Анализ эффективности различных способов закупки простого однородного товара (на примере сахарного песка)
The article provides an overview of approaches for supplier segmentation: in particular, different matrices for evaluation (standard and modified) as well as maturity models and questionnaires. Therefore, the analysis of the advantages and disadvantages of these methods is carried out. It is concluded that most methods give only general recommendations that do not allow making a decision on specific tools for improving relationships.
The authors develop a two-stage procedure for the suppliers’ classification. The first stage is carried out based on ABC analysis and the second takes into account two synthesized criteria for evaluating purchased resources and suppliers, which, in particular, include the costs of switching to other resources, the product differentiation level and meeting planning key performance indicators by suppliers. A matrix for the selection of tools to improve suppliers’ relationships in accordance with the results of their segmentation is developed.
This procedure is also tested on the example of a telecommunications company and some effects of implementing selected tool are shown. The limitations associated with the use of the developed tool in practice are determined.
Considered the possibility of using standardized performance indicators for benchmarking procurement of companies. Analyzed the main reasons for the lack of productivity in the procurement.
One of the main goal of any industrial company is making profit by producing high quality and competitive products. Mostly, the production of meat industry enterprises are not a complete cycle, companies are divided into farms which are specialized in cultivation of livestock and poultry, slaughters and meet processing plants. The latters are the final link in the chain of supply of animal origin raw materials. For these companies it is important to establish a procurement process so that to have a sufficient number of fresh high-quality resources for production and to minimize losses releated with forced sales, often with a discount, the damage of excessive amount of purchased raw materials and also avoid unnecessary costs associated with their storage. This problem will be discussed in this article.
In this article we describe a system allowing companies to organize an efficient inventory management with 40 suppliers of different products. The system consists of four modules, each of which can be improved: demand planning, inventory management, procurement planning and KPI reporting. Described system was implemented in a real company, specializing on perishable products totaling over 600 SKUs. The system helped the company to increase its turnover by 7% while keeping the same level of services.