CPSM备考笔记 MOD3 Leadership in Supply Management

 Task3-C-1:Establishandexecutestrategicsourcingplans,incongruencewithorganizationalobjectivesandsourcingstrategiesinternalorganizationconditionsrelatedto sourcingstrategies: 1)operationalstrategies,2)financialstrategies,3)marketingstrategies,4)supplystrategies,5)technologystrategiesPriortolaunchingstrategicsourcing,thecommunicationplanshouldbedeveloped.ataminimum,thedocumentedplanshouldincludecommunicationtitle,purpose,media,expectedreleaseschedule,frequency,audienceandresponsibleresource.Task3-C-2:Establishandstandardizestrategicsourcingproceduresandbusinessprocessimprovementsregressionanalysis回归分析：确定两组或者两组以上变量间相互依赖的定量关系的一种统计分析方法。回归分析按照涉及的自变量的多少，可以分为一元回归分析和多元回归分析；按照自变量和因变量之间的关系类型，可分为线性回归分析和非线性回归分析。Regressionanalysiscanbeusedtoaidindetermining"shouldcost"basedonhistoricalcostandpricepatterns.Task3-C-3:Identify,evaluate,selectandimplementtechnologiesthatsupportsupplymanagementfunctionsthroughouttheorganizatione-sourcingtools: 1)POsystems;2)e-RFx;3)EDI;4)reverseauctions;5)E-designTask3-C-4:Leveragespendthroughidentification,prioritization,developmentandexecutionofstrategies精华，多看几遍Task3-C-5:ConductanalysistodetermineinsourcingoroutsourcingstrategyTask3-C-6:CreatenewsystemsandprocessimprovementstohelptheorganizationmeetsalesgoalsTask3-B-1:Develop,implementandmanageariskprofileandstrategiesinaccordancewithexistingcontracts,applicablelaws,regulationsandorganizationalpolicy3typesofsupplychainstakeholders   -internalstakeholders   -externalstakeholders   -firstresponders,likeemergencyserviceprovidersintheeventofasecurityincidentRiskmanagementprocedures   -riskplanning   -riskassessment   -riskmitigation(缓解、减轻)   -riskmonitoringTask3-B-2:Developandimplementariskmanagementand/orclaimsmanagementprogram(forexample,copyrightviolation,patentinfringement侵权,harassment骚扰)Riskmanagement   -identifytherisk   -quantifytherisk   -assignresponsibilityformanagementoftherisk   -riskmitigationactionstypesofrisks   -financialrisk   -operationalrisk:riskoflossresultingfrominadequateorfailedinternalprocesses,peopleandsystemsorfromexternalevents.italsoincludesfraudortheft.   -brand/reputationrisk   -legalrisk:employment,intellectualproperty   -environmentalrisk   -technicalriskTask3-B-3:Implementsupplymanagementprocessesinconsiderationoflegalissuesfiduciaryduty信托责任: theagencyrelationshipmaybereferredtoasfiduciaryrelationship,obligatingtheagenttoactinthe interestandforthebenefitoftheprincipal.authority权力   -actualauthority:实际权力   -expressauthority:明示权力   -impliedauthority：暗示权力   -apparentauthority:表见权力，行为人虽无代理权，但是由于本人的行为，造成了足以使善意第三人相信其有代理权的表象，而与善意第三人进行的、由本人承担法律后过的代理行为。ratification:after-the-factapprovalUCC:UniformCommercialCodeisnotabodyoflaworaregulation,butarecommendationforadoptionbyNationalConferenceofCommissionersonUniformStateLaws.Antitrustandtraderegulations   -ShermanAntitrustAfct=>reciprocalbuying,groupboycotts   -ClaytonAct   -Robinson-PatmanAct:asupplierengagedininterstatecommercetosellthesameitemtoallcustomersatthesameprice   -FederalTradeCommission(FTC)ActRegulationofinternationalcommerce:   -TradeAgreementActof1979   -ForeignCorruptPracticesAct   -NorthAmericanFreeTradeAgreement(NAFTA)   -GeneralAgreementonTariffsandTrade(GATT)   -UnitedNationsConventiononContractsfortheInternationalSaleofGoods(CISG)   -otherinternationallaws/rulingsTask3-B-4:Develop/implement/maintainadatabase/physicalfilingsystemofrelevantinformationinUS,the Sarbanes-OxleyAct of2002,commonlycalledSOX,regulatestheaccountingprofessionandimposesextensivereportingrequirementsonallpubliclytradedcorporationsintheUS.Dataclassification: 1)topsecret;2)highlyconfidential;3)proprietary专有的;4)internaluseonly;5)publicdocumentsTypesofdata: 1)specifications;2)suppliers;3)supplierperformance;4)products/services;5)contracts;6)spend;7)tariffs;8)routingguides;9)technicalassistanceagreements;10)otherissues,likehistoricalusage,openordersandpastdueorders;BOM,engineeringrequirements,forecasteddemand.Task3-B-5:Verifytheexistence,accuracyandcompletenessofrelevantfinancialtransactionsandcommitmentstothirdpartiesastrong financialreportingpolicystructure includestheestablishmentofinternalcontrols.internalcontrolsaredefinedasaprocesscreatedbyanorganization'sboardofdirectors,managementandotherpersonnel.   -effectivenessandefficiencyofoperations   -reliabilityoffinancialreporting   -compliancewithapplicablelawsandregulationsauditcommittees generallyservethefollowingtwomissionswithinaboardofdirectors:   -monitoringthatappropriateaccountingpolicies,internalcontrolsandsafeguardsareused,andthattheorganization'sfinancialreportingprocessissound   -encouragingfrankdialogueamongtheboard,management,andinternalandexternalauditorstheauditcommittee'sresponsibilities include:   -preapprovingallauditandpermissiblenon-auditservices   -encouragingoutsidecounselorotherbusinessadvisers   -establishingproceduresforthereceipt,retentionandtreatmentofcomplainants,includingconfidentialemployeesubmissionsregardingaccounting,internalcontrolsorauditingmatters.Task3-B-6:Assessriskfromendoflifecycleissuesinthemarketplaceandestablishproperriskmitigationcontingencyplansfroallcomponentsintheproduct.Life-cyclecosting:acostanalysistoolthatincorporatesthepurchasepriceofapieceofequipmentandalloperatingandrelatedcostsoverthelifeofthetime,including,butnotlimitedtomaintenance,downtime,energycostsandsalvagevalue.Totalcostofownership:thecombinationofthepurchaseoracquisitionpriceofagoodorserviceandadditionalcostsincurredbeforeorafterproductorservicedelivery.Landedcost:thetotalaccumulationofcostsforanimporteditems,includingpurchasepriceplusfreight,handling,duties,customsclearanceandstoragetoadesignatedpoint.Totalcostcomponents:   -purchasedrelatedcosts   -manufacturing/operating/service/customer-relatedcostsAsupplymarketintelligencereport includesthefollowing:   -industrycategoryoverview   -descriptionofthecategory   -totalmarketvalue   -majorapplication   -productsegmentation   -costmanagementpractices   -industryeffortsandinitiatives   -breakdownbymajorsuppliers/product/service   -industrystructureandglobalreachkeytoolsofthereport   -supplieranalysis:scorecardofperformance,financialstructure,profitability,growth,marketsharepiecharts,etc.   -SWOT:aquickoverviewofthesupplymarketandtherelativepositionofthebuyerinnegotiationswithkeysuppliers   -valuechain:agraphicdepictionofthekeyvalue-addedprocessesthatoccurfromrawmaterialsthroughtoendcustomeruse   -riskanalysis:identificationofmajorcategoriesofriskassociatedwithkeysuppliers,andtherelativeprobabilityofadisruptionwithassociatedcostsofdisruption   -Poter'sFiveForces:asummaryofkeycompetitivenessforcesintheindustry,includingbargainingpowerofbuyers,bargainingpowerofsuppliers,threatofnewentrants,rivalryamongexistingcompetitorsandthreatofsubstitutes.RiskTolerance meanshowmuchrisktheorganizationiswillingtoacceptinitsvariousoperations.Task3-B-7:Manageandcontrolthestorage/disposalofhazardous/regulatedmaterialsandrelateddocumentationMostlawsarebasedonthe"cradle-to-grave"concept. theinitialuserisresponsiblefordamage,loss,injuryorcontaminationcausedbyaparticularhazardoussubstancefromthetimeit'soriginallyshippedtotheuseruntilthesubstanceisdestroyedordegradestothepointwhereitnolongerposesahazard.internationalorganizations providinginformationandtoolsforenvironmentalaudits:   -FFC:theFairFactoriesClearinghouse   -GEMI:theGlobalEnvironmentalManagementInitiative   -ICT:theInformationandCommunicationTechnologySupplierSelf-AssessmentQuestionnaire   -SAI:SocialAccountabilityInternational(SA8000)Task3-B-8:ComplywithprogramsthatpreventandrespondtodiscriminationorharassmentLeadershipTask3-A-1:Representthesupplymanagementorganizationindecisionsrelatedtotheorganization-wideorprojectobjectivesetting,budgeting,staffingandpolicies.Responsivemission ofsupplymanagementorganization:supply'sprimaryroleistoobtaingoodsandservicesinresponsetointernalneeds.=>Nowitshallbeproactive.inaddition,supplymanagementnowhastheresponsibilitytobringinnovativeideasfromsuppliersandmarketplacebacktotheorganization.supplymanagementprocesses:   strategicsourcingandsupplybasemanagement   strategicsupplymanagement   managementofcountertradeagreements   marketintelligencemanagement   goodsandmaterialspurchasingandbuying   projectservicesand/orprojectmaterialsmanagement   serviceprocurementandcontracting   inventorymanagementandcontrol   investmentrecoveryandrecycling   outsourcingandsubcontracting   forecastingandplanning   supplymanagementresearch   valueanalysisandvalueengineeringa gapanalysis shouldbeperformedtoidentifyareaswhereexistingcapabilitiesarenotsufficienttomeettherequirementsofsupplymanagementmission.customers'keyoperationalrequirements tosupplymanagement:    rightprice,rightsource,rightquality,righttime,rightplacewhenproposingtomanagementanysupplymanagementchangeorinitiative,thesinglemostimportantissueistoshowhowtheproposalwillsupporttheachievementoforganizationalgoalsandobjectives.Task3-A-2:Developandimplementbusinessplansthatwillmeetcustomerservice,corporateprofitandreturnonequitygoals.commondefinitionofgoalsincludes:   broadstatementofidealfutureconditions   generalstatementsofanticipatedorprojectedoutcomes,usuallymoreglobalinscopethanobjectives   specificobjectivesthatrelatetospecifictimeperiods,statedintermsoffacts   objectivesmadespecificintermsoftimeanddegree   theobjectsofplanMBO-ManagementByObjectives.whenemployeesareinvolvedinthegoal-settingprocess,theyaremorelikelytobecommittedtothegoals'attainment.ManagementbyObjectivesisbasedonthisprinciple.vision,mission,valuestatementandstrategy(使命、愿景、价值观和策略)   thevisionstatementrepresentstheoverarchingpurposeoftheorganizationanditsroleinsociety   themissionstatementindicateswheretheorganizationwantstogo   thevaluestatementaddresseshowtheorganizationwillgetthere.supplymanagementstrategies shouldsupportbothcorporateandbusinessunitstrategies.商业需要回答的重要问题someofthemoreimportantquestionsansweredbythebusinessplan:    whatisourbusiness?    whoareourcustomers?    wherearewegoing?    howwillwegetthere?商业计划7要素Businessplanningfocuseson7keyareas:    businessoverview    marketingplan    marketstrategy    managementandhumancapital    operationscapabilities    financialplan    criticalbusinessrisks商业计划需要关注的要点：1)resourcesrequired;2)authoritylevelsfordecisions,3)skillrequirementsofindividuals,4)timeframes,5)additionalsupplementarydataPDCA byDr.EdwardsDemingTypesofplans: 1)tactical2)standing3)single-use定价策略pricingstrategies   undercostpluspricing基于成本定价   lossleaderpricing/buyin招徕定价   marketdemandpricing/market-basedpricing/skimmingmarketshare撇脂定价   timeandmaterialcontracts基于时间和材料价格波动定价提高利润的方法：1）costsavingprograms;2)processimprovementprograms,and3)collaborativesavingefforts降低成本的办法costsavingprograms:   negotiatedpricesavings   volumeleveragetolowerprices   contractbuyingthroughe-procurementorsystemscontracts   outsourcingorinternationalsourcingactivities   inventoryréductiontechniquessuchassupplier-managedinventory,stockingprogramsandconsignment   improvedpaymentterms   spotorhedgebuys   transportationsourcingimprovementssupplymanagementwillbemoresuccessfulif trust isestablishedthroughoutthesupplychain.trustmaybethemostimportantelementwhensupplymanagementisdevelopingsourcingstrategies.Task3-A-3:Develop,implementandmonitorastrategicsupplymanagementplanandoperatingplanbasedonmarketconditions,businessneedsandavailableresources.供应链管理计划要素elementsofasupplyplan:   annualreviewofsupplystrategiesandstructures   prioritizationofresourcestothosestrategiesandstructuresthatarethemostbeneficial   annualsupplyimprovementprogram,approvedandresourcedappropriately   projectmanagementmethodologiesusedtoimplementsupplyimprovements   cross-functionalteam-sponsoredimprovementinitiatives   supplystrategiesthatensuredeliveryreliability,responsiveness,flexibilityandefficiency   forecast-basedbudgetingthatisresponsivetochangesinthesupplymarket   supplyperformancebenchmarkedagainstthemarketplaceElementsofoperatingplan:1)forecasts;2)budget;3)staffingplan;3)metrics衡量指标   priceperformance   costeffectiveness   workload   administrationandcontrol   generalefficiency   materialstatusandcontrol   supplierperformance   supplyperformance   strategicperformance   regulatory,societalandenvironmental   planningandresearchTask3-A-4:Plan/develop/provideoperatingpolicies,guidelinesandprocedures.Modifyasnecessaryinordertoachievetheoptimalstructure.managementcontrols   before-the-factcontrols(budgets,plans,businesscontinuity,forecasts,policies/proceduremanual)   during-the-factcontrols(scheduledduedates,activitycompletiondatesandstatisticalcontrolcharts)   after-the-factcontrols(audits/customersurveys,periodicreports,proceduresreview)Bestpractices:1)businessintelligence;2)competitiveintelligence;3)benchmarking;4)re-engineeringTask3-A-5:Develop/implementchangestotheorganization'ssupplymanagementpoliciesasneeded.supplymanagement'spolicies belongtothecategoryoffunctionalpolicies.advantagesofpolicies   theyprovideemployeewithanunderstandingoforganizationvaluesandphilosophies   theyprovideaframeworktoguidebehavioranddecisionmaking   theyenhancebefore-the-factcontrolthatestablishesacodeofconductthroughouttheorganizationdisadvantagesofpolicies   thedifficultyofcommunicatingthemthroughouttheorganization   thedifficultyofactuallyenforcingthepolicies   thenecessitytojustifythecosttoenforcecertainpolicies   theproblemofmeasuringwhetherpoliciesstifleinnovationandinitiative   thedifficultyofensuringthatpoliciesarefair,consistentandnotcontradictoryTypicalpolicies insupplymanagement   ethicspolicy   socialresponsibilitypolicy   supplierrelationsandtreatmentofsupplierspolicy   competitivebiddingpolicy   reciprocitypolicy   proceduresduring changemanagement, tohelpassure"buy-in",it'simportanttoinvolveallstakeholdersattheearliestpossibletimeinthechangeplanningprocessandmakethempartofthe"changeteam".Task3-A-6Participateincompanyacquisitions,mergersanddivestiturestoassurethecontinuityofsupplyandcapturesynergyopportunitiesorganizationspursuer 5basicstrategiestoattaintheirbusinessgoals   diversification多元化   horizontalintegration水平整合   verticalintegration垂直整合   outsourcing外包   divestiture业务精简Task3-A-7Representthesupplyorganizationinmeetingswithcorporations,governmentagencies,professionalassociationsandotherorganizations.组织形成的5个阶段byBruceTuckerman:forming,storming,norming,performing,adjourning主持会议的guidelines:   haveaclearpurposeandagenda   encourageparticipationfromeveryone   startandfinishontime,andkeepthediscussionontrack   recordallideas,solutions,recommendations,decisionsandconcernsthataredeveloped与管理层沟通的guidelines   bethorough;donotassumethattheexecutiveiscompletelyfamiliarwithcontextualdetails   synchronizeteameffortspriortopresentation   focusonthesalient（突出部分）   usegraphsandcharts   exercisegoodform-beasconcise（简明）andcoherent（条理分明）aspossiblewhen meetingwithorpresentingto individualsorgroupsoutsideoftheorganization,thesupplymanagementprofessionalmustbemindfuloftheconfidentialnatureoftheinformationshared.Task3-A-8Leadorparticipateincross-functionaland/ormultifunctionalteams扮演的角色：support/service/information,projectmanagement,leadership,facilitation(培育？)解决冲突的办法conflictresolution    identifythecausesofconflict    determinethecriteriaacceptabletotheteamforasolutiontotheconflict    generatesolutionoptions,withoutregardingthepossibilityofacceptanceorfeasibility    formtheoptionsgeneratedintheprecedingstep,determinepossiblesolutions    determinethebestsolution    achieveteamconsensus(一致同意)onthebestsolutiontotheconflictgenerally,themorediversethepersonalitiesontheteam,thericherthecontributions.Task3-A-9Disseminate(传播)informationandpromotetrainingrelatedtosupplymanagementpoliciesandprocedures5componentsenablesanorganizationtolearn(学习型组织)    systemthinking    personalmastery    mentalmodels    buildingsharedvisions    teamlearninglearning-dominatedsupplymanagementorganizationssharesomeoffollowingtraits:    sharedvision    usingconflictconstructively    spiritofcreativityandinnovation    commitmenttoeducation    perceptiverisk-taking    developmentofentrepreneurialtalentsinternallyTask3-A-10Marketthevalueofstrategicsourcingandsourcingstrategiesandinitiativestomanagementandinternalcustomersmethodsofcommunication:1)feedbackmechanisms;2)360survey;3)presentationskillsTask3-A-11Evaluatethesupplymanagementorganizationalstructureandmodifyasnecessaryinordertoachievetheoptimalstructureadvantagesofcentralization    buyingleverage    communicationwithsuppliers    easeofimplementationanduseofe-procurementtoolssuchase-auctions    easeofcoordinatingcommunicationswithglobalsuppliers    greaterknowledge    jobsatisfaction    moretimetomanage    loweroperatingcosts组织调整时需要关注的问题    spendmanagement    aggregationmanagement    servicetoendusersworkloaddistribution工作分工方式    1)commodityorclass;2)department;3)specialproject;4)volume;5)inrotation;6)typeofcontract;7)staffexpertise;8)supplierTask3-A-12Hire,develop,retain,promoteand/ordismis