Chapter 13 - Price determination. Chapter 13 focuses on price determination, which is one of the most important decisions that successful organizations make. The purchasing professional must become an expert on the product or services for which they are responsible.
Chapter13: PriceDetermination PurchasingandSupplyChainManagement 3rdedition PurchasingandSupplyChainManagement,3rdedition,Copyrightâ2013,W.C.BentonJr.,Allrightsreserved. PurchasingandSupplyChainManagement3rdedition,Copyright2013W. Contents ã ThePurchasingDecisionandPurchasingProfessional • Price • • Discounts • Pricing Methods Cost • • • Learning Curves Cost Structure Analysis • Terminology • The Breakeven Analysis The Negotiation Process Purchasing and Supply Chain Management, 3rd edition, Copyright © 2013, W. C. Benton Jr., All rights reserved. Price of a Product or Service • • Usually based on a variation of cost and cover • Production • Promotion • Distribution • A reasonable profit Purchasing professional • Responsible for determining price • Must be aware of market conditions and prices associated with quality levels Must become an expert in the item being purchased PurchasingandSupplyChainManagement,3rdedition,Copyrightâ2013,W.C.BentonJr.,Allrightsreserved. ã PriceSettingStrategies(Economics) ã Theformulaforsettingprices ã Differbetweenfirmandindustry ã ã Generalapproaches: • Costbased approach • Market approach • • E.g., chemical industry and computer industry The most popular approach for competitive environments Target pricing PurchasingandSupplyChainManagement,3rdedition,Copyrightâ2013,W.C.BentonJr.,Allrightsreserved. ã Thepricesetbythebuyingfirmthatfitsitscompetitivecost PriceSettingStrategies(Psychological) ã Power ã ã Themajorpsychologicalinfluenceinabuyersupplier relationship Apowerfulbuyer: ã Couldforceasuppliertoeliminateitsoverheadfromtheultimate price ã Coulddrivethesupplieroutofbusinessandreducecompetition inthesupplymarket PurchasingandSupplyChainManagement,3rdedition,Copyrightâ2013,W.C.BentonJr.,Allrightsreserved. GeneralSourcesofPriceInformation Published price lists Quotations Other buyers in the market Trade journals Negotiations Competitive Bidding Distribution PurchasingandSupplyChainManagement,3rdedition,Copyrightâ2013,W.C.BentonJr.,Allrightsreserved. Discounts ã Popular discount types: • Cash Discounts • When payments for goods and services are promptly remitted • Example: Cash discount of 3/10, net 30 • • Trade Discounts • • If the buyer pays within 10 days of the shipment date of the invoice, it may deduct a 3 percent from the invoice price Buying firm splits the middlemen profit margin and buys directly Quantity Discounts • Granted to the buyer for buying larger quantities • The Robinson–Patman Act PurchasingandSupplyChainManagement,3rdedition,Copyrightâ2013,W.C.BentonJr.,Allrightsreserved. PricingMethods(cont.) ã ã Competitivebidding ã Mustbeginwithanassessmentofthesupplierspricingstrategies ã Takesfromfourtoeightweeksformostindustrialfirms Conditions for competitive bidding: The dollar value of the spend must be large enough to justify the expense of the competitive bidding process The specifications of the product or service must be precise enough for both the buying and selling firms to accurately estimate There are enough selling firms in the market PurchasingandSupplyChainManagement,3rdedition,Copyrightâ2013,W.C.BentonJr.,Allrightsreserved. CompetitiveBidding ã ã Aprobabilisticbiddingstrategy ã Buyingstrategyforcompetitivebiddingprocess ã Basedontheprofitưmaximizationstrategy • Assumes that the buying firm will select the firm with the lowest bid • Used by the most wellmanaged selling firms that use the competitive bidding An estimate of a reasonable bid amount • Based on: • Thedollarvalueofpreviousbids PurchasingandSupplyChainManagement,3rdedition,Copyrightâ2013,W.C.BentonJr.,Allrightsreserved. Costs ã Costcomponents: ã ã Directcosts ã Costs are not incurred if the unit is not produced • E.g., direct labor, direct materials costs Indirect costs • • Non–manufacturingrelated costs E.g., insurance, managerial salaries, property taxes, and depreciation expenses 10 PurchasingandSupplyChainManagement,3rdedition,Copyrightâ2013,W.C.BentonJr.,Allrightsreserved. LearningCurves ã ã Amethodforpredictingtheefficienciesof increasingoutputs Reflectsasystematicimprovementoflaborper unitasafunctionofcumulativeunitsproduced 80%learning curve 11 PurchasingandSupplyChainManagement,3rdedition,Copyrightâ2013,W.C.BentonJr.,Allrightsreserved. LearningCurves(cont.) ã ã Characteristics: ã Exponential ã Aconstantpercentagereductionoflaborasafunctionof cumulative units produced • Especially important in various assembly operations Uses: • Cost estimating • Pricing • Negotiating contracts 12 PurchasingandSupplyChainManagement,3rdedition,Copyrightâ2013,W.C.BentonJr.,Allrightsreserved. CostStructureTerminology ã Definitions: ã Grossmargin ã ã ã Includes overhead and profit Net margin • • The difference between the price of the job and the costs to build a job Refers to profit alone Markup • A job costs times a factor that covers direct costs, overhead cost,andprofit Grossmarginandmarkuparenotthesame13 PurchasingandSupplyChainManagement,3rdedition,Copyrightâ2013,W.C.BentonJr.,Allrightsreserved. ã MarginversusMarkupConversionChart 14 PurchasingandSupplyChainManagement,3rdedition,Copyrightâ2013,W.C.BentonJr.,Allrightsreserved. Contents ã ã CostStructureAnalysis ã Terminology ã TheBreakevenAnalysis TheNegotiationProcess ã Price/CostAnalysis 15 PurchasingandSupplyChainManagement,3rdedition,Copyrightâ2013,W.C.BentonJr.,Allrightsreserved. The Negotiation Process • The negotiation process is a learned behavior • • • Winwin for both buyer and the seller Each and every aspect of a business transaction is negotiable • Thereexistsapossibilityfornegotiationofpeggedcosts ã Useprice/costanalysis Excellentcandidatesfornegotiations ã Directlabor,overhead,andadministrativecosts 16 PurchasingandSupplyChainManagement,3rdedition,Copyrightâ2013,W.C.BentonJr.,Allrightsreserved. Price/CostAnalysis ã A buying firm must: • • Consider the price variation in order to understand: • Various design specifications • Associated costs Obtain reasonable cost comparisons based on: • Historicaldataofsimilarequipment ã Experiencewithconditionsinthespecificindustry 17 PurchasingandSupplyChainManagement,3rdedition,Copyrightâ2013,W.C.BentonJr.,Allrightsreserved. Questions? 18 PurchasingandSupplyChainManagement,3rdedition,Copyrightâ2013,W.C.BentonJr.,Allrightsreserved. ... PurchasingandSupplyChainManagement,3rdedition,Copyrightâ2 013, W.C.BentonJr.,Allrightsreserved. Questions? 18 Purchasing? ?and? ?Supply? ?Chain? ?Management, 3rd edition, Copyright © 2 013, ? ?W.? ?C.? ?Benton? ?Jr., All rights reserved. ... PurchasingandSupplyChainManagement,3rdedition,Copyrightâ2 013, W.C.BentonJr.,Allrightsreserved. ã MarginversusMarkupConversionChart 14 PurchasingandSupplyChainManagement,3rdedition,Copyrightâ2 013, W.C.BentonJr.,Allrightsreserved.... Could drive the supplier out of business? ?and? ?reduce competition in the? ?supply? ?market Purchasing? ?and? ?Supply? ?Chain? ?Management, 3rd edition, Copyright © 2 013, ? ?W.? ?C.? ?Benton? ?Jr., All rights reserved.