【正文】 and PD staff, enough to meet customer’s needs?? Capacity management79Competitive Advantage Matrix? Does the buyer or the seller have the advantage in the market? 80Supply PositioningSupply positioning allows you to segment the total spend and establish different objectives for each segment.Supply positioning is based on two elements:1. Relative value purchase value as a percentage of total spend in the modity category2. Risk of Exposure or level of petition number of suppliers in the market, quality level81Supply Positioning Strategic SecuritySecure SupplyStrategic CriticalContingency PlanningTactical AcquisitionStreamline The ProcessTactical ProfitDrive for Profit Risk or ExposureHighLowHighLow Relative Value82Supplier PreferenceWhile supply position is the buyer’s assessment of the vendor’s importance, supplier preference is how the supplier sees the buying side. How important is this customer to the pany’s overall business?1. Relative value: the customer’s purchase value as a percentage of vendor’s total sales account2. Level of Attraction: profitability, ease and frequency of munication, patibility83Supplier Preference DEVELOPMENT CORENUISANCE EXPLOITABLERelative ValueLevel of Attraction HighLowLow High84Tactical Synthesisv Tactical Synthesis integrates the two perspectives of Supply Positioning and Supplier Preference to e up with purchasing strategies.v Elements of consideration:? Contract Type/Duration: shortterm vs. long term? Transaction Management? Inventory Holdings? Relationship Type? Bid Process: Single Bid, Open Bid? Risk Level? Action85Tactical Synthesis8687161315 4101312 1411220 5687917181988216。 Annual Commodity Sourcing Strategy216。 Objectives216。 Process216。 Actions89Objectivesv To get pany cross function’s consensusv Systematic methodv To build a long term strategic partnershipv Sublimation of strategic intentv Synthetic bination of APQP and manufacture site assessment 90Process Form Commodity Strategy Team Determine Short Term Long Term Requirements Evaluate Suppliers (Current Proposed) Commercial Quality Delivery Technology Identify Preferred Suppliers Source, Resource Consistent with Commodity Strategy Review Revise Annually Buyer Leader Leader STA Engineer Design Engineer Plant Representative Other9192Evaluate Suppliers (Current Proposed)? Provide a tool for supplier classification and selection? Identify areas for improvement? Convey Ford expectations to the suppliers93v TechnologySupplier’s technological leadership in the modity they provide. Includes the supplier’s use of high tech manufacturing processes, and their design, research and development capability.Evaluate Suppliers (Current Proposed)94v Quality167。 The supplier’s ability to consistently deliver high quality parts that work effectively in the assembly and/or manufacturing operation, and meet, or exceed, all warranty requirements.167。 Measures of quality:167。 R/100 or R/1000= Rejects per 100 or 1000 parts produced167。 TGW= Things gone wrong167。 PPM/PPB = Parts per million or Parts per Billion rejected167。 IR’s = Ining Rejected parts shipped into the using plantEvaluate Suppliers (Current Proposed)95v Commercial: Supplier’s cost petitiveness and responsiveness. 167。 Cost petitiveness refers to the supplier’s ability to:167。 Meet target prices167。 Respond with RFQ prices at, or below, their petitor’s prices167。 Reduce prices through productivity improvements167。 Responsiveness refers to the suppliers ability to:167。 Respond to Request for Quotations (RFQ’s) by the specified date167。 Respond to, and resolve, quality and delivery problemsEvaluate Suppliers (Current Proposed)96v Delivery: Supplier’s ability to respond quickly and correctly to release requirements, neither under shipping nor over shipping. An efficient manufacturing process increases the supplier’s ability to perform in the area of:Evaluate Suppliers (Current Proposed)?Ford Communication System?Shipping Performance 97Actionv Source and resource parts as necessary to meet plan. v Source parts to the most capable suppliers.v Resource parts from suppliers who are not capable of supporting Ford’s requirements for quality, cost, delivery, and technology. 98? 靜夜四無 鄰 ，荒居舊 業(yè)貧 。 四月 21四月 21Monday, April 05, 2023? 雨中黃葉 樹 ，燈下白 頭 人。 03:17:3603:17:3603:174/5/2023 3:17:36 AM? 1以我獨沈久，愧君相 見頻 。 四月 2103:17:3603:17Apr2105Apr21? 1故人江海 別 ，幾度隔山川。 03:17:3603:17:3603:17Monday, April 05, 2023? 1乍 見 翻疑夢，相悲各 問 年。 四月 21四月 2103:17:3603:17:36April 05, 2023? 1他 鄉(xiāng) 生白 發(fā) ，舊國 見 青山。 05 四月 20233:17:36 上午 03:17:36四月 21? 1比不了得就不比，得不到的就不要。 。 四月 213:17 上午 四月 2103:17April 05, 2023? 1行 動 出成果，工作出 財 富。 2023/4/5 3:17:3603:17:3605 April 2023? 1做前，能 夠環(huán)視 四周；做 時 ，你只能或者最好沿著以腳 為 起點的射 線 向前。 3:17:36 上午 3:17 上午 03:17:36四月 21? 沒有失 敗 ，只有 暫時 停止成功！。 四月 21四月 21Monday, April 05, 2023? 很多事情努力了未必有 結(jié) 果，但是不努力卻什么改 變 也沒有。 03:17:3603:17:3603:174/5/2023 3:17:36 AM? 1成功就是日復(fù)一日那一點點小小努力的 積 累。 四月 2103:17:3603:17Apr2105Apr21? 1世 間 成事，不求其 絕對圓滿 ，留一份不足，可得無限完美。 03:17:3603:17:3603:17Monday, April 05, 2023? 1不知香 積 寺，數(shù)里入云峰。 四月 21四月 2103:17:3603:17:36April 05, 2023? 1意志 堅 強(qiáng) 的人能把世界放在手中像泥 塊 一 樣 任意揉捏。 05 四月 20233:17:36 上午 03:17:36四月 21? 1楚塞三湘接， 荊門 九派通。 。 四月 213:17 上午 四月 2103:17April 05, 2023? 1少年十五二十 時 ，步行 奪 得胡 馬騎 。 2023/4/5 3:17:3603:17:3605 April 2023? 1空山新雨后，天氣晚來秋。 3:17:36 上午 3:17 上午 03:17:36四月 21? 楊 柳散和 風(fēng) ，青山澹吾 慮 。 四月 21四月 21Monday, April 05, 2023? 閱讀 一切好 書 如同和 過 去最杰出的人 談話 。 03:17:3603:17:3603:174/5/2023 3:17:36 AM? 1越是沒有本