Tài liệu tiếng Anh thương mại quản lý Chapter 18 Contract and relationship management
Chapter 18 Contract and Relationship Management 18-1 Key Concepts • Need For Better Contract Management • Pre-award Conference • Monitoring And Controlling Project Progress » Gantt Charts » CPM And PERT » Closed Loop MRP Systems • Monitoring And Controlling Total Supplier Performance » Supplier Performance Evaluation 18-2 Key Concepts • Motivation » Punishment » Rewards • Assistance » Training » Quality Audits And Procurement System Reviews » Problem Solving » Collaboration » Managing The Relationship 18-3 Need for Better Contract Management • Several changes in business have increased the need for better contract management: » Collaboration is continuing to becoming more important » Large inventories are no longer available » Quality is expected » Deliveries are expected to be on time, not early or late » Schedules must be integrated and maintained » Processes must be balanced » Waste must be reduced or eliminated » Communication must be in real-time 18-4 Pre-Award Conference • All terms and conditions • Delivery or operations schedule • Staffing and supervision • Site conditions, work rules, safety • Invoicing procedures and documentation • Materials purchase procedures 18-5 Pre-Award Conference • Background checks and security clearances • Insurance certificates • Permits • Possible conflicts with other work • Submission of time sheets • Buyer responsibilities • Collaboration milestones 18-6 Monitoring and Controlling Project Progress • Operations Progress Reports • Gantt Charts • CPM And PERT • Closed Loop MRP Systems 18-7 Production Schedule and Progress Chart (Gantt Chart) Description of Work Jan Feb Mar Apr MayJun Engineering Drawing Bill of Materials Tooling, Etc. Raw Material Proc. Raw Material Rec’d. Long-lead Proc. Parts Production Planned Actual 18-8 Project Example: Capital Equipment Acquisition Process Label Description Time Predecessors Activity Activity Activity Immediate Preliminary Discussion Solicitation of Information Budgetary Estimates Funding Authorization Request Qualification of Potential Suppliers Request for Proposal Processing Proposal Analyses Economic Impact Analyses Exceptions to Specifications Side-by-side Demonstrations Notify Selected Supplier Plan Negotiations Conduct Negotiations Execute Contract Record Project Details Contract Inspection Purchase Contract Closeout 5 days 4 days 4 days 1 days 12 days 6 days 14 days 3 days 5 days 8 days 2 days 2 days 12 days 1 day 1 day 2 days 1 day 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 None 1 1 3 2 5 6,8,9,10 4,6 6 6 7 7 11,12 13 13 14,15 16 18-9 Project Example: View of a PERT Chart in Microsoft Project 18-10 [...]... Workshops 18- 24 Collaboration • Most successful supplier management results are generated in collaborations • The ultimate in collaborative relationships is a virtual integration, wherein two independently owned entities integrate their energies for as long as the relationship benefits both parties • One- or two-page memoranda of agreement replace lengthy contracts, change orders, and other legalistic and. .. organizations understand and support the alliance’s goals 18- 27 Closing Remarks • Without question, management of supply contracts is a critical and challenging activity • Perhaps the most challenging aspect is the evolution from controlling to managing the relationship • New attitudes and skills are required 18- 28 END ... • • 18- 26 Actions to Ensure Success of Supply Alliance Relations Continued • Establish measurable quantifiable objectives • Monitor and report improvements • Ethics should win over expediency • Inter-firm team members need to embrace the philosophy of collaboration • Inter-firm team members should become champions who ensure that their organizations understand and support the alliance’s goals 18- 27... quantity, quality, completeness, packaging, etc 18- 13 Categorical Plan 18- 14 Weighted Point Plan • Step 1: Development of factors (selection criteria) and weights » Weights represent supply management s judgments concerning relative importance • Step 2: Assignment of ratings » Supplier performance on each factor must be expressed in quantitative terms 18- 15 Example: Weighted Point Plan • Weight, Factor... failures • Rewards » Follow on business » Recognition 18- 21 Assistance • Transformational Training • Quality Audits and Supply System Reviews • Problem Solving 18- 22 Supplier Surveys • How knowledgeable are our supply managers? • How accurate are our engineering specifications? • How clearly do we state our quality requirements? • How timely are our payments? 18- 23 Additional Approaches to Improving Supplier... defensive procedures 18- 25 Actions to Ensure Success of Supply Alliance Relations Establish an inter-firm cross-functional team Team members should receive training Develop an inter-firm communication system Develop plans to increase and measure trust Arrange for co-location of key personnel and for periodic visits to each other’s facilities • Additional plans should be developed and implemented for... evaluation 18- 19 Cost Ratio Plan Example • Assume that for one supplier: » Quality cost ratio = 2% » Delivery cost ratio = 2% » Service cost ratio = -1% » Price = $72.25 • The sum of all cost ratios is 3 percent • Hence, the adjusted price for this supplier is: » [72.25 + (0.03 × 72.25)] = $74.42 • This is the price used for evaluation purposes 18- 20 Motivation • Punishment » Litigation and punitive... expected project completion time • Critical path analysis also lets us know which activities do not need to be managed as strictly 18- 11 Monitoring and Controlling Total Supplier Performance • Supplier Performance Evaluation » Categorical Plan » Weighted-Point Plan » Cost-ratio Plan 18- 12 Categorical Plan • Requires continual evaluation • Qualitative ratings are generated » usually on a 3-point scale • Individuals... Technology 40 36 35 30 Delivery 20 20 16 15 Price 20 16 20 15 Stability 10 10 8 8 Quality 10 9 8 9 100 91 87 77 Rating total 18- 18 Cost Ratio Plan Steps 1 2 3 4 5 6 7 Additional costs incurred when doing business with a given supplier are identified Costs are separated by quality, service, and price elements of supplier performance Each costs is then converted to a “cost ratio” The ratio expresses the cost... = Lowest price offered divided by the price actually paid 18- 16 Example: Weighted Point Plan Continued Table 21-1 Factor Weight Actual Performance Quality 50% 5% Rejects Service 25% 3 Failures Price 25% $100 Performance Evaluation 50 x (1.00 – 0.05) = 47.50 25 x [1.00 – (0.07 x 3)] = 19.75 25 x ($90 / $100) = 22.50 Overall Evaluation: = 89.75 18- 17 Another Example: Weighted Point Plan Factor weight . Chapter 18 Contract and Relationship Management 18- 1 Key Concepts • Need For Better Contract Management • Pre-award Conference • Monitoring And Controlling Project Progress » Gantt. Concepts • Motivation » Punishment » Rewards • Assistance » Training » Quality Audits And Procurement System Reviews » Problem Solving » Collaboration » Managing The Relationship 18- 3 Need for Better Contract Management • Several changes in business. responsibilities • Collaboration milestones 18- 6 Monitoring and Controlling Project Progress • Operations Progress Reports • Gantt Charts • CPM And PERT • Closed Loop MRP Systems 18- 7 Production Schedule and Progress Chart