company
This presentation explains Lillys formal process for identifying, assessing, mitigating and managing the potential risk of third parties (suppliers). A step-by-step process of this initiative and their time frame for full implementation is shown.
The process steps are:
* Identify potential risk associated with a supplier
* Assess the probability of the risk occurring and its impact:
** What would the impact be if the event did occur?
** What is the probability of occurrence?
** What mitigating factors are already in place?
** What is the overall score for each criteria?
* Accept the risk or mitigate the risk
** All mitigation plans consist of:
*** Description of risk
*** Priority rating
*** Proposed solution
*** Solution owner
*** Timeline
* Communicate to stakeholders:
** All decisions to accept or mitigate risk are communicated to:
*** Line management
*** Support functions
*** Third-Party Governance team
*** The Board of Directors
356. Inventory Verification and Management Processes January 2008 This company is always engaged in continuous improvement initiatives. They are currently interested in obtaining information from other CAPS Research CPOs on best practices regarding verification and management of inventories.
355. An Investigation of Supplier Development and Its Role in New Product Development January 2008 Daniel R. Krause;Stephan M. Wagner Queens University Belfast;WHU - Otto Beisheim School of Management New product development is one area in which firms look to gain competitive advantage. Engaging in innovative activities to produce new products or upgrade existing ones can differentiate a firm from its competitors and/or increase profit margins. Suppliers can be involved at the stages of concept, design, prototyping, process development, and product release. This research examines German industrial firms new product development processes, the importance of suppliers in these processes, and how organizations try to influence supplier performance. It compares buying firms efforts to influence supplier performance through supplier development efforts during the new product development process.
353. Shared Services Centers Benchmarking Metric Report 2007 December 2007 CAPS Research The operational impact of employing a Supply Management Shared Services Center (SMSSC) may result in achieving a desired level effectiveness at the lowest operational costs through consolidation. This report looks at standardized processes, organizational structure and SMSSC quality metrics. Tags: Organizational Design, Services
352. The Supply Managers Role in Corporate Social Responsibility Among Japanese Companies December 2007 CAPS Research - Japan CAPS Research This research report examines to what extent Japanese companies, and specifically supply managers, are engaged in corporate social responsibility activities. CAPS Research Japan, authors of the study, based its work on the Institute for Supply Management (ISM)s concepts and research of corporate social responsibility, which includes seven main focus areas: community, diversity, environment, ethics, financial responsibility, human rights, and safety. Data includes the level of activity in each area, a comparison between ISMs study results and Japanese study results, and a discussion of social responsibilitys integration into company culture.
350. Creating A Procurement Shared Services Center December 2007 Anna E. Flynn, Ph.D. Thunderbird School of Global Management This paper discusses various approaches to structuring a procurement shared services center to better manage some or all of an organizations spend. It addresses the questions of: what is the value proposition for a shared services model (costs and benefits); what organizational models are being used; and what are the challenges when designing, developing, and maintaining a shared services procurement organization. Based on a CAPS Research event at The Boeing Company Inc., it includes three case studies.
349. eSourcing and eProcurement Benchmarking Metric Report 2007 November 2007 CAPS Research A comprehensive look at how different organizations use eSourcing and eProcurement tools and technologies including the amount of associated spend. The report references eReverse Auctions, eMarketplaces/Exchanges, eRFx tools and Supplier Portals. The report also includes a Manufacturing/Non Manufacturing comparative of eSourcing and eProcurement tools. Tags: Emerging Technology
348. Supplier Diversity Programs Benchmarking Metric Report 2007 November 2007 CAPS Research A comprehensive look at trends and directions in supplier diversity programs. The report includes benchmarking data on supplier diversity program goals and awards; policies, procedures and expectations; outreach events; and which tools and technologies are being used to help identify and qualify new diversity suppliers.
345. Cross-Industry Metric Report October 2007 October 2007 CAPS Research Cross-Industry Reports include key performance indicators from different industry groups. The survey process is relatively constant, ensuring that the KPIs can be measured year-over-year.
344. Succeeding in a Dynamic World: Supply Management in the Decade Ahead October 2007 CAPS Research;A.T. Kearney, Inc. CAPS Research;A.T. Kearney, Inc. The study found that over the next ten years, business will be buffeted by strong forces of change including globalization, new demographics, natural resource constraints, heightened environment concerns, shifting consumption patterns, regulation and activism, technology and innovation, and the possibility of high-impact disruptive events. Business models and strategies will change as companies pursue new revenue streams, further squeeze costs, lean-out their asset base, and reshape their capital structures to meet the opportunities and threats that lie ahead. The study concluded that success will be based on how well supply executives plan and execute in seven critical areas.
336. Pfizers Transformation September 2007 Thomas Donatelli;Philip Presti Pfizer Inc Pfizer, the pharmaceutical giant, uses this presentation to discuss their transformation of the procurement role. Due to both internal and external forces, new CEO Jeff Kindler outlined a new vision for a global One Pfizer, which required a shift in thinking to worldwide procurement (WWP). WWP was developed to streamline operations in order to help transform the business. Through the use of several spend management and sourcing strategies, they are able to attain global sourcing effectiveness. They also look to non-traditional areas for value savings, such as legal and marketing. This great transformation is gaining traction throughout the world, and is working to optimize all processes and systems. The tool that helps them do this is the Ariba Suite for e-sourcing and reverse auctions. The presentation concludes with Pfizers key success strategies.
337. Rolls-Royce Supplier Relationships - The Journey September 2007 Kathi Bridgewater Rolls-Royce Corporation In this presentation, Rolls-Royce discusses the importance of supplier relationship management. Because of issues such as a lack of trust and inconsistent capabilities, Rolls-Royce created the Working Relationships Program in 2004 to mitigate these problems. Although not all of the problems are solved, they have identified their vision and value proposition, which should set them up for future success. The presentation then provides specific focus examples, such as the technical interface workstream, working relationship deliverables, and training courses.
338. Managing Supplier Relationships at Merck September 2007 Mike Cargiulo Merck & Co., Inc. This presentation begins with a background of Merck in the medical research and pharmaceutical industry. The vision of their global procurement is, "Challenge internally & optimize externally to deliver breakthrough business solutions that enable Merck to Win." They do this through a five step procurement process. The fifth stage includes supplier value management, which drives increased value from selected suppliers. This is one of the most important stages, so Merck created the SVM Program which has, among other things, performance metrics in the form of a scorecard for suppliers. Merck also segments their suppliers into groups such as Select, Key, and Strategic. The presentation discusses the supplier scorecard further with visuals, and concludes with a list of benefits of the SVM Program.
339. Strategic Sourcing Plan at Intel September 2007 Kinnar Ghiya Intel Corporation In this presentation, Intel begins with a background of the presenter and the company. Intels procurement organization is responsible for all direct and indirect materials / services that support Intel Products, functions and employees. Materials sourcing is based on cost, quality, availability, and technology. Intels strategic sourcing process is considered a long-term goal, with a range of approximately three years. The SSP process is a closed-loop system that includes the global source teams. The presentation includes blank example slides that could only be obtained at the original presentation at the Best Practices Workshop 2007.
340. Capital Sourcing Wizard: Technology Enabling Through Collaboration September 2007 Martha Currea General Mills General Mills begins this presentation by sharing the importance of capital sourcing. Capital sourcings mission is to partner with engineering to mitigate risks and optimize the total value. General Mills found that the best way to allow this collaboration is with the use of the Capital Sourcing Wizard. The wizard helps influence engineering sourcing, as well as encourages collaboration between sourcing, engineering, and legal. The presentation concludes with a visual demo of the Capital Sourcing Wizard. Tags: Sourcing Strategy
341. Attracting, Developing & Retaining Talent September 2007 Marc Ensign Sonoco In this presentation, Sonoco begins by giving an overview of their company in the packaging industry. The presentation then gives an introduction to why it talent retention is an important topic. By the year 2020, there will be one person entering the workforce for every two leaving. This means that the changing demographics are beginning to cause a shortage of skilled labor. At Sonoco, Talent Management consists of sourcing, selecting, developing, and retaining. Sourcing can be externally focused or internally focused and emphasizes a relationship development with competent labor sources such as universities. Selecting consists of recruiting through a formalized HR interview process. Developing is done through new employee training, quarterly talent evaluation, and annual training. Finally, retention is ensured by an employee-focused culture and operating style, a focused rewards program, and an employee satisfaction team. Tags: Talent Management
342. Responding to Market Change at Intel September 2007 Judy Wente Intel Corporation Intel begins this presentation by looking at the S-curve that can be seen both in the computer industry and in Intel’s revenue. The important part of the S-curve is its inflection point because it marks the moment when an organization has reached its limits of adaptation. While looking at a company who adapted and another that stood firm, the firm business lost its revenue and was eventually broken up and sold off in parts. Through a thorough look at the factors in purchasing, they realized that due to bureaucracy, an expanding scope, and a loss of clear definition, the problem was internal. They responded immediately, reducing the size of the organization by approximately 30%. Over the next three years, there are five key strategies that have been the basis for action.
343. 10X Executive Assessment - Application and Supply Transformations September 2007 Robert M. Monczka, Ph.D.;Kenneth J. Petersen, Ph.D. CAPS Research;Colorado State University Preliminary insights from the 110 assessments completed by companies using 10X Executive Assessment tool. The presentation included a side-by-side live demonstration and explanation of the 10X Executive Assessment tool and discussion of the possible applications of the tool within companies. Tags: Performance Metrics
333. Achieving World-Class Supply Chain Collaboration: Managing the Transformation August 2007 Stanley E. Fawcett, Ph.D.;Gregory M. Magnon, Ph.D.;Jeffrey A. Ogden, Ph.D. Brigham Young University;Seattle University;Air Force Institute of Technology As firms examine their supply chain management models for ways to be more competitive, the nature of the discussion often turns toward collaboration. This study details how proactively firms are engaged in supply chain collaboration; the drivers for it; how well firms balance the driving and resisting forces of achieving higher levels of creative collaboration; and whether or not a roadmap can be developed to manage the transformation to true collaborative supply chains that can be competitive.
332. Mining Metals Industry Benchmarking Metric Report 2007 August 2007 CAPS Research The Mining Metals Industry Benchmarking Metric Report 2007 contains key supply management performance measures including organizational structure, professional development, financial information and supplier relationships and alliances. Tags: Performance Metrics
330. E-Tool Optimization July 2007 Roberta J. Duffy CAPS Research If the big question from the last decade was: What are e-tools and what are their features? Then, the question facing supply management professionals today might be best summarized as: How do we ensure were getting the most out of the e-tools available? When you couple the multiple uses for e-tools with varying agendas that each segment of the business might have, the supply management professional must set some priorities about using e-tools and the resources they require. This report, based on a CAPS Research Critical Issues Partnership event co-sponsored by Philips Lighting Company, examines the drivers and value proposition for e-tool initiatives; examples of the most common tools being employed; setting priorities for e-tool projects; and lessons learned from e-tool implementations.
329. Strategic Sourcing: Lessons from Outside Healthcare July 2007 Eugene S. Schneller, Ph.D.;Christopher Sundaresan, M.D., MHSM, MBA;Natalia Wilson, M.D., MPH Arizona State University The aim of this paper is to provide a tool to help determine a sourcing strategy for health care delivery organizations (HDO) based on the organization’s goals, mission, role in the community and the structure and resources within the organization. We will discuss and define strategic sourcing, mention the advancement within strategic sourcing in various industries with a view towards implementation in the healthcare industry and list the unique features of the health care supply chain that have to be considered during implementation. We will conclude with two activities that will help organizations improve the sourcing process: (1) scenario analysis of different approaches towards supply chain management and (2) an assessment of where your organization is in relation to best practices in strategic sourcing.
325. Outsourcing Dependency June 2007 George Zhu Brocade Communication Systems, Inc. Brocade begins this presentation with a definition of outsourcing. They then discuss the many differences between outsourcing and purchasing. Many facets of a business can be outsourced, such as human relations, manufacturing, and logistics. Within the Electronics Manufacturing Services (EMS) industry, many well-known brands utilize EMS outsourcers. The presentation includes a list of the top 10 EMS outsourcing companies, as well as the drivers for outsourcing. A list of the potential benefits and issues from outsourcing is also included. One of the biggest outsourcing issues is dependency. If you are dependent on the EMS company, you will be at a disadvantage. To further explain dependency, Brocade uses Transaction Cost Economics (TCE). TCE is based on the cost of using the price mechanism, which helps analyze transaction uncertainty, frequency, and asset specificity. The presentation concludes with a case study of an anonymous company. Tags: Sourcing Strategy
326. Sourcing Opportunities - Industrial Clusters in China June 2007 Joe Maher Li & Fung Limited The presentation discusses the use of industrial clusters by Li & Fung of China as a source of competitive advantage for their trading company. Industrial clusters are geographic concentrations of interconnected enterprises in a particular field that share related production inputs, specialized labor pools, distribution and communication channels, and network association. An example of a textile and garment industrial cluster is provided. The impact of this new textile and apparel regime on sourcing in China is discussed. Tags: Sourcing Strategy, Value Chain
327. The Human Factors in Managing China Supply Chain June 2007 Kevin Hou;Tony Wai Nokia (China) Investment Co. Ltd;SCMC Ltd. Nokia uses this presentation to discuss the importance of the human relationship in managing a supply chain to mitigate human errors. The presentation discusses how to deal with authorities, suppliers, employees, and corporate peers in the supply chain.
328. How to Implement TPS in China June 2007 Susan Wei VOLVO Construction Equipment (China)., Ltd. This presentation begins by discussing Volvos supplier development process. The development process consists of quality development and improvement. Supplier improvement uses 10 tools that result in a Supplier Evaluation Model. The presentation then discusses the steps required to implement TPS in suppliers.
323. Utilities Industry Benchmarking Metric Report 2007 June 2007 CAPS Research The Utilities Industry Benchmarking Metric Report 2007 contains key supply management performance measures including organizational structure, professional development, financial information and supplier relationships and alliances. Tags: Utilities
321. Diversified Foods and Beverages Industry Benchmarking Metric Report 2007 May 2007 CAPS Research The Diversified Foods and Beverages Industry Benchmarking Metric Report 2007 contains key supply management performance measures including organizational structure, professional development, financial information, technology and supplier relationships and alliances. Tags: Performance Metrics
320. Chief Purchasing Officers Mobility Compensation Benchmarks and Demographics: A Study of Fortune 500 Firms May 2007 Thomas E. Hendrick, Ph.D.;John Ni Arizona State University To track mobility, the authors examined careers, functional experiences and educational paths that CPOs have taken to get to their current positions. Demographics and compensation information was collected to analyze salary, bonus and benefit trends. The focus study shows that, in 2006, the average CPOs salary (inclusive of bonuses and benefits) was $380,818; average age was 49; average tenure in current position was 2.81 years. This focus study also provides career paths of 12 individuals, detailing position and tenure.
313. Talent Development for Purchasing Professionals - Procter and Gamble March 2007 Rick Hughes The Procter & Gamble Company This presentation addresses Procter and Gambles approach to talent management and development. Separate sections of the presentation address P&Gs talent development approach, competency areas, skill mastery system, and recruiting talent system. Tags: Talent Management
314. Supply Management in the Decade Ahead March 2007 Phillip L. Carter, D.B.A.;Robert M. Monczka, Ph.D.;Joseph R. Carter, D.B.A., C.P.M.;Thomas H. Slaight CAPS Research;Arizona State University;A.T. Kearney, Inc. CAPS Research, A.T. Kearney and the Institute of Supply Management have once again explored the future direction of supply management. The objective of the research was to find answers to these questions: (1) What external forces will have the greatest effect on business over the next ten years? (2) How will business models change as a result of these forces? (3) How will the mission, goals, performance expectations and strategies for supply management change to support these new business models? More than 260 companies from North America, Europe, Latin America and Asia/Pacific participated in the 2007 research. About two-thirds of the participating companies came from manufacturing industries, while the rest were from service industries. This presentation distills the main findings and recommendations of the research.
315. Global Integration of Procurement March 2007 Louis R. Ferretti IBM As part of implementing a globally integrated business model, IBM executed their transformation in multiple phases -- foundation, transforming the enterprise, e-business, and on demand business. This report presents the lessons learned during the process and their future plans.
316. Supplier Management March 2007 Robert M. Monczka, Ph.D. CAPS Research;Arizona State University Establishing supplier management for value creation typically requires a broad supply and integrated transformation to succeed, and requires (1) Executive Vision and Leadership, (2) Strategies and Processes, (3) E-Systems and Measurement, and (4) Relationships. Overall working relationships with suppliers can and need to be improved for waste reduction and opportunity identification. Further, supplier management requires an understandable vision and integrated strategy elements to establish a preferred "customer-of-choice" position and maximize value contribution from suppliers. Tags: Supplier Programs
317. Goodrich Supplier Management March 2007 Bobbie Sansevero Goodrich Corporation Goodrich Corporation is one of the largest worldwide aerospace and defense suppliers with broad product portfolio and balanced business mix. They are leveraging the supply chain across the enterprise using best practices, global business processes, supplier metrics, and SCM tools. A future supply chain CI development roadmap is also presented.
318. Celanese Supplier Management March 2007 Tim Fiore Celanese Celanese is an integrated global producer of value-added industrial chemicals and has #1 or #2 market positions worldwide in products comprising the majority of its sales. They believe that effective supplier management will allow the company lower labor costs and less use of managements time. The main approaches to making it work include; economic incentives for both companies, growth profile for suppliers, willingness to try non traditional approaches, compatible management structures, establishing a management process that surfaces issues early, and cements the relationships at all levels. This report discusses the process and results, especially in areas of annual cost and management time. It introduces also the current status in operations and performance of the company.
319. Alltel Supply Chain March 2007 Scott T. Searls Alltel Alltel is the largest regional mobile phone company in America, and the fifth largest mobile phone company overall. Most of what they buy is not strategic in that it does not create a true technical, cost, service-effecting or competitive differential and, in addition they have a choice of supplies. Most of the suppliers they use are not strategic. Supplier Relationships only have value to the degree they create a differential advantage. So, leverage requires focus and discipline. They initiated their preferred "Leadership" approaches, which are (1) measure total cost by product against revenue, (2) use full-stream measurements, (3) cluster natural & related indicators, (4) predict when things and impact will happen, and (5) source at the source. This report discusses more details for each of the leadership approaches.
311. Supply Leadership Changes March 2007 P. Fraser Johnson, Ph.D.;Michiel R. Leenders, D.B.A. The University of Western Ontario Few decisions that affect the success of supply in an organization have more impact than the decisions regarding who will be the CPO and to whom he or she will report. These decisions are the focus of this Phase 3 CAPS report on supply leadership changes. A total of 30 North American and European companies participated in this case-based research. The study found that CPO and reporting lines changed frequently. Centralization was the most common driver of the establishment of the CPO. The report summarizes the origin, experience, and background of the CPOs.
308. Business and Supply Chain Continuity January 2007 George A. Zsidisin, Ph.D., C.P.M. Michigan State University Supply disruptions, such as those that resulted from 9/11 and Hurricane Katrina or that may result from market shortages, is one form of supply chain risk. The management of this risk has become an important activity, and has become even more important with the focus on lean processes and lean supply chains. This report examines the risk of supply disruptions and the ways firms manage this risk through business and supply chain continuity planning. Insights gained from the facilitated roundtable discussion and two case study examples are provided.
307. Operational Excellence in Procurement December 2006 Roberta J. Duffy CAPS Research This Report examines the ways in which procurement and transaction activities can be optimized across a broad spectrum of operational activities and organizational structures. Some of the common approaches include improving data gathering and analysis, a separation of strategic versus tactical responsibilities, implementing e-procurement or automation systems, and effecting organizational structure changes to optimize workflow. The Report includes case studies that focus on the best practices at three large global firms.
306. Effective Global Sourcing and Supply for Superior Results November 2006 Robert M. Monczka, Ph.D.;Robert J. Trent, Ph.D.;Kenneth J. Petersen, Ph.D. Arizona State University;Lehigh University;Colorado State University This study reports on the critical factors, benefits, progress, problems, strategy approaches, best practices, lessons learned, and results from the development of global sourcing and supply practices and strategies. It identifies the features and characteristics of organizations that excel in integrated global sourcing and supply. The study includes case examples from large global firms and addresses the growth of sourcing in emerging markets, such as China and India.
304. Supply Chain Metrics and Benchmarking: Establishing the Foundation for Knowledge Sharing and Performance Improvement across the Health Sector Industry November 2006 Vicki Smith-Daniels;Julie Smith David;Stacey Whitecotton;Eugene Schneller; Arizona State University This is a comprehensive study including the firm-level internal processes as well as inter-firm processes such as order fulfillment, supplier evaluation, and customer service. Collaborative partnerships with manufacturers are included in the study by having GPOs, distributors, 3PLs, e-commerce solutions, and acute care providers identify the metrics used to evaluate these partnerships, and to identify the collaborative practices that lead to supply chain success.
301. Strategic Sourcing Professionals Workload, Approved Ways to Buy and Purchase Order Use October 2006 The process for assigning work to strategic sourcing professionals and personnel engaged in tactical procurement roles is likely to be different for different companies. CPOs exchanged their experiences with the process. Firms "approved ways to buy" and the extent to which PURCHASE ORDERS are used as a "way to buy" are also discussed. Tags: Organizational Design
300. Purchasing and Supply Management Transformation October 2006 Bryan Ashenbaum, Ph.D.;Robert M. Monczka, Ph.D. CAPS Research Purchasing and supply management (PSM) departments are under constant pressure to reduce costs and improve performance. A focus on continuous improvement and efficiency gains has given way to a focus on fundamental step changes that truly transform the manner in which PSM achieves its goals. However, most organizations have not clearly defined what it means to truly transform PSM. This CAPS critical issue report attempts to delineate continuous versus transformative change and highlights different PSM transformation strategies.
295. ACG Procurement Transformation - A Case for Change September 2006 Brian McNally The Auto Club Group (AAA) This presentation is about the Auto Club Group (ACG) procurement transformation. At the center of this procurement is the CPO as a driver and facilitator of the changes in procurement operations. Their mission is to transform the ACGs procurement operations into an enterprise-wide core competence. This material shows a platform created to enable the organization to achieve their objectives by leveraging a best-in-class procurement and strategic sourcing methods.
296. Sourcing Transformation at Imation September 2006 Randy Christoffersen Imation Corp. Imation Corp. is a leading global developer, manufacturer and supplier of removable data storage media. This company has been implementing transformation of sourcing by gathering extensive feedback from current Sourcing employees and key stakeholders, identifying strengths and weaknesses of the current organization and past approaches, and launching a "100 Day Plan" to capitalize on current strengths and close identified gaps. They also have plans to communicate the 100 day plan across the organization and put in place a management approach and structure to sustain the gains and continue to drive improvement year-on-year. This presentation discusses the results of the 100 day plan, future plans, and their lessons learned.
297. High Performance Strategies for Rationalized Supply Base September 2006 Robert M. Monczka, Ph.D.;Thomas Y. Choi, Ph.D. CAPS Research;Arizona State University To rationalize the supply base is one of the strategies firms are actively employing to generate great benefits for both buyer and supplier. What are the strategies, practices and behaviors firms have used to establish rationalized supply bases?; How have firms forged deep supplier relationships in rationalized supply bases?; and What have been the benefits and investments required? These questions are major drivers behind this presentation. Tags: Data Analysis
298. Global Performance Solutions September 2006 Patti Whitehouse Merck & Company, Inc. Supplier value management (SVM) at Merck is defined as a process to establish and optimize value delivery from supplier relationships. Operationally, the program involves performance measurement and continuous improvement, and strategically, it requires collaborations that yield greater value from and to the supply base. The focus of the SVM program is also on bringing leaders together with a process that aligns interests and drives results for all parties concerned. This material discusses, goals and objectives, program design, implementation plan and progress, results, lessons learned, and future plans.
299. IBM Supply Chain September 2006 John Dischinger IBM IBM has focused on how to develop competent and reliable workforce, each one with the required global skills. This came from a realization that in a business that is increasingly labor-based, we need to optimize our human resources. The solution they are pursuing is taking advantage of the expertise of their resources in a way that benefits their customers, allows rapid response to client requests, allows them to manage the cost of any project more effectively, plus provides career and skill enhancing opportunities for their employees. The strategy has been implemented in three directions at the same time. At the enterprise-level, they implement Workforce Management Initiative (WMI) Strategy; at the operational level, Integrated Supply Chain; and at the functional level, Global Procurement function. For each initiative, the presentation discusses process, lessons learned and summary observations. Tags: Talent Management
282. Commodity Management Benchmarking - Best Practice - Networking June 2006 Alfred Chan Mattel, Inc. Mattel used this presentation to create discussion on the need or interest to improve commodity management via CAPS hosted benchmarking study, best practice sharing, or informal networking amongst CAPS members. They discuss four main commodity areas focused in their supply chain: Resin and Pigments, Packaging, Electronics, Soft Goods, and Material Coding Structure and BOM.
283. Opportunities and Challenges - Sourcing In China June 2006 Larry Ford Bechtel Corporation Bechtel, a global leader in engineering, procurement, and construction, uses this presentation to discuss its current work on sourcing in China. With rising prices and constraints throughout the supply chain, they decided to utilize China for sourcing to capitalize on lower cost labor and faster time to market. Between 2004 and 2006, they have chosen to increase their export spend with China, in addition to their in country spend. They face many challenges in China, including communications, different cultural issues, and an overheating Chinese economy. Finally, the presentation concludes with a structural steel example.
284. The Notebook Computer Supply Chain - Linking Digital and Personal Networks June 2006 William Foster, Ph.D. Institute for Next Generation Internet In this presentation, the Institute for Next Generation Internet discusses why it chose Shanghai to produce its notebook computers. Shanghai was not chosen because of its cheap labor or better information technology, but rather because of the value of clustering. A cluster of Taiwanese firms moved from Taiwan to Shanghai. They chose not to go into Hong Kong because the government did not do a good job of driving IT innovation in PRC. ODMs have good profits and innovative technology, which makes them a good choice for notebook production. In making this decision, the company looked to the comparison of Boston and Silicon Valley, and why one failed while the other flourished. The presentation concludes with further lessons and a summary of the presentation.
285. An Overview of an International Purchasing Office June 2006 Edward Pi Eastman Kodak Company Kodak presents its use of an international purchasing office. With more than half of Kodaks revenue coming from outside the U.S., it is important that they think globally. Kodak has three main requirements for suppliers: double digital productivity yearly, quality of 300 DPPM, and 98% on time delivery. The presentation then discusses their GARP Team, located in the Asia-Pacific region. This team is responsible for 33% of worldwide spend. The presentation concludes with a case study of GARPs strategic cost management.
286. Asia Pacific International Purchasing Office June 2006 Robert Kenney;Robert Dixon Teradyne, Inc. This presentation deals with Teradyne Corp.s development of an International Purchasing Office (IPO), strategy during 2005. IPOs were created in Pudong and Suzhow China with a regional headquarters in Singapore. The presentation speaks to the high level responsibilities assigned to the IPOs, founding principals, operation policies and startup strategies. The talent management retention placed upon IPO employees hired for the IPOs is discussed. The supplier relationship strategies implemented by the IPOs is also presented.
287. Overview of Supply Chain Practices In Northeast Asia, China, Japan, Korea 2003-2006 June 2006 Anh Byungil Volvo Construction Equipment In this presentation, Volvo gives an overview of their supply chain practices in China, Japan, and Korea from 2003 to 2006. The presentation includes with a company background, including industry information and corporate mission statement. They also introduce their construction equipment section of their business, which is a $72 billion industry in the U.S., of which Volvo has a 6% share. The presentation then goes into Volvos Asian business area, which required a restructuring of operations due to mergers and acquisitions. Volvos goal was to create a global supply chain operations through cross-functional teams, co-location, and transparency. The presentation then gives many visual examples. Many Asian relationships are difficult because they have roots in Confucian Theory, which must be understood by all because it greatly affects the negotiation process. The presentation concludes with an example of PINS in China.
265. Delphi Supply Management Strategy April 2006 R. David Nelson, C.P.M. Delphi This report is about Supply Management Strategy at Delphi. Delphi is a world leader in mobile electronics and transportation components and systems technology. Strategic intent regarding global supply management is to achieve competitive advantage through extended value stream excellence. There are ten elements that are critical in achieving their strategic goals related to supply management; current processes & current team, strategic sourcing, cost management, supplier development, new model launch, systems infrastructure, quality improvement, people development, supplier relationships, and communication. It needs all ten elements to work in an integrated way to deliver results. How each of the elements can work for this purpose and which tools can be used are discussed in detail.
266. BP Integrated Supply Chain Management April 2006 Tom Ceynow BP America Inc. At BP, Supplier Performance Management (SPM) is a critical process that facilitates and enables the delivery of value from their key suppliers and contractors. Key elements of SPM include organization, measurement and, process improvement. BP also launched a new initiative, called Purchase to Pay (P2P). They expect BPs business units, outsource providers and their suppliers all to benefit from P2P.
267. Raytheon Integrated Supply Chain Management April 2006 Vincent J. Hrenak Raytheon Network Centric Systems Integrated Supply Chain (ISC) is defined at Raytheon as a process which creates the best value stream through alignment of Raytheon capabilities with their suppliers and partners capabilities. ISC is a cross-functional, cross-enterprise process. The four vital principles guiding ISC are: 1. alignment among all ISC process members, 2. cooperative relationships based on trust among all stakeholders, 3. can-do attitudes from all ISC members and 4. adherence to process discipline.
268. Integrated Supply Chain Management at Temple Inland April 2006 Terry Sueltman Temple-Inland Inc. Temple-Inland is a major manufacturer of corrugated packaging and forest products with a diversified financial services operation. This Presentation is an overview of the strategic sourcing process at Temple - Inland, along with an overview of the supply chain management system.
269. Honeywell Global Sourcing April 2006 Bill Ramsey Honeywell Honeywell has sourced from India and recent observations reveal common misperceptions about supply chains in India. India provides competitive manufacturing advantage. Indian suppliers have been establishing warehouses, working with third party logistics providers to manage inventory near customer locations in Europe and the USA. Large Indian suppliers are financially healthy and are investing to expand capability and capacity. Also the company found all major materials are available locally. However, Indian suppliers have higher packaging costs due to sea worthy packaging requirements and shipping costs higher due to sea freight from India to Europe. As such, challenges exist in a longer supply chain, but can be accommodated. All things considered, sourcing decisions must be based on total landed cost model.
270. Volvo Global Sourcing April 2006 Rolando Saavedra Volvo Construction Equipment Volvo Group has implemented framework and principles for global supply chain operations, which consists of 6 categories such as people, processes, practices, organization, business objectives, and spend, and the integrative and interactive plays among the six elements are desired in this framework. Examples of how to execute each element are provided. Chinese market sourcing experience, including reflections on working in China, is also presented.
271. Fluor Global Sourcing April 2006 Jim Scotti Fluor Enterprises, Inc. Fluor Corporation is one of the worlds largest, publicly owned engineering, procurement, construction, and maintenance services companies with its business broadly diversified across energy, industrial, and government markets. When it comes to supplier integration, the company has moved away from traditional procurement that focused only on competitive bidding, dubbed "3 bids and a cloud of dust." As a result, suppliers were not strategic partners and took less risk in contract terms. Now, Fluors method of procurement utilizes supply market knowledge, positive leverage relationships, and pursues win-win strategies. This new model brings better buyer-supplier integration and the ability for Fluor to influence the cost of a project. Bringing key suppliers in at the beginning of a project is essential to success.
272. SCM Strategic Focus at Newmont April 2006 Wayne W. Murdy Newmont Mining Corporation Newmont, as the worlds leading gold company, wants to be the worlds most trusted, respected and valued natural resource company. The company has shifted its business focus from a decentralized structure to a collaborative, strategically-focused program. Newmont now has a centrally-led SCM organization with emphasis on high-risk, high value goods, service initiatives executed by cross-functional teams and transactional efficiencies achieved through core capabilities and enablement. They believe organizational changes alone do not guarantee results, but that strategy plus execution is key to success. Category councils provides strategic direction for decision-making and implementation for each primary category.
273. TCO Adding Value to the Supply Chain April 2006 Lisa M. Ellram, Ph.D., C.P.M.;Wendy Tate Arizona State University TCO can be defined as a philosophy for understanding all supply chain related costs of doing business with a particular supplier for a particular good/service. TCO includes: cost of acquisition, use/administration, maintenance and disposal. TCO provides a comprehensive view about the customer value proposition for the service, good or process that is being analyzed. TCO does not fit every situation partly because of many variations on the depth and breadth of TCO analysis. Also, TCO still tends to be fairly "unique" and labor intense. However, TCO is still a valuable mindset because it balances cost drivers with customer value. Tags: Cost Analysis
274. Newmont Mining Total Cost of Ownership April 2006 John S. Gundersen, C.P.M. Newmont Mining Corporation As part of their category management strategy, Newmont uses TCO, to understand their costs, analyze their spend and highlight high value opportunities. The focus on TCO is appropriate given that Newmont typically experiences a 20/80 or 30/70 split between acquisition costs/operating costs over the useful life of a major piece of equipment. There are two separate and distinct parts to the TCO model: Acquisition Cost Elements (which is externally focused) and Operating Cost Elements (which is internally focused). Both parts are key inputs into bid evaluations. TCO models are used to support fact based decision making during sourcing events and continuous improvement after contracts are awarded. Tags: Cost Analysis
275. Shell Total Cost of Ownership April 2006 Vince Messimer Shell Lubricants Shell Lubricants is a global leader in the lubricants industry, manufacturing and marketing a range of lubricant products. Shell Lubricants has translated TCO into an approach called "Contract Excellence". An example that illustrates this approach is provided in this report.
Tags: Cost Analysis
276. Schneider Electric Total Cost of Ownership April 2006 Jeff Wood Schneider Electric Schneider Electric is the world leader in automation and electricity management. The company has strived to optimize total cost in the context of customer service, which requires an understanding of the extended value stream. To do this Schneider Electric developed IDOV (Identify-Design-Optimize-Verify). The key points of Identify include customer driven KPIs, clear, quantitative objectives, and robust metrics. In design the key elements are systematic scorecard, gap analysis, and resource analysis. Optimize includes understanding of their cost to serve, extended value stream map, and continuous Improvement. Verify is still in process. Details of each phase are discussed in the report. Tags: Cost Analysis, Lean and Six Sigma
264. Defining Cost Reduction and Avoidance March 2006 Bryan Ashenbaum CAPS Research Cost reductions tend to come in two broad categories: "hard" year-on-year cost savings and "soft" cost avoidance, which many firms do not realize as a real savings. This report attempts to establish working definitions for these categories. It explores the key issues and problems faced by companies as they seek to properly assess their cost reduction efforts and to apply them to their bottom lines. Extensive real world examples and case studies of cost reduction efforts are provided as best practice examples for purchasing and supply managers.
263. Technology and Organizational Factors in the Notebook Industry Supply Chain March 2006 William Foster;Zhang Cheng;Jason Dedrick;Kenneth L. Kraemer Fudan University;The Personal Computing Industry Center, UC Irvine Despite the limited use of IT, the Greater China supply chain works well. This study provides insights into the relationship between digital supply chains and Chinese business networks and the risk associated with dependence on the Greater China supply chain.
259. Designing the Supply Chain for Production and Aftermarket Needs February 2006 Bryan Ashenbaum Arizona State University Manufacturers of equipment and machinery face a dual challenge in determining their optimal supply chain structure. Such companies must ensure the timely delivery of high-quality parts and material to their factories for current model production, while simultaneously maintaining an appropriate flow of aftermarket service parts for current and older models. As supply chains become increasingly global in nature, the ability to successfully meet these two challenges becomes even more crucial. In particular, the appropriate supply chain configuration for aftermarket parts and services has become a key concern of many manufacturers. This report explores the key issues and problems involved in the management and design of aftermarket supply chains, and discusses how to successfully integrate aftermarket and production supply chains. Case studies of four different firms and their approaches to these issues are included.
260. Strategic Supply Management at Japanese Companies February 2006 Supply Management Research Group, Japan Supply Management Research Group, Japan This report discusses strategic supply management in Japanese companies. It includes evolution of the purchasing function in Japanese companies, challenging issues in the shift to strategic purchasing, and perspective on strategic purchasing. Tags: Sourcing Strategy
258. Measuring and Benchmarking Total Supply Chain Costs February 2006
This set of questions and responses are centered around how to measure "Total Supply Chain Costs", what components were routinely measured and the information sources for benchmarks.
1. What financial performance metric(s) do you use (or recommend using) to measure TOTAL SUPPLY CHAIN COST (TSCC)?
2. What components (links) of your supply chain are routinely measured? (Examples: Product design/development, purchased materials and services, depreciation of capital, inventories (of materials, work in process, finished goods), manufacturing, scrap/rework, warehousing, distribution, recycle/investment recovery.)
3. What information sources (reports) for benchmarks do you use to compare your TSCC against other firms TSCC?
4. Do you have a formula you use to measure TSCC?
5. What difficulties and/or successes have you had in measuring TSCC?
6. Do you have any further INSIGHTS regarding the measurement and benchmarking of TSCC?
251. Outsourcing Strategies and Implications October 2005 Roberta J. Duffy CAPS Research In a continual effort to lower costs and get the maximum benefit from supply chain expertise, many firms have looked to outsourcing. Despite some challenging issues (such as those regarding intellectual property, employee/company/community sensitivity about outsourcing, and the lasting benefits of outsourcing), countless firms have felt that the positives have outweighed any potential risks. Some of the most common benefits associated with outsourcing include cost reductions, optimizing a "24-hour" day with overseas partners, more resources available for core competencies, and leveraging supplier technology. In each company, however, the main question that must be asked is: Is it right for our firm? Will the value that is achieved through an outsourcing model ultimately benefit the enterprise or help it to achieve its goals?
246. 3M Global Strategic Sourcing October 2005 Dave Swenson 3M 3Ms Global Strategic Sourcing began with their adopting "Global Sourcing Effectiveness" as one of their five corporate initiatives in 2001, specifically to help strengthen the companys financial position. A Global Strategic Sourcing (GSS) team structure was formed and 15 global commodity (category) management teams and 60 sub-teams were launched. In 2003, a Corporate Sourcing Policy was implemented, making it mandatory to include Sourcing in the management of all purchases of goods and services. All major categories of Direct and Indirect spend are now managed by Sourcings Global Commodity Management Teams and in addition, sourcing engineers were hired and deployed in many of the cost competitive countries (CCCs) to support the GSS teams. The various activities are detailed in this presentation, which also discusses tools and processes as well as expected challenges.
247. Implementing an Integrated Supply Chain October 2005 Rusty Patterson Raytheon Corporation At Raytheon, an Integrated Supply Chain (ISC) is viewed as the only way a firm can achieve the speed and agility across the entire value stream that is required to effectively compete. They envision the ISC enable them to leverage shared strategy, processes and systems across the supply chain to create value. The ISC is intended to align Raytheons resources and processes with their suppliers capabilities to meet customers needs and shareholders objectives. This presentation includes, regarding ISC, process flow, metrics and results as well as proposed SCM strategy map and scorecard. Raytheons supply chain management process improvement model and potential failure modes are also presented.
248. Borealis Using SCOR October 2005 Nando Galazzo Borealis The Supply Chain Operations Reference-model (SCOR) has been developed and endorsed as the cross-industry standard for supply chain management by the Supply-Chain Council (SCC). The process reference models basically integrate the well-known concepts of business process reengineering, benchmarking, and process measurement into a cross-functional framework. As one of those models, SCOR is structured around five distinct management processes encompassing suppliers supplier, supplier, the focal company, customer, and customers customer. This presentation is intended to introduce Borealiss application of SCOR model and methodology to management of relationships with their suppliers. SCOR projects roadmap and objectives are presented, and SCOR projects expected benefits, deliverables, and results are discussed based on a case study. General advantages and challenges regarding SCOR model and methodology are also included.
249. Global Sourcing October 2005 Robert M. Monczka, Ph.D.;Robert J. Trent, Ph.D.;Kenneth J. Petersen, Ph.D. CAPS Research;Arizona State University;Lehigh University;Colorado State University Global sourcing is quite pervasive for firms across a wide range of industries. This research was to identify why global sourcing is so, and examine impacts global sourcing and supply has on supply chain performance, the practices implementation process, most effective strategies and emerging trends. Statistics on growth of global sourcing, research results, and critical success factors affecting global sourcing and supply performance are discussed and Best/Worst Case Analyses close this presentation.
243. Optimizing MRO Inventory Management August 2005 Bryan Ashenbaum CAPS Research MRO inventory can be difficult to properly manage, as it is an "indirect" spend category and its size and impact are often underestimated. This report discusses the key issues faced by firms as they try to optimize MRO inventory levels, and lays out some selected real world examples of firms that are managing to do so. Firms are best served by a four-step approach: (1) standardize MRO item-level data, (2) provide company-wide visibility to the data, (3) obtain top management buy-in, and (4) choose appropriate metrics to determine success.
240. Japans Keiretsu as a Strategic Relationship with Suppliers July 2005 Supply Management Research Group, Japan Supply Management Research Group, Japan The primary focus of the study is to explain Keiretsu relationships, their historical evolution, and their importance to the supply chain.
230. Challenge and Opportunity in 2005 Global PCB Procurement Market June 2005 Daniel Chan IBM Asia Pacific Service Corporation In an On Demand world, IBMs procurement team embraces a sense and respond attitude to achieve the expected cost competitiveness, technology solutions, flexibility of delivery and global serviceability. This presentation discusses the challenges and opportunities with PCB procurement in this global market. Tags: Category Strategy
231. Best Practices - Supply Chain Solutions Suite June 2005 Greg Collins Solectron Corporation Solectron uses this presentation to demonstrate their use of a supply chain solution suite. The suite encompasses product design and launch support, lean manufacturing and fulfillment, and post-manufacturing services. The presentation specifically focuses on the lean manufacturing and fulfillment area, which includes Solectron DeliveryChain, DesignChain, FlexiChain, and VisiChain.
232. Sourcing in China at Sonoco June 2005 Marc Ensign Sonoco Products Company Sonoco, a global packaging company, uses this presentation to discuss their strategic sourcing process, specifically in China. At Sonoco, they believe that supply management is combining the sourcing process with business alignment, cultural readiness, and people capabilities. Their strategic sourcing process is comprised of five steps: Analyze, Recommend, Select, Implement, and Manage. The presenter discusses his current experience with sourcing in China with die cast housings, PWBs, and custom plastic components. The presentation also lists their rules that they follow regarding outsourcing. The presentation concludes with a list detailing their deployment plan, as well as issues that still need to be resolved. Tags: Sourcing Strategy
233. Lessons Learned from Early Activity in International Sourcing June 2005 Eric Leger Schneider Electric Schneider Electric, a world leader in power and control, discusses its early involvement in international sourcing. The presentation begins with an overview of the company. Schneider provides solutions for buildings, residential, industry, and energy/infrastructure. They have 13,000 sales outlets in 130 countries. Their international sourcing objective is to balance the benefits of price, quality, and service to achieve overall success. The international sourcing teams basic work plan has a timeline of sourcing, qualification, and operations, totaling 12-24 months. The presentation provides operational and staffing models. When selecting a supplier, the process begins with a rigorous supplier screening process. Then supplier visits are made to determine if the supplier can be used. The presentation concludes with a list of key success factors and challenges.
234. How Procurement Adds Value in WPP (Asia Pacific) 2005-2007 June 2005 Kelly Liew WPP Group In this presentation, WPP begins by discussing the amount and areas of their spend. The presentation includes statistics regarding savings and ROI as well as procurement and real estate from 2002 to 2004. The presentation concludes with their "Value Up" and "Cost Down" priorities.
235. Global Procurement June 2005 Bee-Choo Lim Intel In this presentation, Intel discusses its global procurement strategy STEP: Supplier, Teams, Environment, Partners. The purpose of this strategy is to get the right material or service at the right cost and quality at the right time. Within the Supplier section of STEP, Intel gives an example of how implementing an e-business solution saved many steps and resulted in a savings of $90,000 per year. With the Team, it is important to know your current team and career paths, as well as the critical success indicators. The Environment section refers to the always-changing purchasing environment, and how its important to be responsive. Finally, Partners focuses on the importance of partners and how to align better with them. The presentation then gives an example of practices in China before summarizing the presentation. As an appendix to the presentation, visuals are included to help the audience understand the organizational breakdown of supply chain at Intel.
236. Agriculture Equipment Division June 2005 James Olson John Deere In this presentation, John Deere discusses its supply management system. To select suppliers, John Deere uses a 5 step process consisting of requirements definition, supplier evaluation, supplier approval, validation/implementation, and long-term control. Their supply base is made up of multi-national suppliers that help in emerging markets. They also concern themselves with their second and third tier suppliers. Their biggest emphasis in supply management is on global supplier alignment due to their presence in many countries worldwide.
237. Global Supply Management at Delphi June 2005 Sal Orsini Delphi Corporation To be recognized as their buyer’s best supplier, Delphi created four lean themes: First Time Quality, Operational Availability, Model to Model Cost Reduction, and Flawless Launch. The presentation includes a lean percentage improvement chart to show how well their lean supplier development program is working. They have quality expectations of their suppliers that must be met and maintained. Finally, the last point that Delphi discusses is their EMAC program, or Enterprise-direct Material Attack on Cost. EMACs focus on speed, cooperation, innovation, and sharing.
229. Managing Commodity Spend in Turbulent Times June 2005 George A. Zsidisin, Ph.D. Michigan State University There is significant price volatility for many commodities and raw materials that organizations purchase. The prices paid for such commodities significantly affect the profitability for many business enterprises, and can even make the difference for the very survival of those firms. This report provides three overarching techniques that supply management professionals may want to consider implementing for managing commodity price volatility. These approaches include hedging strategies by obtaining financial exchange instruments, the use of contracts and business practices to share and offset associated risks, and gathering market intelligence to anticipate commodity risk.
225. Outsourcing Strategically for Sustainable Competitive Advantage April 2005 Robert M. Monczka, Ph.D.;William J. Markham;et.al. Arizona State University;A.T. Kearney Inc. The focus of this research was to determine those factors most critical to successful outsourcing of strategic goods, services, processes, functions, and businesses. The study revealed that companies use outsourcing across many activities, but that outsourcing doesnt go deep into most activities. The research develops a perspective model for successful outsourcing.
224. Strategic Performance Measurement for Purchasing and Supply April 2005 Phillip L. Carter, D.B.A.;Robert M. Monczka, Ph.D.;Trish Mosconi CAPS Research;McKinsey & Company This research identifies measurements that are and will be critical to the development and execution of leading-edge sourcing and supply strategies. Field research establishes most critical measures, their use, strengths, and weaknesses.
210. Strategic Outsourcing March 2005 Robert M. Monczka, Ph.D.;Joseph R. Carter, D.B.A., C.P.M;Thomas H. Slaight CAPS Research;Arizona State University;A.T. Kearney The results of a global research study on strategic outsourcing. Survey respondents represented a wide range of industries. The research examined outsourcing across 14 business activities across four major categories of corporate support, research and technology, demand side activities and supply side activities. The results show respondents outsource multiple activities, but the overall penetration level of outsourcing is relatively low. Cost reduction is the primary reason for outsourcing, while risk and vulnerability issues are major reasons not to outsource. In successful outsourcing situations, procurement involvement is key. Most outsourcing today appears to be tactical, and aimed at maximizing short term gains rather than pursuing long term advantage. Outsourcing is, expected to continue to grow due to competitive pressures and reduction in the scope of defined core competencies. Tags: Sourcing Strategy
211. Whirlpool Procurement Outsourcing Study March 2005 Deb Stanton Whirlpool Corporation Whirlpool is a Worlds leading manufacturer and marketer of major home appliances with 50 manufacturing and technology centers around the world. Initial procurement outsourcing study commenced in 2000, and revisited mid-2002. The initial study was a very intensive study, and direct and indirect were evaluated. With regard to outsourcing approach, the business model was characterized by multi-equity partnership structure and separate management structure for procurement; business objectives include generating aggregated and leveraged savings, broader sourcing options, improving process efficiencies via technology, reaching best-in-class procurement expertise and capabilities, and creating shareholder value. The initial outcome was disappointing. The study was re-assessed in mid-2002, and primarily focused on indirect, while not much had changed in the industry in regards to outsourcing. Tags: Sourcing Strategy
212. Waste Management Strategic Outsourcing March 2005 Brad Holcomb Waste Management, Inc. Waste Management (WM) is a leading provider of comprehensive waste and environmental services in North America. Strategic outsourcing is discussed in relation to a case study, WM container program. The criteria for measuring the value of the container operations include time-to-market, metrics such as accurate cost per yard repaired, data management, and knowledge of costs, and senior management support.
213. Connell Outsourcing Purchasing March 2005 Jeff Pattee Connell Purchasing Services This presentation is to introduce Connell Purchasing Services (CPS), a strategic purchasing firm, expertise in strategic sourcing. The Purchasing Pyramid is a starting point that goes from order processing, to tactical, to strategic, to supply chain integration.
214. Fleetguard Global Sourcing March 2005 Willis Pugh Fleetguard, Inc. Fleetguard, as a member of the Cummins Inc, is the global filtration and exhaust specialist for all diesel engines and the technology/environmental leader of combustion engine-powered systems. Global Sourcing is defined at Cummins as value creation through suppliers in identified emerging economies, and is intended to improve profitability by buying components, assemblies and systems from global sources who can deliver products on-time, defect free at the lowest total cost. The drivers of global sourcing at Cummins are three-fold; strategic focus to be the low-cost producer, support local production focus in low-cost countries, and extract value for export to higher cost producing countries.
215. Intel RFID March 2005 Craig C. Brown Intel Corporation RFID spending is on the rise and it is thought to be driven largely by mandates for RFID from Wal-Mart and the Department of Defense. The main barriers to adopting RFID are, according to Intels RFID - SWOT Analysis, high RFID system costs and high cost per unit. Two additional problems are slowness of emerging industry and application standards and weak market understanding of the benefits of RFID technology. Intel Materials RFID structure and current RFID activities in Materials are presented, and several opportunity areas for asset track and trace are identified, including repair cycle tracking, warranty tracking, and systems management and automated reconciliation.
216. Raytheon Implementation of DoD UID and RFID Requirements March 2005 Vincent J. Hrenak Raytheon Company Raytheon UID and RFID are needed because visibility is critical to effective logistics support. Unique Identification (UID) is the set of data for tangible assets that is globally unique and unambiguous. Cross-business, cross-functional teams were deployed to achieve rapid enterprise-wide compliance and customized implementation of UID requirement. Radio Frequency Identification (RFID) is an Automatic Data Capture technology that uses radio-frequency waves to transfer data between a reader and a movable item to identify, categorize and track. Raytheon identified RFID opportunities for internal efficiency such as receiving, warehouse, high value asset tracking, government furnished property tracking, and shipping. Raytheons warehouse RFID project is introduced and the approach is discussed along with RFID benefits. Tags: Emerging Technology
217. Sourcing Services at Sonoco March 2005 Marc Ensign Sonoco Challenges with services sourcing include: difficulty finding the owner, there is a lot of spend areas to cover, service specifications are tough to establish, and quality feedback is usually anecdotal. However, there are also some great opportunities; an un-tapped spend area, a young supply base, rapidly growing area, high impact and visibility, heavy process orientation, and lots of pleas for help. While the initiative is still in its infancy Sonoco already has a few success stories in the areas of real estate, treasury, and HR. Details are provided.
218. IBM Services Spend Management March 2005 Kathleen R. Fuller IBM To become a world class procurement organization and sustain their transformation IBM invested in Four (4) Key Elements: people/organization, strategy/governance, process, and technology. A key lesson learned during the transformation is that there is no single roadmap to successful procurement but, there are some fundamental building blocks.
219. Eastman Kodak Services Spend March 2005 Barbara Smith Eastman Kodak Company Non-manufacturing spend for Kodak accounts for 40% of the overall global spend, and is supported by 100 commodity management professionals located around the world. Manufacturing vs. non-Manufacturing mix is expected to change over the next few years as Kodak migrates its business from traditional to digital products and services. Detailed discussions are presented, as examples on the, benefits commodity and Rx (prescription drug) reverse auction. Supplier quality in the service sector is another issue. Why one should implement a quality program with service suppliers is presented, along with success factors for Kodak. A case of MetLife, a provider of insurance and other financial services to Kodak, is also introduced, followed by success factors and business results. Tags: Emerging Technology, Services
220. MCI Procurement Transition March 2005 Tanya Penny MCI, Inc. This presentation is about MCI Procurement Transition from pre-bankruptcy environment, to bankruptcy, and finally to emergence from bankruptcy.
221. Transformation to World Class March 2005 Helmut F. Porkert, Ph.D. ChevronTexaco Corporation Leading companies have transformed Procurement from a transaction-based business necessity into a strategic weapon, with the potential to deliver significant competitive advantage. Leading companies use world-class Procurement strategies to create value for their organizations, beyond cost-cutting activities. In order to deliver on goals for value creation, Procurement must consistently employ more advanced, non-traditional approaches such as Evolutionary Category Management, Demand Management, Knowledge Management, Creating the Extended Enterprise, Procurement Outsourcing, and Talent Development and Management.
204. Supply Base Rationalization January 2005 Roberta J. Duffy CAPS Research Best practices around supply base rationalization usually involve identifying current spend, determining a supply strategy for each category, and then subsequently determining the appropriate number of suppliers that can both meet requirements but also make the most of leverage and supplier integration. Three case studies were provided to showcase supply base rationalization best practices. Tags: Category Strategy, Data Analysis
194. Catalog Management Implementation Strategies November 2004 Anna E. Flynn, Ph.D. Institute for Supply Management This Report addresses the major considerations in developing and implementing an online catalog and content management strategy. It discusses various ways to prioritize catalog development (e.g., by number of transactions, cost of transactions, standards, etc.); various types of catalogs possible (e.g., buyer-hosted, supplier-hosted, third party, etc.); and challenges that arise when implementing a catalog program. The Report includes two case study examples.
192. Supplys Organizational Roles and Responsibilities October 2004 P. Fraser Johnson, Ph.D.;Michiel R. Leenders, D.B.A. The University of Western Ontario Supply functions in large organizations are changing substantially. This study affords a dual perspective on three changes. First, it provides a late-2003 snapshot of how large supply organizations are structured and their responsibilities, resources, and leadership. Second, because this research is the third in a series of surveys, started in 1987 and continued in 1995, it provides a unique 16-year longitudinal view of these changes, both on the aggregate and also within individual participating companies. The study focuses on 10 areas, including: organizational structure, reporting line, acquisition categories and supply chain responsibilities, staffing levels, involvement in major corporate activities, team usage, CPO title and background, e-commerce, future changes, and innovations and changes from 1987 to 2003.
186. Developing and Implementing E-Sourcing Strategy September 2004 Anna E. Flynn, Ph.D. CAPS Research
This report focuses on strategies for implementing and applying technology to the strategic sourcing process (e-sourcing). Four cases and focus group discussions offer several prescriptions for successfully developing and implementing an e-sourcing strategy. These common themes, which are discussed in detail in the body of this paper are:
· Strategy and process first, technology last.
· Processes must be robust.
· The right tool used at the right time leads to competitive advantage.
· There must be a business strategy in search of a tool, rather than a tool in search of a business strategy.
· This is not a quick fix; it is part of a message and a vision.
· Success requires joint ownership - everyone must be in the same strategic space.
· Data integrity and integration are critical success factors.
187. Tiered Supplier Management September 2004 Anna E. Flynn, Ph.D. CAPS Research This Report details the topic of tiered supplier management, including the process, how it relates to cost reductions, challenges associated with managing multiple tiers, the impact of globalization, and how to resolve supply chain issues that arise from this model. It also includes three case studies.
183. Golden Rules of Global Supply Management September 2004 Sid Johnson Delphi In this presentation, Delphi discusses their lean practices for supplier development. Some of the lean supplier expectations they hold are zero disruptions, flawless launch, and right attitude. They give an example with their metal stamper, which saw lead time reduced by 28% and productivity improved by 98%.
184. Supplier Performance Management Using a Web-Based Tool September 2004 Sarah Roeder General Mills In this presentation, General Mills discusses that through the acquisition of Pillsbury, they had two supplier performance systems, which needed to be consolidated. They used external benchmarking to determine what qualities other companies measure with their suppliers, as well as which method they use. They decided on a web-based scorecard system by SAP that enabled better supplier collaboration and has quantitative metrics, which included service, quality, and annual productivity. The result of this system was benefits for both the supplier and the entire supply chain. The presentation concludes with visuals of the supplier performance tool.
185. Worldwide Purchasing Source Change Process September 2004 Tim Smith Eastman Kodak Kodak presents their transition to a source change process. Historically, they were vertically integrated, but in response to global competition and internal client needs, there was a push to use one sourcing process to reduce confusion. Some of the benefits of having a sole sourcing process are that it adds consistency and integrity to the purchasing process and applies formal methods to purchasing decisions. Kodak then discusses the roles and responsibilities of the source change team and its importance with global sourcing. There are 8 phases in the sourcing process, which Kodak discusses in depth. They also present the idea of a Gate review meeting and the "gate checklist." There is also the role of the gatekeeper, who is responsible for checking that key items are completed in each phase before giving approval to proceed.
173. Measurement of Supplier Cost Savings August 2004 Maureen Merkle SBC This set of questions and responses are centered around the measurement of supplier cost savings. CPOs exchanged the definitions and methods for calculation used in their respective organizations.
172. Study of Purchasing Practices in Japanese Manufacturing Companies July 2004 Michiya Morita;Osamu Uehara Gakushuin University;CAPS Research, Japan This report discusses current purchasing practices in Japanese manufacturing companies and the changes that are occurring in these practices to meet the economic and strategic challenges facing Japanese manufacturing firms.
171. Purchasing Education and Training II May 2004 Larry Giunipero, Ph.D.;Robert B. Handfield, Ph.D. Florida State University;North Carolina State University The study provides an analysis of changes occurring in the purchasing function and how these changes will affect the skill sets and knowledge requirements of purchasing professionals. The impact of these changes on the body of knowledge in the purchasing/supply management area also was analyzed. Finally a longitudinal comparison with the previous 1993 study was performed to identify the major changes that have occurred in the past decade. Tags: Talent Management
159. Indirect Spend - Honeywell March 2004 Bill Ramsey Honeywell This set of slides presents Honeywells experience with setting up Tier 1 Call Center for its employees and retirees health, welfare and payroll services needs. It describes the strategic visions and subsequent actions, contact center effectiveness strategy and maturity model, roadmaps and lessons learned.
160. Effective Sourcing and Supply Measurement March 2004 Brian Sedar Bechtel Corporation This set of slides presents Bechtel Corporations experience with capturing company spend and measuring procurement performance. Tags: Data Analysis
161. Global Sourcing - Colgate-Palmolive March 2004 Don Klock Colgate-Palmolive Company This set of slides presents Colgate-Palmolive Companys experience with global sourcing. It describes the mission of the Global Materials, Logistics and Sourcing Division, key initiatives, deliverables and Key Performance Indicators, organizational structure, lessons learned through experience. Cost saving aspects associated with developing country sourcing are highlighted.
162. China Low Cost Region Sourcing March 2004 Jim Duckworth Motorola This set of slides presents Motorola Semiconductor Products Sector (SPS)s experience with sourcing in China. It describes challenges facing SPS prior to the sourcing arrangements, the new sourcing approach, the organizational results, reasons behind sourcing in China and challenges of China sourcing. Tags: Sourcing Strategy
163. Global Sourcing - Rockwell March 2004 Jim Hart Rockwell Automation This set of slides presents Rockwell Automations experience with supply base globalization and its Asia global sourcing initiatives. It describes analysis done prior to its supply base globalization efforts and detailed action steps for sourcing in Asia. Results and issues are also presented.
164. Kellogg Company Supplier Measurement System March 2004 Joe Tubilewicz Kellogg Company This set of slides describes Kelloggs experience with a supplier measurement system (SMS). It presents the goal of supplier measurement, a detailed description of the supplier measurement process and lessons learned.
165. Global Sourcing the Procurement Transformation March 2004 Kathy Fuller IBM This set of slides presents IBMs experience with global sourcing. It describes the establishment of global commodity councils, their roles and responsibilities, council strategies, and strategic sourcing models.
166. Pfizers Approach to Program Management and Opportunity Analysis March 2004 Lisa Martin Pfizer This set of slides describes Pfizers approach to program management and opportunity analysis. For program management, it presents key elements of program management, roles and responsibilities of the leadership team and program managers and resources and tools for communication and monitoring. For opportunity analysis, it presents the opportunity analysis toolkit Pfizer used.
167. Strategic Sourcing at Sonoco March 2004 Marc Ensign Sonoco This set of slides describes Sonocos experience with strategic sourcing. It presents the scope and objective of the strategic sourcing effort, the strategic sourcing process, deliverables, implementation steps, results, critical success factors and lessons learned. Tags: Sourcing Strategy
168. Effective Supplier Performance Measurements March 2004 Maureen Merkle SBC Communications Inc. This set of slides presents SBCs experience of improving supply chain performance via supplier performance measurements. It describes supplier performance process, performance reports, and tools used to enable performance measurements.
169. Business Process Offshore Outsourcing March 2004 Tim Fiore Ryder System This set of slides presents Ryder Systems experience with business process offshore outsourcing. It describes the establishment and the structure of a Financial Shared Services Center, the benefits of offshore outsourcing, an overall model, opportunities and pitfalls.
170. Strategic Outsourcing - Raytheon March 2004 Vincent J. Hrenak Raytheon This set of slides describes Raytheons experience with strategic suppliers evaluation and outsourcing. It presents criteria for evaluating strategic suppliers, benefits of forming strategic alliances as well as guidance for outsourcing.
145. Deployment of Global Commodity Management Teams at 3M September 2003 Dave Swenson 3M Company 3M begins this presentation by giving its company background and a history of their sourcing evolution. With the appointment of a new CEO in 2000, a new initiative of Global Sourcing Effectiveness was adopted. 3M created 7 global commodity sub teams, whose individual responsibilities are explained in-depth. After a year of introducing new goals, they expanded into more cost competitive countries to identify greater cost savings. As of 2003, they had surpassed the multi-year cost reduction objectives. For 2004 and beyond, they have more objectives such as globalizing the use of eAuctions. The presentation concludes with the critical success factors and lessons learned.
146. Global Supply Management Lean Supplier Development Process September 2003 Paul Brent Delphi Delphi presents its five to six year strategy approach for lean supplier development. In 2003, they switched to a common divisional organization structure and implemented as their sole strategic supplier process. They also created the Supplier Development Lean College which has four days of intense lean training. The process resulted in many positive changes at the supplier manufacturing locations, including the use of kanban. The presentation concludes with a discussion of key success factors and barriers to overcome.
147. Center Led Sourcing Program September 2003 Patrick Hopper Federal Express FedEx discusses using a center led sourcing organization. They believe that the organizational design principles of center led sourcing should be driven by FedExs strategic sourcing objectives. In order to implement the center led sourcing program, they first did a spend analysis which determined that the top 10 sourcing categories account for 64% of all spend. They then created a sourcing council comprised of a chief sourcing officer and all the COOs from each operating company. Some barriers they faced were employee reluctance to use the new software. However, as a result of the program, they documented over $60 million in savings and improvements in many other areas.
148. Accelerating Performance Awareness at Fluor September 2003 Larry Jackson;Lisa Haley Fluor This presentation begins with a brief background of Fluor. In order to achieve performance awareness results, Fluor combined their supplier performance management system and Knowledge OnLine, which are both targeted toward getting current, reliable information to where the information can best be used with greater speed. The combination was done in three phases: concept to pilot, pilot to production, and production to performance. Although hard number results were difficult to quantify, they feel their results are told through their success stories, awards, and recognitions. Key success factors included executive support, community sponsorship, and recognition of non-technical factors. They faced challenges with the system itself, Human Resources, and with the culture of the company. The presentation concludes with thoughts for consideration.
149. Early Warning System September 2003 Tom Reed Honda In this presentation, Honda discusses their need for an early warning system that identifies unstable suppliers. They created judgment criteria that results in a two-digit score, and then color code green, yellow, or red based on the score. Yellow and red companies should be watched closely and/or removed as a supplier because they have a great deal of risk. They hold meetings to discuss problem suppliers and determine an action plan. The goal for the future is to implement this system with Tier 2 suppliers to ensure that their Tier 1 suppliers always have the resources they need.
150. Spend Analysis September 2003 Rick Placido;Dennis Lemon Honeywell Honeywell presents its emphasis on the use of the spend analysis. The presentation begins with an overview of Honeywell as a company. Within supply chain, they use the spend analysis to increase productivity in order to fund growth. They begin by analyzing the quality of their data in a 5 step method pioneered by the Aberdeen Group. They then created 8 fundamentals of spend analysis. One of the tools they use is OneSource, an enterprise-wide decision support system for enabling best business practices in strategic sourcing. This tool allowed them to aggregate all spend information in one place. It is used for direct materials spend/save analysis, internal supplier performance analysis, direct and indirect spend analysis, and contract management. The results have been a 3-5% savings difference where utilized and an opportunity for double-digit savings. Tags: Data Analysis, Sourcing Strategy
151. Integrated Supply Chain September 2003 Neil Yeargin;Bill Gryzenia Honeywell In this presentation, Honeywell presents their efforts toward an integrated supply chain. Through the use of a customer connected supply network, they are able to minimize the need for inventory, and maximize the line fill. They also worked to reduce the entire supply chain cycle time and over the course of 4-5 years, was able to reduce this number by 30-50%. In order to reduce the cycle time, they implemented many programs such as Rapid Global Sourcing and Flex Pack at DC. They feel that ultimately, managing the supplier relationships is the key to on-time delivery, high quality, and low cost. They do this through the use of their supplier management system, Apexon.
152. Globalization and Materials September 2003 Todd Johnson Intel In order for Intel to globalize supply management they had to align themselves with their customers, suppliers, talent, technology centers, and factories. They believe that there are four key enablers: global leaders, global communications, global sourcing teams, and global people impacts. Through laying global groundwork, setting global expectations, and listening and learning from global sources, they can globalize their materials purchases.
153. Supplier Development Process at RR Donnelley September 2003 Bob Collins RR Donnelley RR Donnelley presents its process used for supplier development in their print supply chain. The presentation begins with an overview of the company as a whole. As of 1998, the print supply chain had no actual supply chain focus. The new supply chain expects the highest performance of itself and all its suppliers. They created a supplier development process to drive supply chain value. The supplier projects are supported by six sigma processes to drive standards and specifications. Their supplier data exchange provides a common data analysis tool to suppliers specific to paper to allow in-depth analysis and application of statistical tools. The presentation gives 3 examples of this process. Since the launch of the paper supplier development process, they have seen a 20-30% increase in supplier performance. The presentation then concludes with a brief look at the next frontiers.
154. A Disciplined Approach to Strategic Sourcing at Sonoco September 2003 Mike Pope Sonoco This presentation discusses the disciplined approach to strategic sourcing at Sonoco. Sonoco is a global packaging company with customers in 85 nations. In 1998, they began centralizing their strategic supply management. In the early 2000s, the acquisition of a new CPO resulted in a greater responsibility for supply management, including the $100 million challenge. They also created a mandate that all spend areas with annual spend of over $500,000 per year are required to follow the strategic sourcing process. They developed 5 key implementation steps which resulted in a 50% increase in savings rate for 2002. It also increased compliance and collaboration. The presentation concludes with a summary of the critical success factors, barriers, and lessons learned. Tags: Sourcing Strategy
155. Paint Supply Chain September 2003 Nikhil Amin;Rob Heitmeier Steelcase Steelcase’s goal of their supply chain is to minimize the total cost of ownership. Their supply base for paint previously included 7+ suppliers with no true relationships. The paint supply team decided to minimize their supply base and increase supplier involvement to decrease total cost of ownership. The presentation ends with a review of the barriers and the key success factors.
156. Todays Successes, Tomorrows Challenges and Bridging the Gap September 2003 Lynn Gaardsmoe;Scott Hall The St. Paul Companies In this presentation, the St. Paul Companies discusses the role of procurement in creating and optimizing supplier relationships for the purpose of strategic sourcing. They created a mandate saying that all contracts expected to exceed $5000 in costs over a 6 month period is required to be competitively bid. They explain that it ended up working well, but it wont completely solve maverick spend problems. One of their greatest services procurement successes was creating the Global Outplacement Agreement, which negotiated first year cost savings of 40-60% savings over current prices with reductions in pricing across all job categories. At the end of the presentation, they then discuss the effect that SOx has had on procurement.
157. Parallel Path Procurement Evaluation September 2003 Mark Guilfoil;Vance Cathell United States Postal Service This presentation begins with a background of the USPS, and then begins to discuss their supply management practice. They have a total spend of $9 billion per year in the industries of Transportation, Capital Equipment, IT, Services, and Supplies. One of their best practices includes creating an Automation Category Management Center to process mail in 350 plants nationwide. This plan resulted in an estimated $5 billion cost reduction over the next five years. The presentation then shows a case study of the use of PPE for FEDR. This case shows the goals and constraints of the case, as well as its implementation. The efforts of SCM resulted in a savings of $9.75 million. Tags: Category Strategy
158. UT500 A Successful Cost Leadership Program September 2003 Caldwell Hart United Technologies Corporation UTC presents on the topic of UT500, a joint collaboration between Finance and Supply Chain resulting in the program being created to reduce costs. The presentation gives a visual of the program structure and details each groups composition. The goal of UT500 was to create empowered multifunctional, cross divisional working teams. The presentation describes the focus of UT500 as "Lots of $1000 ideas rather than one $500 million idea." To date, the program has resulted in a savings of $750 million and is expected to continue.
144. Evaluating E-Procurement Solutions September 2003 Ram Narasimhan;Srinivas Talluri;Anthony Ross Michigan State University The objective of the research team was to develop a methodology for measuring the traditional financial ROI from e-procurement solutions. This research report develops a structured, multi-phase, analytical methodology for evaluating alternative e-procurement solutions. The investigation revealed that there is a wide variance in the comprehensiveness with which e-procurement solutions are evaluated prior to implementation.
143. Indirect Spend September 2003 Phillip L. Carter; D.B.A.;Stewart L. Beall, C.P.M.;et al. CAPS Research Indirect spend is the sum of all purchased goods and services that do not end up in products or services delivered to the customer. On average, indirect spend equals 50 percent of a companys purchases. Reducing or eliminating indirect spend offers an opportunity to favorably affect a companys cost structure. CAPS Research, in partnership with Lucent Technologies, hosted an indirect spend workshop to define and develop good/best practices in the area of indirect spend.
142. Supply Organizational Structures August 2003 P. Fraser Johnson, Ph.D. The University of Western Ontario This white paper summarized results from presentations and discussions at a CAPS Research Best/Good Practices Forum on the topic of supply organizational structures, with an emphasis on organizational design, technology applications, process improvements, and employee training and development. Insights on organizational structures and the competitive environment, supplys structure, roles and responsibilities, organizational models and issues related to organizational design were provided.
141. Order Placement and Contract Conclusion in E-Business June 2003 Dr. Josef Vlcek European Center for Research in Purchasing and Supply (ERPS), Vienna, Austria
This study focuses on the rapid developments in information technology, especially in the use of the Internet as a communication tool that has led to new forms of placing orders and concluding contracts for B2B (business-to-business), B2C (business-to-consumer), and C2C (consumer-to-consumer) transactions.
This report is made available courtesy of the European Center for Research in Purchasing and Supply (ERPS), Vienna, Austria.
137. The Role of Reverse Auctions in Strategic Sourcing: Case Study Bechtel May 2003 Stewart L. Beall, C.P.M.;Craig Carter, Ph.D.;et al. CAPS Research;University of Maryland;Arizona State University;WHU;Otto Beisheim University;Emory University Bechtel, one of the worlds largest engineering-construction firms, believes that reverse auctions shift the advantage from the seller to the buyer if the market environment is correct. This report is to introduce the role of reverse auctions at Bechtel. Process, outcomes, training, and success factors are also discussed. Tags: Emerging Technology
138. The Role of Reverse Auctions in Strategic Sourcing: Case Study GlaxoSmithKline May 2003 Stewart L. Beall, C.P.M.;Craig Carter, Ph.D.;et al. CAPS Research;University of Maryland; Arizona State University;WHU-Otto Beisheim University;Emory University GlaxoSmithKline (GSK), a leading global pharmaceutical company, has an aggressive goal for savings in its annual spend. GSK expects a good proportion of these savings to come from the electronic reverse auctions (e-RAs) it plans to run. This report includes the motivations, process, rules, and results of e-RAs implementation at GSK. Tags: Emerging Technology
139. The Role of Reverse Auctions in Strategic Sourcing: Case Study METRO May 2003 Stewart L. Beall, C.P.M.;Craig Carter, Ph.D.;et al. CAPS Research;University of Maryland; Arizona State University;WHU-Otto Beisheim University;Emory University METRO Group, the third largest trading and retailing group in Europe and the fifth largest in the world, started with electronic reverse auctions (e-RAs) in 2000. The overall goal of the e-RA initiative was to achieve higher market transparency and increased process efficiencies as compared to face-to-face negotiations. This report studies METROs e-RA process, key success factors, and fundamental principles applying to all auction-related activities at METRO are also discussed. Tags: Emerging Technology
140. The Role of Reverse Auctions in Strategic Sourcing: Case Study Volkswagen May 2003 Stewart L. Beall, C.P.M.;Craig Carter, Ph.D.;et al. CAPS Research;University of Maryland; Arizona State University;WHU- Otto Beisheim University;Emory University Volkswagen (VW) considers itself at the forefront of innovations in purchasing management when it comes to electronic sourcing. The VW Group already manages nearly its complete procurement volume of almost 60 billion Euro via the Internet. Under the domain "VW Group Supply.com" online negotiations (VW uses this term instead of e-RA) along with other purchasing activities have already been introduced. Advantages, process, key characteristics, and key learning of online platform implementation are also discussed. Tags: Emerging Technology
136. Business-to-Business E-Commerce: A Study of Greater Chinese and U.S. Electronics and Apparel/Textile Firms May 2003 Sherry Thatcher, Ph.D. University of Arizona The results of this study help purchasing managers to understand the extent to which B2B e-commerce technologies are being used currently in the electronics and textile/apparel industries. In addition, the study examined the risks and benefits associated with B2B e-commerce systems, as perceived by U.S. and Greater Chinese firms, and provides recommendations for companies wishing to use B2B e-commerce tools effectively with their business partners in all four regions.
124. Integrating Suppliers Into Strategic Processes March 2003 Tony Pollock Unisys This set of slides presents Unisyss experience with integrating suppliers into strategic processes in four discrete supply chains: product development, manufacturing and distribution; resale IT services and business processes outsourcing; IT network services; and internal use suppliers and services.
125. Enhancing Measurement Systems to Transform Supply Chain Management at SBC Communications March 2003 Steve Welch SBC Communications Inc. This set of slides presents SBCs experience in enhancing performance measurement systems for its supply chain. It describes the critical success factors, tools and processes used in supply chain performance management and its resulting operational effectiveness as well as the critical factors and tools used in decision support area.
126. Sourcing in China for Competitive Advantage at NCR March 2003 Daniel J Enneking NCR This presentation presents NCRs experience with sourcing in China. It describes NCRs procurement strategy, structure and process; key drivers of change and sourcing in China, Strategy, structure, resources and process used when sourcing in China; and timeline and results.
127. Outsourcing for Strategic Advantage at Capital One March 2003 Don Jean Capital One This set of slides presents Capital Ones outsourcing efforts as a part of its "Smartsourcing" initiative to achieve strategic advantage. It presents Capital Ones approach on determining what to Smartsource and what is the right level of Smartsourcing.
128. Strategic Sourcing at Cummins March 2003 Randy Christoffersen Cummins Inc. This set of slides presents Cummins experience with strategic sourcing. It describes the background of its strategic sourcing efforts, reasons behind strategic sourcing, investigation as well as implementation steps, make vs. buy analysis and keys to success. Tags: Sourcing Strategy
129. Strategic Sourcing Services Spend March 2003 David M. Green Eli Lilly & Company This set of slides describes Eli Lilly & Companys experience with strategic sourcing of services spend. It presents Eli Lillys procurement history, services sourcing strategy, challenges and "fixes" in services sourcing and recommendations. Tags: Services, Sourcing Strategy
130. Organization and Governance Across Integrated Supply Chains March 2003 Charles R. Hicks Rolls-Royce Corporation This set of slides presents Rolls-Royces experience with implementing purchasing strategy. It describes how Rolls-Royce translates the strategy to operational terms, aligns the organization to the strategy, makes strategy everyones everyday job, makes strategy a continual process and mobilizes change through strong, effective leadership.
131. Organization and Governance for Integrated Supply Chains March 2003 Vincent J. Hrenak Gulfstream This set of slides presents Gulfstreams experience with integrated supply chain. It describes the organizational structure and change management processes, transformation strategies, and results of the transformations and process changes. Tags: Lean and Six Sigma, Value Chain
132. Exploring Supplier and Buyer Involvement March 2003 Jim Duckworth Motorola Using their Triton Project as a case example, this example describes Motorola Semiconductor Products Sectors experience with involving suppliers and buyers in the design and manufacturing processes.
133. Organization Strategies for Effective Performance March 2003 James A. Scotti Fluor Corporation This set of slides describes Fluors experience in optimizing the supply chain, converting to a center-led procurement organization and implementing a global strategic sourcing process.
134. Supply Chain Organization Design March 2003 Michael E. Slomke R R Donnelley This presentation covers R. R. Donnelleys supply chain organization design. It describes the elements of supply chain organization design, the structure of the 4 critical competencies, factors that have prompted changes, the resulting organizational structures, the composition of global commodity teams, challenges and the transformation of the buyers role. Tags: Organizational Design
135. Transforming a Supply Chain Organization March 2003 Kent Brittan United Technologies Corporation This presentation describes United Technology Corporations experience in transforming a supply chain organization. It presents company strategies, category formation of its technologies, and results.
123. The Role of Reverse Auctions in Strategic Sourcing February 2003 Stewart L. Beall, C.P.M.;Craig Carter, Ph.D.;et al. CAPS Research;University of Maryland;Arizona State University;WHU-Otto Beisheim University;Emory University This report presents the results of a comprehensive study of the use of reverse auctions (eRAs) in strategic sourcing. The report discusses the various forms and varieties of eRAs, examines what categories of products and services eRAs are used for, examines the economic value add and outcomes of eRAs for buyers and suppliers, and identifies the pros and cons of using eRAs for buyers and suppliers. The results are based on case studies with U.S. and European firms that are eRA "power users", suppliers, and third party providers of eRA software and consulting.
112. Supply Management Process Flow September 2002 Bill Kunca Dominion Resources Services, Inc. Dominion is one of the nations largest producers of energy. At the company, strategic sourcing process strives to reduce overall costs and improve processes, both internally and externally. The ongoing process is based on such 5 steps as (1) Initial Evaluation, (2) Research and Development, (3) Proposal Process, (4) Negotiation and Contract Development, and (5) Implement and Monitor. A central factor in all supply management strategies at the company is the Total Cost of Ownership (TCO). This presentation covers mostly the Spend Stream Analysis encompassing process flows of selecting spend categories for analysis, selecting & implementing specific cost ideas, recording ideas, validating savings estimates tools, and TCO levers (Cost Savings Ideas) analytical tools.
113. How We Formally and Routinely Measure Our Suppliers Performance - USAA September 2002 Dan Foley USAA USAA was founded on June 20, 1922 to serve mostly military families and is now a full line provider offering its members homeowners insurance, life insurance, mutual funds, and banking operations. Its supplier management goals include ensuring supplier compliance, creating processes to assist customers in managing suppliers, providing customers evaluation and communication tools for supplier performance and compliance feedback and developing a poor supplier into a good supplier. USAA requires a disciplined process to ensure supplier performance conforms to their contracted requirements embodied through 2-way communication and feedback. This report includes their procurement process, procurements role, contract administration roles and responsibilities, and Performance Evaluation Plan (PEP) used as a guide by USAA Performance Evaluation (PE) personnel. Strategic Supplier Relationship Programs goals, strategies, and supplier performance feedback benefits are also discussed.
114. Early Supplier Involvement September 2002 David M. Fetsko Rolls-Royce Supply Chain Management at Rolls-Royce must align objectives throughout the supply chain to achieve customer requirements. Early Supplier Involvement (ESI) was initiated to achieve this goal. The purpose of ESI is to deliver capable supply chain options that meet the customer requirements. The process focuses on involving the potential production suppliers in the concept design phase to meet the functional requirements at the lowest possible total life cycle cost. The process utilizes target costing and value engineering to achieve the desired results. This report discusses ESI key elements, strategic planning process, drivers (such as quality, cost, customer requirements), and supplier selection criteria.
115. Transition to Global Strategic Sourcing at Motorola September 2002 Gregg Goff Motorola Under Motorolas previous organizational structure, there were five autonomous business units, each organized by technology with separate supply management groups reporting to different functions in each business unit. Therefore, for common material and equipment, there was limited global leverage. In 1997, a new organizational approach was launched, in which five market-focused strategic business units are organized by sales and design. A new global strategic supply capability was organized that supported all five business units. Supply management focused on mastering both operational and strategic sides of business. This report discusses the reasons for having to address two business aspects simultaneously when devising sourcing strategy, the challenges, processes, tools, critical success factors, and results of this transition.
116. Strategic Sourcing Process - ExxonMobil September 2002 Hope Weber ExxonMobil This presentation is discusses the strategic sourcing approach at ExxonMobil. Strategic sourcing process consists of 4 phases: (1) opportunity identification, scoping and priority setting, (2) sourcing strategy development, (3) strategy execution, supplier selection and contract award, and (4) relationship management and contract administration. The goal of achieving significant benefits through enhanced integration and greater scale leverage can be facilitated by the process as procurement is uniquely positioned to take a global, cross business view of supply chains.
117. How We Use Our Strategic Sourcing Process September 2002 Marc Ensign Sonoco Sonoco is a packaging company with global operations. Sonocos sourcing process consists of 5 steps - analyze, recommend, select, implement, and manage. Sonocos strategic sourcing process has its own key process characteristics (such as combining marketing research and business need into a defined strategy) and key process deliverables (including improved total cost, integrated strategies, and improved compliance through collaboration). Future steps related to strategic sourcing are also presented.
118. Vendor Managed Inventory Program September 2002 Marci Sadler Valspar Corporation Valspar Corporation provides coatings and coating intermediates to a wide variety of customers. The specific project is targeting real-time visibility of their bulk inventories, having suppliers support costs for installation of telemetry sensors and reducing bulk inventories by $5,000,000. This report elaborates on how the company has dealt with those problems in a creative way. Benefits are also identified at the end such as optimized inventory levels for non-VMI material. Tags: Materials Management
119. Chevron Texaco 4+1 Strategic Framework September 2002 P. Massih;G. Hejtmanek ChevronTexaco To better manage corporate spending, ChevronTexaco (CVX) restructured its corporate procurement (CTP) organization. Purchasing at CVX is conducted by business units and is coordinated from strategic corporate groups in Houston, Texas and San Ramon, California. Each of CVX operating company contains its own procurement organization responsible for purchasing goods and services. In 2000, CVX reorganized the corporate procurement organization creating five groups, Strategic Sourcing, Supplier Management and Integration, Capital Project Procurement, eProcurement and Procurement Business Processes. These groups seek to provide direction and continuity for the overall procurement organization.
120. How We Use Our Formal Strategic Sourcing Process September 2002 Scott L. Sealing United Space Alliance, LLC As a world leader in space operations, United Space Alliance (USA) is a prime contractor for NASAs Space Shuttle Program. The companys strategic sourcing process is intended to achieve two strategic objectives - customer satisfaction and best value. The strategic sourcing process consists of developing a strategic plan while complimenting the business strategy, consolidating items with key suppliers, and pursuing total cost of ownership. The benefits are clearly focused on customer support. Results from the implementation are provided.
121. Reverse Auctions September 2002 Sharon K. Sadler SC Johnson SC Johnson (SCJ) has been creating innovative cleaning products for over 100 years. While piloting their reverse auction strategy, they had key objectives such as learning the process, identifying best practices, evaluating appropriateness of reverse auctions as a sourcing tool and cost savings. From a strategy perspective, almost any purchase can be negotiated on-line; and from a process perspective, significant preparation work is required. They now face major challenges as how to integrate reverse auctions into their e-sourcing strategy and into their global sourcing process.
122. Intel Supplier Web Suite September 2002 Todd Johnson Intel This report introduces the Intel Web Suite, including its background, how it works, roles and benefits to Intel. The Web Suite enables almost 90% of transactions online and is targeting 100% migration to XML/RosettaNet in the near future. Intel Web Suite is comprised of four key applications - Intel Payment Tracker, Intel Web Invoice, Intel Web ASN (Advanced Shipment Notification) and Intel Web PO. Details of each application are discussed. The most immediate benefit from implementing the system is positive supplier feedback. Key learnings are also presented, on data quality and supplier relations. Tags: Emerging Technology
111. Strategic Cost Management in the Supply Chain July 2002 Lisa M. Ellram, Ph.D., C.P.M. Arizona State University This research uses in-depth, on-site case studies to explore "best" practices in strategic cost management among leading-edge purchasing organizations today. Specifically, the research (1) identifies and studies a number of "best practice" organizations across several industries; (2) explores both upstream and downstream strategic cost management issues and practices; (3) synthesizes those best practices; (4) develops a prescriptive model for world-class cost management in the supply chain.
109. Chief Purchasing Officers Compensation Benchmarks and Demographics: A 2001 Study of Fortune 500 Firms May 2002 Thomas E. Hendrick, Ph.D.;Jeffrey Ogden Arizona State University The primary focus of this study is to provide descriptive statistics on CPOs compensation patterns at a point in time. A second product of the research is the development of a predictive "benchmarking" model of CPO compensation patterns as they relate to a number of demographic variables. These variables are those associated with specific CPOs (such as age, gender, educational background, etc.) and their firms (sales, annual spend, industry, etc.) An additional product of the study is a statistical profile of the 108 responding individuals who hold these positions in Fortune 500 firms.
110. E-Commerce Exchanges: Making Informed Decisions. Applying Best Practices May 2002 CAPS Research;McKinsey & Company CAPS Research;McKinsey & Company Sixteen companies were interviewed from industry-sponsored marketplaces (consortia) and private trading exchanges (PTXs) as part of the project. These companies included ten consortia and six private exchanges. Interview questions probed the value created by these exchanges through improvements in efficiency and effectiveness of several operational processes - including purchasing, product development, and overall supply chain management. The study has two aims: 1) Help buyers, suppliers, and investors to determine the functionality to seek from different types of e-supply tools in order to realize supply chain management value. (Value is expressed in terms of revenue, cost, asset utilization, risk, cycle time, quality, and customer service improvement.) 2) Help exchanges understand and leverage emerging best practices. The report outlines a set of key questions to guide e-supply tool selection and a framework to evaluate the value-creation potential of an exchange.
108. Major Changes in Supply Chain Responsibilities April 2002 Michiel R. Leenders, D.B.A.;P. Fraser Johnson, Ph.D. The University of Western Ontario Supply chain responsibilities refer to the functional activities, such as inbound transportation, inventory control, and warehousing, that report to the chief purchasing officer. This research examined major changes to supply chain responsibilities of the purchasing function in large companies with the objective of understanding the important reasons for the changes and implementation issues related to additions or deletions in responsibilities. The research also reported on the expected benefits of making changes to purchasings supply chain responsibilities.
79. Supplier Performance Measurement System March 2002 Bill Thomas The Boeing Company In this presentation, Boeing describes their supplier performance management system. The 4 elements included in the system are delivery, quality, affordability, and customer satisfaction. The suppliers are given a color to represent how well they performed on the report, gold being the best. The data gained from this can be used both internally and external to Boeing with an access controlled internet site.
80. Supply Chain Integration March 2002 Bob Reilly Kimberly-Clark In this presentation, Kimberly-Clark discusses their process of improving their supply chain performance by optimizing materials and services. They include many visual diagrams to show the process and structure of supply chain. They then discuss some of the benefits already realized by the shift in thinking, as well as some of the opportunities still available.
81. Total Customer Satisfaction at Waste Management March 2002 Brad Holcomb Waste Management In this presentation, Waste Management discusses their procurement goals and processes. Their procurement intranet system, 1ProcurementPlace, has consolidated all procurement activity and information library to one location. They also have a Total Customer Satisfaction (TCS) tool. This is a supplier driven, web based tool that helps the suppliers attain constant feedback in the form of evaluations and comparisons. As a result, their procurement cost reductions have dramatically increased over 2001.
82. How Supply Management Contributes to Cost Reduction March 2002 Carter Cherry The St. Paul Companies This presentation shows The St. Paul Companies reaction to the attacks on September 11. The ensuing economic downturn made them realize they had to improve procurement in order to survive. They redefined procurements role in the organization and made disaster recovery and security strategic concerns.
83. How HP Buys Professional Services March 2002 Corey Billington Hewlett Packard HP discuses the importance of the discovery audit. The discovery audit ensures that existing controls are effective and creates a baseline to inform decisions and negotiations. By using the discovery audit they discovered several control issues which resulted in a 7-10% average rate rollback. They feel their next step is to institutionalize their knowledge and best practices.
84. How We Have Successfully Installed A Supplier Managed Inventory March 2002 Don Klock Colgate-Palmolive Colgate-Palmolive begins the presentation by giving an overview of their supply chain. They have a two-way information flow with their suppliers, which helps them maintain their supplier managed inventory. Some of the benefits of a supplier managed inventory are shorter lead times, reduced inventory, and 100% visibility. The suppliers are considered a part of their supply chain, so they both share the benefits. Colgate-Palmolive then continues by explaining the process of choosing a new supplier and integrating them into their supply chain.
85. IBM Global Procurement/Integrate Technology Services March 2002 Edwin Coyle IBM IBM begins this presentation by sharing their Global Procurement mission statement. The Global Procurement division supports 181 countries around the world. They have a supplier performance process that links suppliers, buyers, and the IBM Procurement Administration. They use an online report process to track supplier performance and keep them in constant contact. The presentation includes a navigation of the supplier performance application they use and then discusses some of the benefits obtained through its use.
86. Fed Ex e-Commerce Strategy for Purchasing and Supply Chain Management March 2002 Edith Kelly-Green Federal Express Fed Ex begins by showing the thought process that led to the initial eProcurement system implementation in 1999, which led to an estimated technology-related savings of approximately $32 million in the first two years. However, a recent shift to center-led sourcing has required a more comprehensive eCommerce system. All seven Fed Ex companies will use one toolset comprised of Ariba and PeopleSoft systems which will reduce inefficiency through automation and create a savings of $50 million.
87. Buying Professional Services - Michelin March 2002 Erwin Wall Michelin This presentation details the steps that Michelin must take for purchasing to get involved early in the buying of professional services. Some of the key success factors include CEO involvement and collaborative supplier relationships. Tags: Services, Sourcing Strategy
88. Realizing Significant Savings Using Oracle iProcurement eBusiness Application Suite March 2002 Gregory Tennyson Oracle Oracle presents their decision to implement the iProcurement Application Suite. The Suite automates all procurement processes, so that all source-to-pay activities are electronic. It helped establish online communication tools with suppliers and a purchasing portal. In response to implementing this suite, they had a significant ROI, which confirmed its importance. Currently, they are working on globalizing the automated source-to-pay process.
89. How We Have Structured Our Purchasing and Supply Organization March 2002 Henri Irrthum Dupont DuPont begins the presentation by giving an extensive overview of the company as a whole, including its industry and locations. They have a global sourcing management process that is used to leverage sourcing both globally and regionally. They also have Logistics Purchasing Councils that total $1.6 billion spend. They have many e-procurement tools in place for the whole sourcing process for all supplies, services, raw materials, and logistics. Through these tools, they were able to estimate a $15 million savings in the first year.
90. How We Use On-Site Supplier to Enhance Communications March 2002 Howard Heuston Dynegy In this presentation, Dynegy explains the road they took to integrate their supply chain. It began as a strategic sourcing effort for their Midstream Services. This made them realize many more opportunities existed throughout the whole company. They implemented a new ATM-type kiosk for inventory management. They also created one electronic process for all purchased materials which eliminated all paper transactions. The presentation includes a visual of their "One Call" design.
91. Strategic Sourcing Process - Teradyne March 2002 Jack Lanzoni Teradyne This presentation overviews Teradynes current work toward implementing a strategic sourcing process. Through the use of a commodity grid, they identify the critical sourcing solutions and develop sourcing plans. The presentation includes visuals of their sourcing solutions.
92. Achieving Global Leverage March 2002 Jim Duckworth Motorola SPS In 1997, Motorola launched a new organizational approach featuring 5 market-focused strategic business units organized by sales and design, and a new centralized supply management group. To facilitate this centralized model, some of the following processes were implemented: global commodity teams, key supplier lists, supplier business reviews, supplier performance ratings, negotiation processes, and supplier awards and recognition. Results indicate supply management is now more integrated into the business. Next steps are also presented.
93. How We Have Organized Our Supply Function Into Two Teams March 2002 Jim Hart Rockwell Automation Rockwell presents their journey in transforming their organization. They split their supply management division into two key areas: strategic sourcing and operations procurement. They then discuss the lessons they learned by completing this transformation. Tags: Sourcing Strategy
94. Extending Supply Chain Reach Via e-Business March 2002 Jim Neikirk Entergy Entergy presents their strategy of using e-Business to extend supply chains reach. They link their commodity management process to a model by Pantellos, an industry-sponsored consortium, which consists of commerce, community, and collaboration. Currently the plan has been in place for a year and is being aggressively pursued, and has already shown positive outcomes.
95. Fluor Corporation Global Procurement Strategy March 2002 Joel Jelinek Fluor This presentation shows Fluors strategy to integrate their supply chain after their merger with TradeMC. The merger resulted in the formation of Fluors Strategic Sourcing and Global Procurement Business Unit which successfully engages suppliers and focuses on the value for their clients. The presentation also includes organization charts to help visualize the role of global procurement in the company.
96. How We Have Defined Our Overall e-Commerce Strategy - Guinness March 2002 Johanna Martinez Guinness UDV North America, Inc. This presentation shows how Guinness implemented a successful e-procurement strategy in 2001. Their strategy utilized e-procurement tools such as Ariba to complete eRFxs and online reverse auctions. The eRAs were a vital addition to their e-procurement tools because they result in a savings of 10-15%. The end of the presentation shows the stages of the eRA process and the activities, tools, and frameworks associated with them.
97. Strategic Sourcing Process Plan March 2002 John Foulk Goodrich The beginning of this presentation announces BF Goodrichs company name change to Goodrich, and thus their exit from tires and chemicals and entry into aerospace. Because of this change, they had to take a new strategy with procurement by creating the Supply Management Council to represent all of Goodrich and begin implementing key sourcing initiatives. They hope that with the new strategic sourcing plan, they will eventually realize a savings of approximately 4% a year.
98. Instilling Strategic Sourcing Thinking March 2002 Keith Koppernolle American Family Insurance American Family Insurance begins this presentation by asking the question "What is Strategic Sourcing?" This question is a multiple choice, and they believe that the answer you choose creates your definition of strategic sourcing in your company. If you answer yes to all questions, you have a procurement organization that is headed by upper management that understands the importance of strategic sourcing. If you did not choose yes to all of the questions, the presentation goes through the steps of "turning the light on" for your department and introducing them to the concept and thus the importance of strategic sourcing.
99. Professional Services Approach March 2002 Lisa Martin Pfizer This presentation shows how Pfizer learned of problem areas within their practices by internal interviews. They discovered that there were no formal approval processes in place because their performance metrics had not been developed by Pfizer, but rather by an external party. In response, Pfizer brought in consultants to help create successful relationships in the bidding process, scope definition, and approval process. The overall recommendation provided by the consultants was to split the project team into three subteams and have a three-tiered approach.
100. Proactive Supplier Development - RR Donnelley March 2002 Michael Slomke RR Donnelley RR Donnelley presents their supplier development process. It begins with an evaluation process to drive continuous improvement. They also use a supplier scorecard that integrates supplier integration projects with six sigma methodology. They give two examples of the supplier projects that are supported by six sigma, then go into how six sigma brings order to complex problem solving.
101. Organizing Procurement Into Two Teams March 2002 Steve Townsend USAA In this presentation, USAA begins with a history of the company and the industries they are currently working in. They then show that prior to their reorganization, they had little to no competency in negotiation or cost savings and procurement. Upon this realization, they created a new strategic procurement model that had a greater focus on cost savings, e-procurement, customer service, and supplier management. They also created a procurement core-competency training and certification program to ensure quality professional development opportunities. They also discuss their need for a long-term corporate negotiation capability that they are currently working to attain.
102. Supplier Quality Management - SBC Services March 2002 Steve Welch SBC Services This presentation shows how SBC created QuEST to measure and track quality in the telecommunications industry. Within this, Supplier Performance Management played a big role because it created a competitive advantage. The presentation shows many visuals of how the SPM system is used. The feedback from suppliers has been very positive, so SBC is continuing to implement new factors into the SPM process.
103. Green Environmental Corporate/Supplier Objective March 2002 Sue Perszyk SC Johnson and Sons SC Johnsons "Greenlist," is primarily focused on the environmental impact of the materials they choose to put into their products. The "Greenlist" is meant to go beyond the minimum environmental regulations and look to the future of environmental policy. They have created a materials rating system which is calculated annually to show them how well they are hitting their environmental goals. Going through this process has taught them important lessons that they share at the end of the presentation.
104. How We Manage and Measure the Contribution of Procurement - Sonoco March 2002 Terry Sueltman Sonoco Sonoco presents their 8 key processes and 4 key values for world class supply management. They achieve savings through great people and effective processes, as well as a broad cost attack consisting of leverage, compliance, and six sigma manufacturing. One methodology they have is to report year-over-year savings as productivity. They recommend many processes, including segmenting cost avoidances and have finance resources assigned to supply management.
105. Cornings Incorporated Strategic and Tactical Supply Function March 2002 Tom Blumer Corning This presentation gives a brief background of Corning, and then proceeds to explain their view of their strategic sourcing value chain and the structure of procurement and transportation. The presentation also shows the Procurement 12-Step Process which includes three levels of innovation to encourage a customer focus. The presentation concludes with a discussion of the key challenges they face in implementing the strategic supply structure.
106. Vendor Managed Inventory March 2002 Tony Pollock Unisys Unisys presents their transition to a vendor managed inventory program from 1998 to 2002. They implemented the system in three phases throughout the 5 years, which resulted in many benefits including a 50% reduction in parts inventories. They faced many issues, one of which was that some of their suppliers were not e-business enabled. Their Global Network Services Environment was implemented for direct buy parts and warranty and repair parts, and also faced similar issues as the inventory program. However, the benefits included greater flexibility and a cost reduction of approximately $2 million annually.
107. How We Manage and Measure the Contribution of Procurement - Gulfstream March 2002 Vincent J. Hrenak Gulfstream Aerospace Gulfstream Aerospace presents their procurement management strategy. The strategy is to create an integrated organization founded on corporate vision, strategy, and operating priorities. They have an objective of continuous improvement. They attain this through the use of their supply management council and collaborating with their suppliers. The suppliers are monitored with the Supplier Report Card, which grades them in many areas to ensure that the suppliers are always working to their standards. Gulfstream also has a small and minority business performance program to encourage them to obtain the standards that are necessary to become suppliers.
74. Benchmarking for Continuous Improvement October 2001 Brian Duckett Entergy Entergy presents its strategy to use benchmarking for continuous improvement. Based on what area needs to be improved, they first determine whether they are looking for a strategic or tactical benchmark. They also use the Supply Chain Operations Reference (SCOR) model to apply best practices, performance metrics and process reengineering to the entire supply chain. They seek out multiple benchmarks to "triangulate" their relative performance position. The presentation concludes with lessons learned.
75. Supplier Scorecard and Customer Perf. Report October 2001 Steve Belleville Iomega Iomega uses this presentation to discuss their use of the supplier scorecard. The purpose of the supplier scorecard is to measure strategic supplier performance to foster cooperation. The scorecards are broken down by category, and the scorecard rollup is done by a cross functional team, commodity management team (CMT) consisting of stakeholders. The presentation then discusses the roles and responsibilities of members of Iomega as well as those of the suppliers. The presentation concludes with a list of quarterly review expectations.
76. Supplier Council Process October 2001 David Clay Schneider Electric In this presentation, Schneider Electric discusses their supplier council process. The presentation begins with their mission statement. The Supplier Council consists of the Purchasing VP, Directors, and other executives, as well as 7 invited suppliers. Two councils, Production Materials and General Purchasing, are held, which discuss pre-determined topics. Suppliers also get the opportunity to give Schneider Electric feedback regarding what isnt working. These meetings are held 3-4 times annually.
77. How We Use e-Markets to Purchase Goods and Services October 2001 Dag Danielson Statoil In this presentation, Statoil discusses its use of e-tools within purchasing. Statoil utilized e-procurement both internally and externally, and was implemented by e-procurement implementation teams. The teams aided in adoption of action plans. One of these action plans is integration with Trade Ranger, an internet based marketplace for buying and selling materials and services in the energy industry. The presentation includes a visual of the e-procurement infrastructure. It then concludes with a list of challenges. Tags: Emerging Technology, Services
78. Procurement of Professional Services October 2001 Donald Featherston USAA In this presentation, USAA begins by listing the many reasons why professional services are an important part of procurement. They then list the requirements for professional services agreements. Procurement is able to aide in sourcing these services, but many times must sell their ability to do so. They also list the negotiation strategy for successful professional services negotiation, and list the pitfalls and risks associated.
73. Senior Purchasing and Supply Managers (SPSMs) Compensation Benchmarks and Demographics: a 2001 Study July 2001 Thomas E. Hendrick, Ph.D.;Jeffrey Ogden Arizona State University The purpose of this study is to facilitate a first-of-its-kind survey of annual compensation packages for senior purchasing and supply managers of United States Fortune 500 companies.
72. Achieving World-Class Supply Chain Alignment: Benefits, Barriers, and Bridges June 2001 Stanley E. Fawcett, Ph.D.;Gregory M. Magnan, Ph.D. Brigham Young University;Seattle University
This focus study was conducted to answer the following questions:
1. What is supply chain integration in practice?
2. What factors motivate firms to engage in supply chain arrangements?
3. To what extent does organizational support exist for supply chain initiatives?
4. What benefits/outcomes are expected from supply chain integration?
5. What barriers must be overcome to achieve effective supply chain integration?
6. What are the tools and techniques that facilitate supply chain integration?
7. To what extent are SCM practices really being implemented?
45. Enterprise-Wide Supply Management Councils March 2001 Alex Brown Advanced Micro Devices, Inc. This set of slides presents World Class Supplier Process (WCS) as implemented in AMD. It describes a brief history of the program, its purpose and vision, organizational structure, roles and responsibilities of the organization as well as individual teams, and the WCS process and benefits.
46. Strategic Sourcing: Converting into a Profit Center March 2001 Lou Vaccarelli BMG Entertainment This set of slides summarized the 3 phases on how BMG Entertainments production, manufacturing and purchasing departments have evolved into "Strategic Sourcing", and how they are moving from a "non-revenue" generating department, into a profitable, revenue generating business unit with a shared service perspective. Tags: Organizational Design
47. Boeing Supplier Performance Measurement March 2001 Bill Thomas The Boeing Company This set of slides presents Boeings approach to Supplier Performance Measurement including measurement elements, measurement scale, and definition.
48. How We Manage Cross Functional Teams March 2001 John Gaston Chevron This set of slides presents Chevrons experience with designing and managing cross-functional teams. It presents Chevrons global procurement organizational structure, key usage of the cross functional team, team composition, strategic sourcing processes, team roles, and critical success factors.
49. How We Have Organized into Two Tiers: Strategic and Day-to-Day March 2001 Howard Heuston Dynegy, Inc This set of slides presents how Dynegy organized its supply chain into two tiers: strategic initiatives and sustaining operations teams.
50. Inventory Management March 2001 Edward Hoffman Eastman Kodak This set of slides presents Kodaks approach to inventory management. It describes the goals, purchasing processes, strategies, definitions of common practices, current applications, process flows, models and future plans.
51. Structuring the Organization for Effective Global Procurement - ExxonMobil March 2001 Marc Van Eeckhoudt ExxonMobil This set of slides presented how Exxon Mobil Corporation structured their organization for effective global procurement. Topics covered include Exxon Mobils procurement mission, role and scope, their purchase to pay process and organization design.
52. Supplier Performance Measurement March 2001 Sam Straight GlaxoSmithKline This set of slides described GlaxoSmithKlines experience with supplier performance measurement. Specifically, it presented architecture and functionalities of the information technology tools used to track and distribute supplier performance measurement as well as a break down of indicators used to measure supplier performance.
53. Outsourcing "Sacred Cows" at Honda March 2001 Jim Wehrman Honda of America Mfg., Inc. This set of slides describes how Honda has outsourced its suspension knuckle assembly. It addresses different sourcing alternatives and presents in detail the outsourcing alternative, its challenges and countermeasures, its project organization, a high level project plan and results. Four sourcing options are considered and evaluated. They are to build a new subassembly plant near the vehicle plants, expand an existing plant, outsource to an existing supplier and outsource to a new supplier for the suspension knuckle assembly.
54. Digitization and Direct Sourcing March 2001 Bill Ramsey Honeywell This set of slides describes Honeywells experience with digitization and direct sourcing. It provides an overview of the digitization process, including need identification, supplier selection, contract management, planning/requirements release, payment and measurement, etc . Tags: Sourcing Strategy
55. Supplier Performance Management March 2001 Ed Coyle IBM This set of slides described IBMs approach to automated supplier performance management. Topics covered include reviews of the three phases of IBMs e-business objectives, screenshots of the IBMs supplier performance management system and its benefits.
56. Proactive Supplier Development to Reduce Costs, Improve Quality and Service March 2001 Rick Baran International Truck and Engine Corporation This set of slides describes International Truck and Engine Corporations experience in proactively developing suppliers to achieve cost reduction, improve quality and service. It presents the Advanced Product Quality Planning process and the E-Spec tool that is used to communicate data between the company and its suppliers. They also present the basics of its value methodology and give examples of materials engineering, cost management partners sharing savings program and tooling engineering.
57. How We Formed and Manage a Purchasing or Buying Consortium March 2001 Stan Jankowski Jet Propulsion Laboratory This set of slides briefly describes the attributes, opportunities, issues and different types of consortiums including virtual consortiums. Tags: Sourcing Strategy
58. Using Innovative Metrics to Measure Purchasings Contribution March 2001 Debbie Manos KeyCorp This set of slides described how Key Bank measure purchasings contribution to corporate goals. It presents Key Banks approach to linking procurement results to financial results using Procurement Efficiency Ratio and Savings Initiative Scorecards and measuring the effectiveness of procurement in supporting a changing corporate culture using Demand and Compliance Management Expense Reporting.
59. MRO Purchasing Via the Internet March 2001 Jim Duckworth Motorola Inc. This set of slides describes Motorola Semiconductor Products Sector (SPS)s experience with implementing an internet catalog based tool for MRO purchasing. It presents the e-purchasing process, current status, advantages and challenges. Tags: Emerging Technology
60. Structuring the Organization for Effective Global Procurement - NCR March 2001 Dan Enneking NCR This set of slides presented how NCR structured its organization for effective global procurement. Topics covered include NCRs procurement strategy and direction and organizational model.
61. Measuring the Value Proposition March 2001 John S. Gundersen Newmont Mining Corporation Newmont Mining Corporation presents its approach to translating purchasing contribution into corporate goals and measurable financial terms. It describes various types of value creation opportunities, the "Dollarization" method (the method of translating the value of a change into financial terms), incentives behind Dollarization as well as pitfalls to avoid. It also provides examples of value creation opportunities.
62. How We Changed Our Structure to Become a "World Class Customer" March 2001 James Kozlowski Pepsi Co. This set of slides presents Pepsicos experience in developing world class suppliers while becoming a world class customer. It describes purchasing objectives, its old versus new purchasing models, its efforts in consolidating purchases with world class suppliers including the reduction of total system costs, and various ways to develop long term relationship with its suppliers.
63. Global Aerospace Procurement Organization March 2001 Charles R. Hicks Rolls-Royce This set of slides describes the Rolls-Royce Global Aerospace Procurement organization. It presents Rolls-Royces global procurement structure, sourcing group structure, procurement council structure, procurement planning and processes, and procurement vision.
64. Supply Managements Role in Mergers and Acquisition Strategy March 2001 Steve Welch SBC Services This set of slides describes SBC supply managements role in its mergers and acquisition strategy. There are three major components. Component one described some observations regarding mergers and acquisitions as well as merger launch process. Component two described SBC strategic supply chain process, supply chain merger savings, required saving methodologies and procurement principles. Component three presented a case study of key learning from Telecom merger.
65. Outsourcing Decision Making at Schneider Electric March 2001 Vic Venettozzi Schneider Electric This set of slides presents Schneider Electrics approach to outsourcing decision making. It describes how Schneider Electric categorized processes according to their criticality and complexity and then matched each process with appropriate sourcing strategies. It also describes the details of the outsourcing initiative, deployment policy, 10-step evaluating process and advanced manufacturing responsibilities.
66. Coping with Installing an e-Procurement System March 2001 Hans-Joachim Lumbe Siemens This set of slides describes Siemens experience with installing an e-procurement system. It presents Siemens organizational structure, its purchasing redesign program and e-Procurement tools implemented.
67. Moving from a Decentralized Supply Management Structure to a Centralized Structure March 2001 Len Cooper Texaco SCM provides a level of coordination that balances local, business unit requirements with Texaco total cost performance. SCM is structured to ensure alignment of strategies and processes to optimize total cost of ownership for the corporation. However, SCM resources are distributed, aligned and integrated within business operations These principles directed Texaco in its design of Global Supply Chain Management (GSCM) - the redesign of Texacos method of acquiring goods and services. This presentation describes Texacos experience of transforming GSCM into a collaborative company-wide process.
68. On-site Suppliers March 2001 Rick Love Thomson Multi Media This set of slides describes Thomson Multi Medias experience with on-site suppliers. It utilizes real-life examples to demonstrate how on-site suppliers provide solutions to three problematic issues at the factory: variable production schedules, part shortages, and incorrect inventory items.
69. Procurement of Professional Services at USAA March 2001 Stephen W. Townsend USAA This set of slides presents special characteristics, successful negotiation strategies, pitfalls and risks associated with procurement of professional services.
70. Internet and Asset Recovery. Is There Gold in Your Surplus? March 2001 Keith Strange United States Postal Services This set of slides describes the United States Postal Services approach to using the internet to help with asset recovery. It presents an overview of the Postal Asset Recovery program, examples of selling postal surplus via the internet, lessons learned and benefits of internet auctions. Tags: Emerging Technology, Value Chain
71. Building an Effective Global Procurement Organization March 2001 Roy Armes Whirlpool Corporation This presentation describes Whirlpool Corporations approach to building an effective global procurement organization. It presents challenges and opportunities Whirlpool faces, the companys major initiatives, benefits, issues, lessons learned and next steps to drive future global benefits.
44. Report on the Job Analysis to Update the Certified Purchasing Manager and Accredited Purchasing Practitioner Examinations January 2001 Eugene W. Muller, Ed.D. Industrial and Educational Measurement, Inc. This report describes the methods and results of a comprehensive job analysis of the purchasing and supply management function, conducted for the National Association of Purchasing Management from November 1997 to January 1999.
43. Purchasings Contribution to the Socially Responsible Management of the Supply Chain December 2000 Craig R. Carter, Ph.D.;Marianne M. Jennings, J.D. University of Maryland;Arizona State University The purpose of this research is to examine the involvement of purchasing managers in the socially responsible management of the supply chain. This concept is referred to as purchases social responsibility (PSR) and consists of a wide array of behaviors that fall into the categories of environment, safety, diversity, and human rights, and quality of life, ethics, and community and philanthropy activities. The factors that drive PSR, barriers to PSR, ways of overcoming those barriers, and outcomes of PSR are examined in greater detail in the report.
42. Coming into Focus: Using the Lens of Economic Value to Clarify the Impact of B2B e-Marketplaces November 2000 CAPS Research;McKinsey & Company CAPS Research;McKinsey & Company The goal of the research was to provide an objective analysis of the benefits, strategies, and capabilities of B2B e-marketplaces so that B2B e-marketplace users could better understand the purchasing and supply management functionalities they offer.
41. Chief Purchasing Officers Compensation Benchmarks and Demographics: A 1999 Study of 152 Fortune 500 Firms August 2000 Thomas E. Hendrick, Ph.D.;Jeffrey Ogden Arizona State University This report provides a statistical analysis of the compensation patterns (including salary, bonus, benefits) for CPOs at the time of the study. The research also develops a predictive benchmarking model for CPO compensations based on a number of demographic variables. Finally the study presents a demographic profile of the 152 respondents who hold CPO positions in Fortune 500 companies.
40. International Purchasing and Supply Management: A Comparison of U.S. and German Practices February 2000 Lutz Kaufmann, Ph.D.;Craig R. Carter, Ph.D. University of Giessen, Germany;University of Maryland This research identifies successful international purchasing and supply management practices. First, it explores how successful firms have designed their international purchasing and supply management systems, and how these designs relate to both external and internal success factors. Second, it looks at how international purchasing and supply transactions can be managed successfully within those contexts. Finally, world-class purchasing practices are identified and compared in manufacturing industries in the United States and in Germany. Tags: Organizational Design
38. A Skills-Based Analysis of the World Class Purchaser January 2000 Larry Giunipero, Ph.D., C.P.M. Florida State University The objective of the research was to define the world class purchasing/supply management (P/SM) individual. The goal of this effort was to highlight the efforts in developing a skills matrix for such individuals. The results were gathered from interviewing or surveying more than 100 purchasers, collecting data from more than 30 corporations, and extensively reviewing the literature. Finally, a survey sample of 96 purchasing managers indicated current skills and knowledge required for a world class P/SM individual. The document, which contains several approaches to this daunting task, should provide P/SM managers data to consider when developing skill models within their organizations. Tags: Talent Management
39. Major Structural Changes in Supply Organizations January 2000 Michiel R. Leenders, D.B.A.;P. Fraser Johnson, Ph.D. The University of Western Ontario This research examined major changes in the purchasing/supply organization of 10 large companies and ascertained the reasons for the change and the important benefits and costs of the changes. The research established the internal and external drivers of these changes and examined how the changes were implemented.
35. A Multi-Country Study of Strategic Topics in Purchasing and Supply Management June 1999 Thomas E. Hendrick, Ph.D.;Ulli Arnold;Andrew Cox;Marion Debruyne;Jacques de Rijcke;Paul Iyongun;Jacques Liouville;Gyongyi Vorosmarty Arizona State University;University of Stuttgart (Germany);University of Birmingham (United Kingdom);University of Gent (Belgium);Wilfred Laurier University (Canada);Robert Schuman University (France);Budapest University (Hungary) The research looked at what changes (or drivers of change) are under way (or are expected to occur in the next decade) in both external global economic/political environments, and internal organizational environments that are expected to have a direct or indirect impact upon the nature of both traditional and/or leading-edge purchasing and supply management functions, activities, authorities, responsibilities, domains, human resources, organizational structures, services, suppliers, and customers/clients.
36. The Impact of Purchasing on Financial Performance June 1999 Julia S. David, Ph.D.;Yuhchang Hwang, Ph.D.;et al. Arizona State University This research used the CAPS benchmarking database and data on publicly held firms to explore relationships between purchasing performance, as reported on CAPS benchmarking studies, and financial performance of firms. The study speaks to the aggregate relationships between purchasing and financial performance but does not evaluate the performance of individual firms.
37. Reducing the Transactions Costs of Purchasing Low-Value Goods and Services June 1999 Robert J. Trent, Ph.D.;Michael G. Kolchin, D.B.A., C.P.M. Lehigh University This study looked at how organizations can reduce the time, effort and cost of low-value purchases so that more resources can be dedicated to high-value purchases.
34. ISO 14000 Assessing Its Impact on Corporate Effectiveness and Efficiency May 1999 Steven A. Melnyk, Ph.D., CPIM, et al. Michigan State University This report details a two-phased in which American firms attitudes toward ISO 14000 were analyzed, the firms approach to ISO 14000 and environmental management systems were reviewed, and the implications of these facets of environmentally conscious manufacturing were summarized. The project addresses the following research questions: What is the initial predisposition of potential users of ISO 14000 to the ISO 14000 standard, how are these predispositions influenced by factors such as past experiences with ISO 14000 registration and success, and improved market and corporate performance.
32. The Role of Supply Management in Target Costing January 1999 Lisa M. Ellram, Ph.D., C.P.M., C.P.A. Arizona State University This report investigates how leading firms use target costing in purchasing and supply. The research examines factors that influence implementation, the role of purchasing and supply professionals, supplier involvement, and variations among industries.
33. Developing a World-Class Supply Base January 1999 Daniel R. Krause, Ph.D.;Robert B. Handfield, Ph.D. Michigan State University This report provides a process model that can aid managers in developing world-class suppliers in all corners of the world. The model is illustrated with best practices derived from case interviews and is supported with additional insights from a survey questionnaire. The model is broad enough to be applied to any industry (product or service-related), yet it must be interpreted and adapted to the readers unique industry and organizational characteristics. The description of the process model is followed by three detailed cases that provide further insights into the supplier development process.
30. The Future of Purchasing and Supply: A Five- and Ten-Year Forecast September 1998 Phillip L. Carter, D.B.A.;Joseph R. Carter, D.B.A., C.P.M.;Robert M. Monczka, Ph.D.;Thomas H. Slaight;Andrew J. Swan. CAPS Research;NAPM;A.T. Kearney, Inc. This report provides a forecast of the future environment in which purchasing and supply professionals will be working five and 10 years into the future. This forecast will allow professionals and their organizations to better plan and prepare for the future.
31. The Making of the CPO: The Mobility Patterns of Chief Purchasing Officers September 1998 Aaron A. Buchko, Ph.D. Bradley University This report studies the career paths of executives in purchasing and supply management. The research looks for patterns that accompany career moves within, into and out of the purchasing and supply function. It also looks at the history of career moves from the chief purchasing officer position to other executive positions in the organization. Tags: Talent Management
28. Ethical Issues in Global Buyer-Supplier Relationships June 1998 Craig R. Carter, Ph.D. University of Maryland This study investigates the factors that comprise ethical issues in global sourcing, the precursors and outcome of ethical purchasing behavior, and distinctions in the perceptions of ethical behaviors that might exist at different levels within the purchasing organization as well as between purchasing and global suppliers.
29. Environmental Supply Chain Management June 1998 Ram Narasimhan, Ph.D.;Joseph R. Carter, D.B.A., C.P.M. Michigan State University;Arizona State University Environmental supply chain management (ESCM) consists of the purchasing functions involvement in activities that include reduction, recycling, reuse, and the substitution of materials. This study examined how intra- and inter-organizational factors both drive and constrain purchasings involvement in ESCM. Also, the research provides practical guidelines and methods of using environmental audit information for dealing with supply base management, capability buying relating to process and product technology, supplier alliances, and early supplier involvement in new product development.
27. Purchasing and Supplier Involvement: New Product Development and Production/Operations Process Development and Improvement February 1998 Michael A. McGinnis, D.B.A., C.P.M. University of South Alabama This report assesses early supplier involvement in new product design (NPD). Specific issues examined include the roles of purchasing, supplier identification and certification, timing of involvement, technology sharing, monitoring and control, risks/rewards, timesaving, and quality cost issues in early supplier involvement.
26. Purchasing Consortiums: Horizontal Alliances Among Firms Buying Common Goods and Services. What? Who? Why? How? September 1997 Thomas E. Hendrick, Ph.D. Arizona State University This research explores combining requirements for goods and services of two or more buying organizations to gain the price, design, supply availability/assurance benefits (and other benefits) of higher volume commitments. In what environment(s) or situation(s) does consortium buying work best? What are the problems? What are the benefits? What are the legal issues? How should purchasing develop and structure consortium buying?
24. Measures of Purchasing Effectiveness July 1997 Harold E. Fearon, Ph.D., C.P.M.;William A. Bales, C.P.M. Arizona State University, Emeritus; The objectives of this study were to determine what measures are considered to be useful by CPOs, and CEOs, see what measures CPOs use, and establish guidelines CPOs can use to select purchasing performance measures. A questionnaire to, and interviews with, the 60 CPOs of major firms attending the March 1993 CAPS International Executive Purchasing Roundtable revealed 89 measures in six categories in use: Purchase cost savings/avoidance, 22 measures; Managing supplier base, 39 measures; Internal customer satisfaction, 7 measures; Purchasing cost, 10 measures; Resource utilization, 8 measures; and 3 Other measures.
25. Conditions That Create Influence for Purchasing in Corporate Strategic Planning July 1997 Larry Smeltzer Arizona State University This research looked at what differentiates firms in which the material sourcing process is highly integrated with corporate strategic planning from those in which the sourcing process is minimally integrated into corporate strategic planning. The answers to this question enables purchasing managers to identify pathways for the inclusion of purchasing concerns in corporate strategic planning.
23. Outsourcing: Implications for Supply Management April 1997 Lisa M. Ellram, Ph.D., C.P.M.;Arnold Maltz, Ph.D. Arizona State University;New Mexico State University This study looked at how an organization decides which purchases to outsource, what skills and organizational approaches seem to be critical success factors for the outsourcing of MRO, and what role the purchasing function has played in the decision and ongoing management of MRO outsourcing.
21. Purchasing and Supply Management: Future Directions and Trends November 1995 Joseph R. Carter, D.B.A., C.P.M.;Ram Narasimhan, Ph.D. Arizona State University;Michigan State University This report provides a vision for what the purchasing function will look like in the future, including roles, responsibilities, capabilities, and organization. The study analyzed information on the current practices, concerns, and plans of business units to improve their operational competitiveness through efficient, effective, and novel purchasing organization and practices.
22. Purchasings Organizational Roles and Responsibilities November 1995 Harold E. Fearon, Ph.D., C.P.M.;Michiel R. Leenders, D.B.A. CAPS Research;The University of Western Ontario This study answers the questions: What are the responsibilities of those charged with executing the supply function in large companies, and how is the function organized? Who is in charge, using what title, and what is this persons background? This study includes information on centralization / decentralization; head count; changing responsibilities; reengineering / downsizing; teaming; reporting; and how purchasing fits into organizational strategy.
20. Purchasing from Minority Business Enterprises: Best Practices August 1995 Richard J. Auskalnis, C.P.M.;Carol L. Ketchum;et al. CAPS Research;Fermi National Accelerator Laboratory This report used CAPS benchmarking data to identify those organizations having the greatest success in purchasing from Minority Business Enterprises (MBE). Through in-depth interviews and questionnaires, CAPS identified the policies, procedures, and programs top performers use, as well as what makes their minority efforts succeed.
18. Role of Carriers in Buyer/Supplier Strategic Alliances May 1995 Julie J. Gentry, Ph.D. University of Arkansas This report looked at the role that transportation providers play in the success of strategic supplier partnerships and supply chain management. How do carriers contribute to overall success of the buyer/supplier relationship? Tags: Logistics, Supplier Programs
19. Purchasing of Nontraditional Goods and Services May 1995 Harold E. Fearon, Ph.D., C.P.M.;William A. Bales, C.P.M. CAPS Research This study looks at how most purchasing departments tend to limit their activities to raw material and MRO buys. How are the purchases of other items, such as construction, utilities, resale items, and real estate handled? Who does it? What are the relative dollars spent? What works? Can the purchasing department add value? Twenty goods and 69 services were analyzed. Tags: Materials Management, Services
17. Purchasing and Sourcing Strategy: Trends and Implications January 1995 Robert M. Monczka, Ph.D.;Robert J. Trent, Ph.D. CAPS Research;Lehigh University This study provides information about procurement and supply/sourcing strategy trends in selected areas. Research was conducted with more than 100 companies over a three-year period to specifically identify strategy trends.
16. Purchasings Contributions to Time-Based Strategies December 1994 Thomas E. Hendrick, Ph.D. Arizona State University This study reports on purchasings involvement in and contribution to the time-based strategies of Process time compression, (also known as "cycle time reduction" and "speed to market"), and resource flow synchronization" (also known as "just in time/just on time"). The key questions addressed and answers provided in this report include importance, target activities, methods, tools, organizational structures, success factors and results from the use of these strategies. In addition, comparisons are drawn among high technology, general manufacturing and service organizations in their approaches to these initiatives. Gap analyses are presented that indicate where firms believe they should be doing more than current practice.
15. Total Cost Modeling May 1994 Lisa M. Ellram, Ph.D., C.P.M. CAPS Research This research explores (1) the benefits from total cost of ownership approaches, (2) various types of cost models used, (3) the pros and cons of each type, and (4) whether certain models are more compatible with specific types of purchases.
14. Cross-Functional Sourcing Team Effectiveness October 1993 Robert M. Monczka, Ph.D.;Robert J. Trent, Ph.D. Michigan State University;Lehigh University The research was conducted with more than 100 cross-functional sourcing teams including more than 700 participants in 18 leading companies. Critical factors leading to teaming success were identified. Tags: Organizational Design
13. CEOs/Presidents Perceptions and Expectations of the Purchasing Function May 1993 William A. Bales, C.P.M.;Harold E. Fearon, Ph.D., C.P.M. CAPS Research This report used data gathered from a sample of the CEOs/Presidents of the 500 largest manufacturing firms, 500 largest service firms, 200 leading small firms to assess (1) importance and effectiveness of purchasing, (2) contribution to decisions, (3) value added, (4) inputs, (5) organizational status, and (6) remuneration elements.
12. Purchasing Education and Training Requirements and Resources April 1993 Michael G. Kolchin, D.B.A., C.P.M.;Larry Giunipero, Ph.D., C.P.M. Lehigh University;Florida State University The objective of this study was to ascertain the state of purchasing/supply education and training as it currently exists and forecast what changes are coming by the year 2000. This includes: 1) the perceived needs for training; 2) the types of training being pursued by purchasing/ supply management personnel; and 3) the contexts within which training is planned and delivered. Tags: Talent Management
11. Purchasing and Materials Managements Role in Total Quality Management and Customer Satisfaction March 1993 Joseph R. Carter, D.B.A., C.P.M.;Ram Narasimhan, Ph.D. Arizona State University;Michigan State University This report examined purchasings responsibility for quality, purchasings ownership of quality, and the quality aspects of supplier certification. The research results document the central role that the purchasing function plays in ensuring a high level of quality and customer satisfaction.
10. Strategic Supplier Partnering: An International Study February 1993 Thomas E. Hendrick, Ph.D.;Lisa M. Ellram, Ph.D., C.P.M. Arizona State University This study looked at the factors that lead to successful and unsuccessful strategic supplier partnerships, their impact on competitive behavior and competition, the commodities and industries best suited for these special relationships, and similarities and differences of approach to these relationships in various parts of the world.
9. Job Analysis Identifying the Tasks of Purchasing May 1992 Eugene W. Muller, Ed.D. Industrial and Educational Measurement, Inc. This paper presents data from eight major industry sectors to identify the knowledge needed to perform 69 purchasing tasks.
8. Purchasings Involvement in Transportation Decision Making July 1991 Julie J. Gentry, Ph.D. CAPS Research
This report on Purchasings Involvement in Transportation Decision Making was undertaken to identify the degree of purchasings involvement in transportation related activities. It seeks to give a broader understanding of the opportunities and challenges facing purchasing and transportation professionals. This study was conducted to:
Assess the degree of purchasings involvement in transportation related activities.
Identify changes in purchasings involvement in transportation-related activities.
Determine which factors influence the purchasing professionals choice of mode when making inbound transportation decisions.
Examine how firms are organized to make transportation decisions
Identify and present various causes and effects of the responses to the survey instrument.
Tags: Logistics
7. Countertrade: Purchasings Perceptions and Involvement March 1991 Laura Forker, Ph.D. CAPS Research This report provides a better understanding of the similarities and differences in perceptions concerning countertrade that are held by purchasing professionals with and without direct involvement in countertrade. It also presents statistics on the size, composition, origins, and practices of countertrade, as reported by firms with direct experiences in this form of exchange. The purchasing departments role in countertrade decisions is also illuminated and explored.
6. Purchasing from Small Women-Owned Suppliers September 1990 Carol L. Ketchum;Susan M. Olson;et al. CAPS Research This study looked at the impediments to purchasing from small women-owned suppliers. Tags: Supplier Diversity
5. Purchasing in the Industrial, Institutional, Governmental, and Retail Sectors: A Comparative Study August 1990 Michael G. Kolchin, D.B.A., C.P.M. Lehigh University This research looks at the purchasing process to identify the similarities and differences among the sectors.
4. Purchasing from Small Minority-Owned Firms: Corporate Problems July 1989 Marc J. Dollinger, Ph.D.;Catherine M. Daily Indiana University This report focuses on impediments to purchasing from minority-owned suppliers, as perceived from suppliers and buyers viewpoints, and what can be done to overcome these problems. Tags: Supplier Diversity
3. Purchasing Practices of Large Foodservice Firms April 1989 R. Dan Reid, Ph.D. University of New Hampshire This study reveals that purchasing is generally a well-developed and specialized management function in the foodservice industry and that decision-making in this area is largely centralized. Furthermore, the primary source for most items is an approved national vendor and, therefore, developing good supplier relations is a matter of some importance. The data suggest that most firms agree as to what constitutes ethical or unethical behavior.
2. Purchasing Ethical Practices December 1988 Robert L. Janson Ernst & Whinney Ethics is an issue affecting every employee of a company, regardless of department or functional group. This study examined the practices of a cross section of purchasing personnel from across the United States, and in doing so, it concentrates on the ethical actions of those personnel who do purchasing for their companies, including employees within the purchasing department, as well as those in other departments who make purchasing decisions.
1. Purchasing Organizational Relationships February 1988 Harold E. Fearon, Ph.D., C.P.M. CAPS Research This report answers the questions, "To whom do purchasers report?" and "What are the functions for which purchasing is responsible?"
|