Supplier management
From supplier management can be said when a company controls the relationship with suppliers systematically.
The strategy of companies to limit themselves to their core competencies naturally leads to a shift of large parts of the value chain to suppliers and accordingly to an increasing importance of purchasing. This applies in particular to sectors such as automobile construction (1990 share of external value creation 54 percent; 2005 over approx. 70 percent).
According to a study by the management consultancy Roland Berger & Partner, there is often a wide gap between claims and reality in companies, as the information about the assessed importance and the actual implementation of the individual aspects of supplier management are quite far apart.
Supplier management essentially comprises the following areas:
- the evaluation and selection of suppliers ( supplier evaluation )
- the development of the performance level of suppliers
- the decision at which stage the supplier should be included in the value chain.
The following are listed as success factors for supplier management:
- the supplier system (the company's internal recording of data about the suppliers)
- the performance gap analysis (deficits in product quality, delivery time, costs, technology)
- a supplier evaluation system tailored to the needs of the individual company units
- an internet connection for the exchange of production and logistics data
- Integration of system and module suppliers
- Integration of service providers and system suppliers
- Integration in product development
- Process integration
- Supplier communication
- Transfer of staff and funds
literature
- Stephan M. Wagner: Supplier Management , Chapter 24 in: Tilo Pfeifer, Robert Schmitt (Editor) Masing Handbook Quality Management , Carl Hanser Fachbuchverlag Munich Vienna, 6th revised edition (2014), ISBN 978-3-446-43431-8