# data[].attributes.body
Significant improvements in goods and service quality and cycle time reduction

# data[].attributes.body
Development of robust, user-friendly Internet-based 3rd-party software

# data[].attributes.body
Buyers and suppliers are able to communicate in real-time, worldwide, via the Internet

# data[].attributes.body
Must have clearly defined specifications

# data[].attributes.body
An online, real-time dynamic auction between a buying organization and a group of prequalified suppliers who compete against each other to win the business to supply goods or services

# data[].attributes.body
Determine cause of variances

# data[].attributes.body
Need to determine costs associated with late delivery, poor quality, or other supplier nonperformance

# data[].attributes.body
Process of identifying cost considerations beyond unit price, transportation, and tooling

# data[].attributes.body
Long-term benefits to both buyer and supplier

# data[].attributes.body
Work directly with supplier to facilitate performance improvement

# data[].attributes.body
Inadequate supplier performance

# data[].attributes.body
Simultaneous engineering approach

# data[].attributes.body
Cross-functional teams

# data[].attributes.body
May be informal

# data[].attributes.body
Key supplier participation at the concept or predesign phase of NPD

# data[].attributes.headline
TYPE 6: Early Supplier Design Involvement

# data[].attributes.subject
TYPE 6: Early Supplier Design Involvement

# data[].attributes.body
Could include joint product development with shared development costs and intellectual property

# data[].attributes.body
Use with suppliers that have exceptional performance or unique technological expertise

# data[].attributes.body
Generally > 3 years

# data[].attributes.headline
TYPE 5: Longer-Term Supplier Relationships

# data[].attributes.subject
TYPE 5: Longer-Term Supplier Relationships

# data[].attributes.body
Different cultural business practices

# data[].attributes.body
More complex logistics and currency fluctuations

# data[].attributes.body
Lack of qualified personnel to develop, negotiate, and manage long material pipelines

# data[].attributes.body
Inexperience with global business processes and practices

# data[].attributes.body
Increase number of sources

# data[].attributes.body
Gain exposure to product and process technology

# data[].attributes.body
Introduces competition to domestic suppliers

# data[].attributes.body
Provide immediate and dramatic improvements in cost and quality

# data[].attributes.body
Local content rules

# data[].attributes.body
Growth of enterprise risk management systems

# data[].attributes.body
Volatility of prices

# data[].attributes.body
High cost impact

# data[].attributes.body
Potential for operational disruption

# data[].attributes.body
Greater levels of outsourcing in low cost countries

# data[].attributes.body
Requires in-depth analysis of current and future number of suppliers needed

# data[].attributes.body
Usually refers to a smaller supply base

# data[].attributes.body
Process of determining the appropriate number and mix of suppliers to maintain

# data[].attributes.headline
PART 4: Types of Supply Management Strategies

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PART 4: Types of Supply Management Strategies

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Supplier scorecard

# data[].attributes.body
Continuous monitoring of supplier's performance using predetermined criteria on goals and objectives

# data[].attributes.body
Continuous monitoring of both strategy and supplier

# data[].attributes.body
Effective_Negotiation

# data[].attributes.body
Effective_Competitive_Bidding

# data[].attributes.body
Supplier selection scorecards

# data[].attributes.body
Capabilities

# data[].attributes.body
Supplier Evaluation

# data[].attributes.body
Portfolio analysis

# data[].attributes.body
Bottleneck category - transactional supplier

# data[].attributes.body
Leverage category - preferred supplier

# data[].attributes.body
Routine category

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Critical category - strategic supplier

# data[].attributes.body
Value Chain Analysis

# data[].attributes.body
Requests for Information (RFIs)

# data[].attributes.body
Benchmarks

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Supplier analysis

# data[].attributes.body
SWOT analysis

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Porter's Five Forces Model

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Strategy for Category Management

# data[].attributes.body
Research supply marketplace

# data[].attributes.body
Identify specific business units; current suppliers

# data[].attributes.body
Conduct thorough spend analysis

# data[].attributes.body
Understand purchase requirement relative to business unit objectives

# data[].attributes.body
Develop work and communication plan

# data[].attributes.body
Publish project charter

# data[].attributes.body
Define scope of category strategy

# data[].attributes.body
Assign knowledgeable project leader

# data[].attributes.body
Identify key people and subject matter experts

# data[].attributes.body
STEP 5: Supplier Relationship Managemen

# data[].attributes.body
STEP 4: Contract Negotiation

# data[].attributes.body
STEP 3: Strategy Development

# data[].attributes.body
STEP 2: Market Research

# data[].attributes.body
STEP 1: Build a team

# data[].attributes.body
Difficulty in translating data between systems

# data[].attributes.body
Different accounting systems

# data[].attributes.body
Different recording procedures

# data[].attributes.body
Impact of mergers and acquisitions

# data[].attributes.body
Difficulty in obtaining timely and accurate information

# data[].attributes.headline
Challenges in Conducting a Comprehensive Spend Analysis

# data[].attributes.subject
Challenges in Conducting a Comprehensive Spend Analysis

# data[].attributes.body
The most common approach for building a business case in the initial stages of category management is through an annual process review of where the company is spending its money

# data[].attributes.body
A one-time event; is focused primarily on leveraging to drive down costs

# data[].attributes.body
An ongoing process: initiated by a thorough review of stakeholder engagements; is focused on value elements

# data[].attributes.headline
Strategic Sourcing vs. Category Management Structures

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Strategic Sourcing vs. Category Management Structures