Wednesday, March 6, 2019

Principles of Supply Chain Management Essay

possibility 3) Dont shoot the messenger1. If you were in Jeffs position, what would you grow done to preserve consanguinitys? If I were in Jeffs position, I would graduation waste thanked my providers and expressed gratitude to them for creation willing to exercise c havely with the bon ton in non only designing the tender product line, notwithstanding in then reducing supply determines by the asked for 10 percent. I then would have tried to explain the position of the company and how the wrong decreases were essendial to ensuring a successful product launch. Explaining why the additional apostrophize reducing was requested may not make the actual price cuts easier to make, simply it should help nearlywhat when it comes to maintaining the relationships with the suppliers. Hopefully Jeff has treated them honestly up until now and has a level of trust built up with them. 2. drag the honorable issues tough.It seems to me that the main ethical issue is in the letter t hat was sent to suppliers on July 5th. The implicit threat that communication channel with suppliers would be cancelled if the make up demands were not met is not consistent with the type of relationship that Jeff had built with his suppliers, establish on honestly, integrity, and hard work. In addition, Billing Equipment was asking for previously agree upon contracts to be re-opened and re-negotiated in order to make the price cuts, essentially leaving back on their own word.3. What is your assessment of the general private instructors approach to meeting target cost objectives? My assessment of the general managers approach to meeting target cost objectives is that it is not the the right way way to approach the issue. I dont like the strong-arm tactical maneuvers, with the thinly-veiled threat of cancellation if they dont comply. The General Manager should have involved the suppliers and been more open with them on the ingest to reduce boilersuit cost for the product line . He could have explained the long benefit of partnering with Billings Equipment, evenif on that point were a financial sacrifice in the short term. As the occurrence pointed out, in essence, the suppliers that complied and tried to work with the company were punished by being asked to cut prices even more.Case 5) joke Deere and Complex Parts, Inc.1. Discuss the strengths and weaknesses of whoremaster Deeres Achieving Excellence Program. Consider and discuss other criteria to include in the analysis. basin Deeres Achieving Excellence Program is designed to develop long-lived supplier relationships through an evaluation process that promotes communication, trust, cooperation, and innovation. I cogitate that overall this is a very serious program. It encourages suppliers to work with John Deere and collaborate to purify cost, quality, and eonliness of livery. It includes some objective ratings that can directly measure supplier public presentation, and could be used to h elp identify areas of improvement. It helps to form long-lasting relationships with suppliers, which is in John Deeres best interests. Some of its weakness are subjectivity, that it has no concern for what is good for supplier, and may have a unmanageable entry level since you only receive training if you rate highly in the dust.Subjective metrics like the Wavelength and Technical criteria are more difficult to measure accurately. Subjective measures leave things open to interpretation. Personal bias or even misunderstanding can result in an artificially number 1 or high rating in a subjective measurement. The criteria would need to be very clearly defined. The AEP program is also benefits John Deere primarily, preferably than the suppliers. Suppliers that rate highly do get additional John Deere training, but even that is in the best interests of the John Deere companionship. While John Deere is a re dedicateable company, and desirable to do backing with, the main reward fo r cognitive process excellence in the AEP program is a plaque, maybe a banquet, and more John Deere training. The program almost has a negative incentive for new suppliers.John Deere should have some kind of outreach training for new suppliers that inclination to be partners, rather than just supplying additional training for good suppliers. It could be seen as a program that keeps the selected at elite levels, but does not offer financial aid to those newcomers that may need the assistance and expertise of John Deere to improve. While responsiveness is encompassed in the wavelength measurement, I mean that itis important enough to have its own evaluation criteria (Winsor, Tan, Leong p. 124). The circumstance mentions some of the frustrations that John Deere experienced waiting for the return of quotes from Complex Parts. An unresponsive supplier can cause supply chain issues very quickly. 2. Do you think Complex Parts has performed fittingly over the past year? why or why not? Which of the Deere supplier assessment classifications should be charge to Complex Parts?I think that Complex Parts has adequate performance over the past year as a whole, just some areas of concern have arisen, particularizedally concerning delivery and communication. Their quality rating is very good, and until recently, their delivery rating was very good as well. Lately, an increase number of deliveries had to be expedited, which costs John Deere money. The case stated that it seems as though expediting delivery has become a weekly requirement. Delivery ratings shake off from 8,650 to 155,000 over the last quarter. That metric alone is enough to put the supplier in to conditional status.Overall, I would assign a rating of approve to Complex Parts. Their past performance is worth noting, but recent developments are of great concern. Reducing their supplier rating should send them a heart that performance, specifically deliveries and responsiveness, must improve in orde r to continue doing business with John Deere. 3. If you were a member of the supplier evaluation team, what alternative track of meet would you consider for Complex Parts? What cheerations should the team make to the pop manager?As a member of the evaluation team, I would recommend that a very close eye be kept on the Delivery metric, as that is where the supplier seems to be slipping the most, and would communicate that excogitation to Complex Parts. They need to understand that bandage they have been a good supplier in the past, current performance issues cannot be ignored. Delivery multiplication and response times to quotes and other communications must be improved. I would suggest a meeting between the project manager and separate team members at Complex Parts to discuss expectations and possible consequences ofnon-compliance with John Deere policies.The team should recommend a rating of Approved to the project manager, with specific follow-up items detailed surrounding delivery and responsiveness. 4. What are the short-term and long-term implications of your recommendation?Short term, I would expect immediate improvements in the delivery rating of Complex parts. The reduction in rating is very overmuch a disciplinary action, and intended to be an eye-opener to the supplier. It sends a message that while they are still valued as a supplier, certain aspects of their performance have slipped in to the unacceptable range.Long term, I believe that an action such as this should help strengthen the relationship. Disciplinary action ordinarily comes off negatively, but if the right meetings and discussions take place and concerns are intercommunicate openly and honestly, Complex Parts should be able to see that John Deere does have a vested interest in helping them improve and re-attain a raking of Partner. The fact that as a member of the evaluation team I am not just recommending dropping them or recommending a raking of Conditional shows that there is still hope in reconstruction the business relationship to a healthy, productive level. Case 7) Supplier Development at Deere, & Company1. Is Deeres tactic an appropriate one?I do not think Deeres tactic is the appropriate way to approach the situation. I agree from the details of the case that some improvements need to be make the help reduce they cycle time at wood shavings, but I dont think a mandatory cost reduction is going to get the job done. I think it will spend a penny bad blood and irreparably damage the supplier relationship.2. What are the implications of the tactic and the possible consequences, positive or negative?The implications of the tactic are that wood shavings needs to fall in line with Deeres demands or lose their business. The added implication is that wood shavings will essentially be out of business if this happens because 95% of their income is from Deeres orders. Both of these outcomes are negative,and I am having obstruction seeing a positive con sequence come out of this situation. I think that Excelsior is justified in their concerns, and while they may be dragging their feet, I feel like it is an appropriate reaction to the belief of restructuring their entire process.3. If it is not an appropriate tactic, what are some alternatives?I think that a valid alternative would be to emphasize the value that Excelsior has to Deere as a primary supplier of the connector that they manufacture for Deere, and to rein repulse the desire to maintain a long-term, profitable relationship with them.Additionally, Deere may have been able to supply examples of other suppliers that they have worked with to improve their efficiency. Rather than case studies and meetings, real world examples of success could be used to help influence Excelsiors top decision makers that this was the correct words of action.4. Is this an ethical approach?I do not think that this is an ethical approach. Deere is efficaciously using their position of power in the relationship to force Excelsior to take action that they are not convinced is the correct course of action. I think that they should act in an advisory role, not force them in to action. Ultimately, the decision is Excelsiors as to whether to re-tool and comply with Deeres wishes, and while there are big consequences to that decision, it should not be hale upon them.5. What are some of the implications as far as human imagery management is concerned? How can the group members better manage the consensus grammatical construction to present an undivided front to Excelsior?If Deeres plan does not succeed, there is a large risk that they will have to put forth a massive human resource effort to convert Excelsior as a supplier. Deere would have to expend large amounts of time and resources to identify, secure, and develop a new supplier.The group members could better manage consensus building by involving more people from Excelsiors production teams. Deere should work towards aw in-win scenario with Excelsior (p. 119). Perhaps they would be able to show the benefits of the proposed system to those that are closer to the actual work. Those individuals could then weigh in and play support to the plan, possibly overcoming the resistance that Excelsiors Frank and Sanderson felt. Deeres associates could re-commit to Excelsior that they are a valued long-term supplier, but that these changes infallible to be enacted to ensure long-term viability. Deere could explain that there are customers pull ahead down the supply chain requesting faster turnaround, and that these requests are not totally coming from Deere.ReferencesJoel D. Wisner, K.-C. T. (2012). Principles of Supply Chain Management. Mason, OH South-Western Cengage Learning.

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