Relationship Management (Supplier and Customer)

Developing a World Class Supply Base

1. Introduction
   1. The Need for World Class Suppliers
   2. What these Suppliers Can Mean to Company
   3. How Your Supply Base Reflects on the Supply Manager
   
   
2. Developing the Platform for a World Class Supply Base
   1. Look Ahead but Know Where You Are Today
      1. Sales
      2. Service Levels
      3. Quality
      4. Conformance to Specifications
      5. Quantity to Order
      6. Profitability
      7. Risk to the Ontogeny
   2. Developing an 'as-is' Conformance Matrix
   3. Creating a World Class Gap Model
   4. Group Exercise — Comparing Some of Your Better Suppliers to the Gap Model
   
   
3. Laying the Platform for World Class
   1. Review the Current Supply Base
      1. Commodity reviews
      2. Number of Providers
      3. Risk in the Field
      4. Cutting Edge in Their Own Right
   2. Establishing Effective Supplier Performance Measures
      1. Criteria for a Growing Measurement Program
         1. What Ever Measure Must Grow the Business
         2. How to Effectively Measure the Suppliers
         3. Where to Draw the Line
      2. Developing Your SPM Model
         1. How to Effectively Measure Your Supply Base
         2. Frequency of Review
         3. Dynamics of Change
   3. Is Your Supplier Employing Lean Supply Base Applications?
      1. System Technology
      2. Software Compatibility
      3. CIP
      4. Know Their Suppliers' Suppliers
      5. Supply Base Rationalization
      6. Customer Risk Abatement
      7. Lean Manufacturing
   4. Is Technology a Tool or a Toy?
      1. e-Sourcing
      2. e-Negotiations
      3. Auctioning
      4. Reverse Auctioning
      5. Collaborative Planning
   5. Shortening the Supply Train
      1. Knowledge of the Train
      2. Profile the Links and Kinks
      3. Shortening the Chain
      4. Group Exercise — Identifying the Risk to SCM
   6. Developing a World Class Checklist
      1. Measurements
      2. Technology
      3. Lean Applications
      4. Enhancing the Supply
      5. Compressing the Supply Train
      6. Identifying Action Leads
      7. Putting the Gap Model into an Action Plan
   
   
4. A New World Class Supply Base
   1. After the Transformation
   2. Benefits to the Company
   3. Savings to SCM, Customers, and Profitability
   
   
5. Conclusion