Organizations of The Future: SMT's - RDC's - TURF's
Author(s):
Norman K. Owen, C.P.M.
Norman K. Owen, C.P.M., Senior Director - Procurement Services BellSouth Telecommunications, Inc., Atlanta, GA 30375, (404) 420 - 6088.
W. J. Jack Wagner, C.P.M.
W. J. Jack Wagner, C.P.M., Manager -Procurement Services, BellSouth Telecommunications, Inc., Atlanta, GA 30375, (404) 420 - 6088.
80th Annual International Conference Proceedings - 1995 - Anaheim, California
Abstract: As corporations recognize the strategic role of purchasing to
help meet increased competitive forces creative organizational structures are
needed to balance this expanded role with the pressure to down size.
Alliances and other cooperative arrangements with suppliers are being promoted
throughout the purchasing profession. Equally important are the internal
alliances between purchasing and its clients. Specifically addressed will be
examples of new internal structures for; the purchasing function, internal
client groups, and design teams with suppliers. These changes are being
implemented in a telecommunications service industry (non - manufacturing)
environment.
SELF - MANAGED TEAMS - SMTS:
Several world class manufacturing firms have used SMT production teams to
improve productivity. These teams have developed a significant amount of
autonomy and conduct many of the administrative "management tasks". These
include cross training members, assigning of work, and selecting, evaluating,
and removing individual team members. Self Managed Teams in a management
function like purchasing, that operate with the same autonomy, are beginning
to emerge as a viable alternative to the traditional hierarchical - structured
organizations. Three functional SMT have been established in the Procurement
organization (Quality, Strategic analysis, and Computer Products). The
experiences and benefits of these teams are being tracked as a pilot for other
organizations in BellSouth.
SUPPLIER ALIGNMENT - SERVICES INITIATIVE TURFS
Historically the supplier selection for services throughout the region
has been conducted on a competitive basis for each project or transaction. In
addition to this front end work, a significant amount of time and resources
were used to conduct quality reviews and audits for compliance to various
standards. This process has increased costs for both the supplier community
and BellSouth. In addition, there was increased risk for the supplier with
each transaction and any opportunity to maintain a stable work force was
eliminated. These factors increased cycle times and fragmented the
responsibility for quality work over the long term.
An initiative has been implemented that establishes geographical areas or
"TURFS". Criteria was used to establish the appropriate size for these
geographical areas and to select the optimum number of suppliers. The
selected suppliers will be considered for multiple year contracts for one or
more TURFS. Negotiations with the suppliers will establish price, quality and
performance criteria. Suppliers will actively participate in the planning
function and have accountability for quality. The benefits and structure of
this internal organization and alliance between procurement and its clients
will be described.
SUPPLIER ALIGNMENT - ORDERING/PRICING INITIATIVE
The detailed engineering work for specific transaction of work orders was
traditionally part of the responsibility of local planners. They spent a
significant amount of time on analysis, monitoring, and budget considerations.
A "bill of materials" from this effort was used to order the equipment for
each transaction. A Regional Design Center (RDC) was established with
representatives from the client group, procurement and key suppliers. This
RDC will be responsible for the development of standard models for ordering
and pricing for both hardware and software and provide technical support and
recommendations for the field locations. The relationship with the suppliers
will be strengthened through joint work on standardization. The development
of the RDC its benefits, organizational structure, and implementation program
will be described.
BIBLIOGRAPHY
Asmus, David and Griffin, John. "Harnessing the Power of Your Suppliers."
The McKinsey Quarterly, Reprint Series - Purchasing 1993.
Coleman, Stephanie. "Creating Value, Not Buying It!" 79th International
Purchasing Conference Proceedings. 1994.
Quinn, Jarnes Brian. The Intelligent Enterprise. New York: The Free Press,
1992.
Kolchin, Michael G., D. B. A., C.P.M. and Trent, Robert J., Ph.D. "Developing
Effective Cross-Functional Teams" 79th International Purchasing Conference
Proceedings, 1994.
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