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L6M8 > L6M8 1-3 > Flashcards

L6M8 1-3 Flashcards

1
Q

What are the 6 stages of purchasing development model?

A
  1. Transaction orientation
  2. Commercial orientation
  3. Co-ordinated purchasing
  4. Internal integration
  5. External integration
  6. Value chain orientation
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2
Q

What is meant by transaction orientation in purchasing development model?

A

Serve the factory.
Finds appropriate suppliers to provide raw materials and components.
Lacks purchasing strategy and goals are primitive.

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3
Q

What is meant by commercial orientation in purchasing development model?

A

Lowest unit price.
Focused on proactive negotiation with suppliers.
Specialist buyers concentrate on securing good deals.
Monitoring savings.
Measuring performance based on price variance.

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4
Q

What is meant by co-ordinated purchasing in purchasing development model?

A

Centralised function with uniform policies

Clear purchasing processes

Systems focused on cross unit co-ordination

Compliance on negotiated agreements.

Often bureaucratic and slow but attracts attention from senior management.

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5
Q

What is meant by internal integration in purchasing development model?

A

Cross-functional purchasing.

Focused on cross-functional problem solving to contribute to cost reduction across the system as a whole.

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6
Q

What is meant by external integration in purchasing development model?

A

Supply chain management.
Outsourcing strategies are developed in conjunction with co-operation with supply chain partners.

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7
Q

What is meant by system approach and product and process development?

A

System approach is an approach that focuses on the interdependency and interaction between internal and external organisational factors.

It examines the supply chain holistically and exploring how products flow from the supplier to customer or consumer.

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8
Q

What is meant by value chain orientation in purchasing development model?

A

Procurement and supply strategy needs to deliver value to the end customer.
Suppliers are challenged to support and participate in Product development.

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9
Q

What is required to move from cost focus approach towards value chain orientation?

A

Procurement professional must embrace a collaborative approach at all stages of product development and production.

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10
Q

What are the six factors that would compel an organisation to consider the development of cross functional teams?

A
  1. Strategic decision-making - procurement involvement
  2. Work flow requirements - supplier development, and establishment of supply chain processes, requires greater level of integration
  3. Utilising technology developments - cross-functional teams
  4. Responsiveness and information sharing - development of enterprise resource planning (ERP), manufacturing resource planning (MRP II) and just in time (JIT)
  5. Integrated processes
  6. Performance
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11
Q

What are the benefits of cross-functional teams?

A

Use of expertise of groups and individuals from relevant internal organisational function and external supply partners to deliver product/service development.
It plays a key role in integrating processes, relationships and information within integrated teams.

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12
Q

What does the cross-functional involvement helps with?

A
  • to confirm the accuracy of information in specifications
  • to confirm requirements for raw materials, components, non-production items
  • To confirm requirements for product development and production planning
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13
Q

What is created by the development of the cross functional involvement?

A

Environment were innovation and creativity is utilised in the approach towards the development of specifications and requirements

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14
Q

What can you access from the use of cross functional teams?

A
  • many ideas
  • opinions
  • skills
  • experiences
  • differing approaches to challenges and opportunities that an organisation faces
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15
Q

What are the basic requirements for cross functional teams to succeed?

A

Basic knowledge of IT
Team-working and behaviours
Interpersonal skills
Communication capability

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16
Q

What scenarios will lead the cross functional team to miscommunicate, tension and even group-work breakdown?

A
  • If goals are not clarified
  • If resources and information are not shared
  • Were individuals are not actively engaging with the team and falling to fulfil action and job tasks that they have been sent
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17
Q

What does the cross functional perspective provides?

A
  • Access to diversity of views towards the development of specification and requirements
  • Variety of different perspectives
  • Deliver level of creativity and innovation to thinking regarding development opportunities and improvements in supply chain
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18
Q

What is simultaneous engineering?

A

First appeared in the late 1980s to explain integrated product design and production processes and a reducing lead-time, improving quality and driving cost efficiencies.

A product design/development in which some stages are carried out at the same time which reduces time to market.

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19
Q

What elements have to be in place for simultaneous engineering to be successful?

A
  • Senior management must be supportive
  • Enabling the team to investigate multiple ideas can contribute create greatly to creativity and innovation in a development process
  • Effective teaming
  • Provision of resources and flexibility
  • Open communication channels
  • Critical thinking among the team members
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20
Q

What is the key requirement for the organisation to remain competitive?

A

Liaise between suppliers and buyers and investigate whether the product development process is going to be worth the investment in time and resource.

21
Q

What is the innovation council?

A

Innovation council is a governance structure created to co-ordinate and maximise cross-functional innovation through the organisation

22
Q

What is over-the-wall engineering?

A

Traditional engineering approach which uses a sequential series of specialised task, one at the time, to deliver development outcomes.

Similar to an assembly line methodology.

23
Q

What does the simultaneous engineering helps with?

A
  • Helps to solve problems as the development process progresses
  • Provides opportunity to operate efficiently
  • Consider to be the golden standard of product and service development
24
Q

What are the three broad principles by which to successfully implement simultaneous engineering?

A
  1. Map the design space - Develop and characterise set of alternative possibilities.
  2. Integrate by intersection - review the set of possibilities to understand the intersection and overlap between different functions.
  3. Establish feasibility before commitment - Check the feasibility of a solution by all functions before committing to a particular design.
25
Q

What is horizontal integration?

A

It’s integration across the various components of the organisation and innovation landscape to drive efficiency

26
Q

What is Vertical Integration?

A

The alignment of innovation activities with the primary objectives of the organisation

27
Q

What is meant by horizontal integration in an innovation council setting?

A

Alignment of activities between different organisational functions to ensure that all functions are working on achieving the same outcomes in relation to project outcomes.
Helps to reduce duplication of effort.

28
Q

What is meant by vertical integration from the perspectives of an innovation council?

A

Alignment of project activities with the strategic objectives of the organisation.
Preventing projects from using organisational resources which are not focused on helping achieve the organisations strategy.

29
Q

Who is involved in innovation council?

A

Small group of senior managers from across the organisation.

30
Q

What are the benefit of innovation council?

A
  1. Better understanding of the opportunities and challenges across the various functions in Organisation
  2. Help to co-ordinate decision-making across functions
  3. Can examine all innovation activities across the organisation for alignment to the organisational strategy
  4. Can assess what activities should be supported with the allocation of resource
31
Q

What outcomes will innovation council meetings focus on?

A
  • innovation measures
  • the requirement to co-ordinate processes arising from innovation
  • the development of an innovation culture within the organisation
32
Q

What is the key to successful supply chain management?

A

Seeking improved inter-organisational relationships that can enhance innovation

33
Q

What should be the result of an innovation council?

A

Strengthening of collaborative relationships across organisational functions, and enhanced continuous innovation.

34
Q

What would innovation council develop within procurement and supply function?

A
  • supply chain improvements
  • reducing costs
  • increasing quality
  • assuring continuity of supply
  • enhancing levels of customer service
35
Q

What does the innovation council provide?

A
  • Governance structure
  • Co-ordination and maximisation innovation throughout the supply chain
  • Co-ordinating concurrent innovation efforts across multiple stakeholders within the organisation
36
Q

Why is it important for the procurement professional to engage with supplier forums and associations?

A

To keep up to date with changes that are occurring in the wider external environment as well as specific challenges and opportunities in the industry.

37
Q

Why does the procurement professional needs to interact with wider network?

A

To understand where the evolution of procurement and supply will occur in the coming years.

38
Q

What are the benefits of the access to diverse perspectives?

A

It gives:
* access to different world views
* innovation and ideas that can help to drive the development of innovation in the procurement and supply chain function, and the supply chain

39
Q

What are the different forums and associations that procurement professional can engage with?

A
  • Chartered Institute of Procurement and Supply (CIPS)
  • International Federation of Purchasing and Supply Management (IFPSM)
  • Chartered Institute of Logistic and Transport (CILT)
  • Council of Supply Chain Management Professionals (CSCMP)
  • European Operations Management Association (EUROMA)
  • Production and Operations Management Society (POMS)
  • Institute of Supply Management (ISM)
40
Q

How can supplier forums and associations contribute for organisations?

A
  • Provide with the opportunity to meet with other professionals who can offer new perspective on particular challenges or opportunities
  • Professional associations provide access to resources, research, training, courses, peer networks and discussion forums
  • Development of innovation
  • Speed up the diffusion of new ideas, practices and technological advances
  • provide basis of specifications and requirements for new products and services
  • Increasing the demand for innovation in the supply chain and the procurement and supply function itself
41
Q

What is proprietary technology?

A

Technology and its associated processes and systems which are the property of the organisation, providing the organisation with a competitive advantage.

42
Q

What is the technology transfer?

A

Process by which the organisation will transfer new technology to a secondary supply partner in an attempt to enhance their business operation.

43
Q

On macro-economic level, what does the technology transfer between developed and less developed nations offers?

A
  • An acceleration in innovation
  • Increased efficiency in technology
  • A narrowing of the wage differential
  • An increase in living standards in the less developed countries
44
Q

What are the aims of innovation and transfer technology?

A
  • To increase production
  • To broaden the range of goods and services offered within the supply chain
  • To increase productivity
  • To reduce the cost of producing current goods and services
45
Q

How can organisation enhance its business operations?

A

By combining innovation to develop new products with technology transfer to secondary supply partners for existing products.

45
Q

Why is technology transfer known as regressive?

A

It reduces the monopoly power of the organisation and dilutes the strength of its innovation portfolio.

46
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47
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L6M8 (3 decks)

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