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El. knyga: Lean Demand-Driven Procurement: How to Apply Lean Thinking to Your Supply Management Processes

5.00/5 (2 ratings by Goodreads)
  • Formatas: 280 pages
  • Išleidimo metai: 08-Nov-2018
  • Leidėjas: CRC Press
  • Kalba: eng
  • ISBN-13: 9780429809521
Kitos knygos pagal šią temą:
Lean Demand-Driven Procurement: How to Apply Lean Thinking to Your Supply Management ProcessesDidesnis paveikslėlis
  • Formatas: 280 pages
  • Išleidimo metai: 08-Nov-2018
  • Leidėjas: CRC Press
  • Kalba: eng
  • ISBN-13: 9780429809521
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Lean thinking has expanded beyond its origins in repetitive manufacturing to other types of manufacturing processes such as process and product processes, and more recently to the administrative, supply chain, and operations management functions in a variety of industries.

While there are many books written on the basics of the "supply" side of the supply chain (i.e. strategic sourcing, sourcing/procurement and purchasing), however, there hasn’t been much written on those areas from a Lean perspective. Considering that supply chain costs, primarily procurement and transportation, can range from 50 to 70 percent of sales, it's surprising that this area has not been fully explored. As a result, some companies tend to place too much emphasis on the traditional focus of reducing material costs instead of process improvement.

Applying Lean principles to procurement and purchasing processes identifies non-traditional sources of waste, and in some cases, creates a paradigm shift that results in additional benefits to the entire supply chain.

This book is unique because it details the basic supply management concepts and processes (i.e. sourcing, procurement, and purchasing) in an easy-to-understand format in combination with with various process improvement tools, methodologies, best practices, examples and cases written from a Lean perspective. It focuses and pinpoints ways to identify waste on the supply side through improved processes and, in some cases, technology.

Recenzijos

"Myersons new book entices one to explore how procurement takes on a significant role by improving the flow of information and materials within the entire supply chain. All of which lead to best practice Lean procurement functions that reach far beyond the contractual negotiations and established crucial operational requirements, using strategic sourcing activities encompassing market research, vendor evaluation and integration."

Joseph Mosca, EdD, Associate Professor, Department of Management and Decision Sciences at Monmouth University

"Although an abundance of books and articles address topics related to the supply side of supply chain management, not much is available regarding how to apply Lean within the supply organization. Paul Myersons book addresses this important and timely need."

Robert J. Trent, PhD, Professor of Supply Chain Management and Supply Chain Management Program Director at Lehigh University; Author, End-to-End Lean ManagementA Guide to Complete Supply Chain Improvement

"[ This book] provides the clearest A to Z users guide available to understanding and employing the smartest, most cutting-edge Lean and Agile practices."

William Bajor, PhD, Director, Graduate & Extended Studies at East Stroudsburg University

"Its about time procurement teams harness the tangible benefits of Lean principles to take demand driven initiatives to the next level. Making a 'good buy' based on pricing incentives does not necessarily result in a great purchase for the business."

Karin L. Bursa, Executive Vice President of Logility "Myersons new book entices one to explore how procurement takes on a significant role by improving the flow of information and materials within the entire supply chain. All of which lead to best practice Lean procurement functions that reach far beyond the contractual negotiations and established crucial operational requirements, using strategic sourcing activities encompassing market research, vendor evaluation and integration."

Joseph Mosca, EdD, Associate Professor, Department of Management and Decision Sciences at Monmouth University

"Although an abundance of books and articles address topics related to the supply side of supply chain management, not much is available regarding how to apply Lean within the supply organization. Paul Myersons book addresses this important and timely need."

Robert J. Trent, PhD, Professor of Supply Chain Management and Supply Chain Management Program Director at Lehigh University; Author, End-to-End Lean ManagementA Guide to Complete Supply Chain Improvement

"[ This book] provides the clearest A to Z users guide available to understanding and employing the smartest, most cutting-edge Lean and Agile practices."

William Bajor, PhD, Director, Graduate & Extended Studies at East Stroudsburg University

"Its about time procurement teams harness the tangible benefits of Lean principles to take demand driven initiatives to the next level. Making a 'good buy' based on pricing incentives does not necessarily result in a great purchase for the business."

Karin L. Bursa, Executive Vice President of Logility

About the Author xvii
PART I Lean Demand-Driven Procurement: Overview
Chapter 1 Introduction: Why You Need a Lean and Agile, Demand-Driven Supply Management Process
3(12)
Where to Look
4(4)
A Lean and Agile Procurement Process Is Required
5(1)
Procurement Focus Areas (The Eight Wastes of Lean)
6(2)
Applying Lean Thinking to Procurement
8(1)
Examples of Improvements with Lean Procurement
8(1)
Lean Procurement is Demand-Driven
9(2)
Lean and Technology Opportunity in Procurement
11(1)
Lean Procurement Strategy
12(3)
Chapter 2 History and Importance of Procurement and Purchasing in Adding Value to an Organization
15(12)
Background
15(3)
Why Purchasing Is Important
18(1)
Integrated Supply Management (ISM)
19(1)
Total Cost of Ownership
19(1)
Demand-Driven Supply Chains (DDSC) Focus on Value
20(2)
Supplier Relationship Management
22(5)
Collaborating with Suppliers
22(3)
Guiding Principles for SRM
25(2)
Chapter 3 Supply Management Organization and Structure
27(10)
Organizational Structure
27(4)
Centralized Procurement
29(1)
Decentralized Procurement
30(1)
A New Operating Model for Procurement
31(3)
Organization
32(1)
Processes
32(1)
Sourcing Strategy
32(1)
Execution
32(1)
Ongoing Supplier and Customer Management
33(1)
Technology
33(1)
Performance Management
33(1)
People and Careers
34(3)
Certifications
35(1)
Education and Certifications Needed
35(2)
Chapter 4 Procurement Strategy Development and Application
37(16)
Organizational and Supply Chain Strategy
37(1)
Mission Statement
37(1)
Company and Functional Objectives
38(1)
Supply Chain Strategy for a Competitive Advantage
38(2)
Procurement Strategy
40(6)
Procurement Strategy---Best Practices
41(1)
Procurement Strategy---The Make or Buy Decision
42(1)
Procurement Strategy---Outsourcing
43(1)
Other Procurement Strategies
44(1)
Insourcing
44(1)
Near-Sourcing
44(1)
Vertical Integration
44(1)
Few or Many Suppliers
45(1)
Joint Ventures
45(1)
Virtual Companies
45(1)
Tailored Procurement Category Strategies
46(7)
Direct vs. Indirect Procurement
46(2)
Identifying Procurement Categories
48(1)
A Best Practice Categorization Process
49(4)
Chapter 5 Issues and Opportunities in Supply Management
53(14)
The Global Supply Chain
53(1)
Growth of Globalization
54(1)
Global Supply Chain Strategy Development
54(1)
Supply Chain Integration and Collaboration
55(7)
Benefits to Integration and Collaboration
56(1)
Internal Integration
56(2)
Sales and Operations Planning
58(1)
External Integration
59(1)
Supplier Collaboration
59(2)
Customer Collaboration
61(1)
The Internet and E-Commerce
62(1)
Quality and Safety
63(1)
Other Challenges for the Procurement Executive
64(3)
Cost Reduction
64(1)
Digital Journey
64(1)
Supplier Relationships
65(1)
Skills Gap
65(1)
Outsourcing as a Strategy to Plug the Gap
65(2)
Chapter 6 Lean Procurement
67(22)
Lean Purchasing
68(10)
JIT Purchasing Characteristics
68(2)
JIT and MRP Systems
70(1)
JIT and MRP Focus
71(1)
Lean (JIT) Purchasing and MRP Systems
72(4)
Challenges in Implementing Lean Purchasing (and, More Broadly, Lean Procurement)
76(2)
Lean Procurement
78(3)
Procurement Technology and Lean
81(1)
The Eight Wastes
81(3)
Transportation Waste
81(1)
Inventory
81(1)
Motion
81(1)
Waiting
82(1)
Overproduction
82(1)
Over-Processing
82(1)
Defects
82(1)
Skills (or People Waste)
82(2)
Strategic Sourcing vs. Lean Sourcing
84(5)
PART II Supply Management Processes
Chapter 7 Strategic Sourcing
89(12)
Strategic Sourcing Processes
89(5)
Lean Strategic Sourcing
94(1)
Seven Characteristics of Lean Strategic Sourcing
94(1)
Lean Sourcing Journey
95(1)
Lean Strategic Sourcing MRO-Case Study #1
96(2)
Challenge
96(1)
Approach
97(1)
Results
97(1)
Sourcing as Strategy-Case Study #2
98(3)
Challenge
98(1)
Approach
98(1)
Results
99(2)
Chapter 8 Procurement
101(18)
The Procurement Process
101(6)
Step 1 Identify and Review Requirements
102(1)
Direct Procurement
102(1)
Indirect Procurement
103(1)
Step 2 Establish Specifications
103(1)
Step 3 Identify and Select Suppliers
104(1)
Vendor Evaluation
105(1)
Step 4 Determine the Right Price
106(1)
Negotiation
106(1)
Key Metrics
107(2)
Lean Procurement
109(2)
Core Principles of Lean Procurement
110(1)
Procurement Technology
111(4)
Technology to Enhance Lean Procurement
112(3)
Erskine Lean Review of Procurement-Case Study #1
115(2)
Challenge
115(1)
Approach
115(1)
Results
116(1)
Scapa-Case Study #2
117(1)
Challenge
117(1)
Approach
117(1)
Results
117(2)
Chapter 9 Purchasing
119(12)
The Purchasing Process
119(1)
Step 5 Issue Purchase Orders
119(2)
Step 6 Follow-Up to Assure Correct Delivery
121(1)
Step 7 Receive and Accept Goods
122(1)
Step 8 Approve Invoice for Payment
122(1)
Lean Purchasing
123(3)
Specify Value
123(1)
Value Stream
124(1)
Flow
124(1)
Pull
125(1)
Seek Perfection
126(1)
EPA Lean Review of Purchasing-Case Study #1
126(1)
Challenge
126(1)
Approach
126(1)
Results
127(1)
Creating a Lean Office-Case Study #2
127(4)
Challenge
127(1)
Approach
128(1)
Results
128(3)
Chapter 10 Material Requirements Planning (MRP) and Indirect Procurement
131(20)
Materials Requirements Planning (MRP)
131(4)
MPS and MRP Calculations
132(2)
Lot-Sizing Techniques
134(1)
Total Cost Minimized-How Much and When to Order
135(7)
Economic Order Quantity Model
135(2)
Basic EOQ Calculation
137(1)
Reorder Point (ROP) Models
138(1)
Fixed Quantity (Q) Model
138(1)
Safety Stock
139(2)
Fixed Period (P) Model
141(1)
Single Period Model
141(1)
Lean and Material Requirements Planning
142(1)
Leaning Out MRO Inventory
143(3)
One-Piece-Flow and Layout
144(1)
5S: Workplace Organization
144(1)
Value Stream Mapping
145(1)
Standardized Work
145(1)
Just-in-Time
145(1)
Gables Engineering Moves to a "Real" MRP System-Case Study #1
146(1)
The Challenge
146(1)
Approach
146(1)
Results
146(1)
Accurate Gauge Gains a Strategic Business Advantage from MSC ControlPoint Inventory Management-Case Study #2
147(4)
Challenge
147(1)
Approach
147(1)
Results
148(3)
PART III Tools and Techniques for a Leaner Supply Management Process
Chapter 11 Cost Management
151(16)
Procurement Practices That Can Result in Annual Cost Savings
151(2)
Segment Major Purchasing Categories for Better Cost Management
153(3)
Non-Critical Purchases
154(1)
Leveraging Purchases
154(1)
Strategic Purchases
155(1)
Bottleneck Purchases
155(1)
Cost and Price Analysis
156(2)
Pricing Strategies
156(1)
Maximizing Customer Value
157(1)
Negotiations
158(4)
Stages of Negotiation
159(2)
Effective and Efficient Negotiations
161(1)
Global Energy Supplier Sees Major Increase in Price of Parts-Case Study #1
162(2)
Challenge
162(1)
Approach
163(1)
Results
164(1)
Win-Win Negotiation for a Manufacturer of Electronic Components-Case Study #2
164(3)
Challenge
164(1)
Approach
164(1)
Results
165(2)
Chapter 12 Contract and Performance Management and Ethics
167(16)
Developing and Managing Contracts
167(10)
Upstream or Pre-Award Activities
168(1)
Preparing the Business Case and Securing Management Approval
168(1)
Assembling the Project Team
169(1)
Developing a Contract Strategy
169(1)
Risk Assessment
169(2)
Developing a Contract Exit Strategy
171(1)
Developing a Contract Management Plan
171(1)
Drafting Specifications and Requirements
171(1)
Establishing the Form of Contract
172(1)
Establishing the Pre-Qualification, Qualification, and Tendering Procedures
172(1)
Appraising Suppliers
173(1)
Drafting Tender (i.e. Call for Bids or RFP) Documents
174(1)
Evaluating Offers
174(1)
Negotiation
175(1)
Awarding the Contract
176(1)
Downstream or Post-Award Activities
177(5)
Changes within the Contract
177(1)
Service Delivery Management
177(1)
Relationship Management
178(1)
Contract Administration
178(1)
Assessment of Risk
179(1)
Purchasing Organization's Performance and Effectiveness Review
179(1)
Contract Closure
180(1)
Ethics in Procurement, Including Contract Management
181(1)
Codes of Conduct
182(1)
Ethical Concepts, Principles, and Risks
182(1)
Chapter 13 e-Procurement and Other Supply Management Technologies
183(10)
The Procurement Process and Technology
183(4)
Automation of Procurement Documents and Processes
183(3)
Procurement Technology
186(1)
Source to Pay Example
187(2)
Standalone Procurement Solutions
187(2)
Lean Procurement and Technology Case Studies
189(1)
Enabling Online Supplier Collaboration at Toshiba Semiconductor Company-Case Study #1
189(4)
Challenge
189(1)
Approach
189(1)
Results
190(1)
Clariant: Increasing Interenterprise Productivity and Extending Its SAP Software Investment Value-Case Study #2
190(1)
Challenge
190(1)
Approach
190(1)
Results
190(1)
New Purchase-to-Pay System Allows Smarter Processes at Atea-Case Study #3
191(1)
Challenge
191(1)
Approach
191(1)
Results
192(1)
Chapter 14 Procurement Analysis, Tools, and Techniques
193(18)
Data Analytics
193(5)
Categories of Data Analytics
193(1)
Analytics Applications in Procurement
194(2)
Identifying Data Gaps
196(1)
Focus on Category Management
197(1)
Strategic Procurement Tools and Techniques
198(13)
Spend Analysis
198(1)
Collaborative Procurement
198(1)
Procurement Strategy and Plan
199(1)
Category Management
199(1)
Supplier Relationship Management (SRM)
200(1)
Supplier Preferencing
201(1)
Supply Chain Value Analysis
202(1)
Value Stream Mapping (VSM)
202(1)
Competition
203(1)
e-Procurement
203(3)
Standard Terms and Conditions of Contract
206(1)
Framework Contracts and Agreements
206(1)
Preferred Supplier Lists
207(1)
Sustainable Procurement
207(1)
Total Quality Management (TQM)
207(4)
PART IV Lean Ahead
Chapter 15 Global Procurement and Its Impact on the Lean Supply Chain
211(18)
Growth of Globalization
211(5)
Factors Influencing Globalization
212(1)
Reasons for a Company to Globalize
213(2)
Lean Global Procurement
215(1)
Becton Dickinson: Lean Global Procurement Example
216(2)
Process Efficiency
217(1)
Supplier Relationship and Risk Management
217(1)
Functional Capabilities and Culture
218(1)
Continuous Improvement Programs
218(1)
Global Supply Chain Strategy Development
218(2)
Global Supply Chain Risks and Challenges
220(2)
Questions to Consider When Going Global
221(1)
Key Global Supply Chain Challenges
222(1)
Global Risk Management
222(3)
Potential Risk Identification and Impact
223(1)
Sources of Risk
223(1)
Internal Risks
223(1)
External Risks
224(1)
Supply Chain Disruptions
225(1)
Risk Mitigation
226(3)
Chapter 16 The Future of Lean Procurement
229(8)
People
230(2)
Process
232(1)
Technology
233(2)
Still a Long Way to Go for Procurement
233(1)
The Potential Is Out There
233(2)
Lean Ahead with Procurement
235(2)
Appendix A A Lean (Philosophy) for Life 237(8)
References 245(6)
Index 251
Paul Myerson has been a successful change catalyst for a variety of clients and organizations of all sizes.

Paul has over 30 years experience in Supply Chain strategies, systems and operations that have resulted in bottom-line improvements for companies such as General Electric, Unilever, and Church and Dwight (Arm & Hammer).

Paul holds an MBA in Physical Distribution from Temple University and a BS in Logistics from The Pennsylvania State University. He has an extensive background as a Supply Chain professional, consultant, teacher (currently Instructor, Management and Decision Sciences at Monmouth University), and author.

Mr. Myerson currently writes a column for Inbound Logistics magazine on the topic of Lean Supply Chain, which can be found at http://www.inboundlogistics.com/cms/article-type/commentary/the-lean-supplych ain/, as well as a blog for Industry Week magazine at http://www.industryweek.com/author/Paul-Myerson. He is also the author of a Lean Supply Chain Simulation Training game and training package available at http://www.enna.com/lean_supplychain. Myersons personal website is http://www.supplychainsmarts.com.
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