In the past 25 years, major original-equipment manufacturers have delegated the management of their supply chains to a handful of first-tier suppliers. Although this approach frees OEMs from the task of building and supervising supply subsystems, speeds up product introductions, and helps manufacturers secure larger volume discounts, it has gone too far. In this article, Choi, of Arizona State University, and Linton, a former chief procurement officer of LG Electronics, point out the dangers of relinquishing so much power to first-tier suppliers: It weakens an OEM's ability to control costs, stay on top of critical technology developments and shifts in demand, and ensure that suppliers are operating in a socially and environmentally sustainable fashion. The solution is for an OEM to selectively establish direct relationships with key lower-tier suppliers. Specifically, an OEM should form close ties with vendors that have a significant impact on its cost of goods sold, have strong innovation potential, pose sustainability risks, and can provide insights into important trends. Implementing this approach isn't simple--it may require reshaping the entire purchasing function. But it's essential for manufacturers that want to stay ahead of competitors.

【書誌情報】

ページ数：7ページ

サイズ：A4

商品番号：HBSP-R1112H

発行日：2011/12/1

登録日：2011/12/5