Supply Chain Sustainability Risks - New Challanges for Procurement
Established approaches for Supply Chain Risk Management tend to systematically underestimate or even neglect Sustainability Risks. Supply Chain Sustainabilite Risks do not rely on disruptions as a triggering event but are caused by hamrful stakeholder reactions on critical social or environmental issues at suppliers premises. We provide a conceptualization of the materializing mechanism of sustainability risks and a management concept to cope with these new challanges.
The Sourcing Governance Code
Codes of conduct have become an effective tool to improve the sustainabilityperformance of companies, their managers, and employees. However, a multitude of different codes, of which many target the same goals and have nearly identical contents, has established over the last decades. As part of the government funded research project Sustainable Sourcing Excellence, the development of efficient, standardized guidelines for sustainable supply chain management is promoted. In cooperation with numerous industry partners, both requirements and anticipated barriers concerning the implementation of such a Sourcing Governance Code (SGC) were critically discussed. With the present study we would like to outline our vision of the SGC and develop it further.
Integrated Supply Chains
The supply chain under scrutiny: International division of work and globally distributed value chains comprise the daily grind of Supply Chain Managers. However, how much integration is desirable? When does integration pay off? The answers from this study reveal: It depends – on the attitude towards integration (desire), the structures for collaboration (ability), and the actual application of techniques and practices (action). The triad of desire – abillity – action is, however, not implemented in all areas.
Intensive Risik Management or Flexible Crisis Management?
Strategies for survival in automobile industry procurement during the economic crisis
The economic crisis has dramatically impacted the automobile industry over the past months. In addition, lean structures and strong dependencies within the industry caused the crisis to quickly transfer from the large automobile manufacturers (so-called Original Equipment Manufacturers – OEMs) to higher tiers: With the drop in sales figures of OEMs, many suppliers began to fight for survival. As a result, their financial power eroded, in particular 1st tier suppliers, within a few months and the number of bankruptcies increased dramatically.
Supplier Risk Management in the Automobile Industry
When suppliers crash, they threaten the supply capability and moneybag of manufacturers. The risk of bankruptcy is considered in business practice to be the gravest risk in Supplier Management, however, other risks are on the rise. How do companies react to them? SMI and Ernst & Young investigated this with the help of informative companies from the automobile industry.
My Chain Delivers
Together with the management consultancy, McKinsey & Company, and in cooperation with the German Logistics Association, SMI investigated in the study "My Chain Delivers" to what extent optimal supply chain management contributes to corporate success. More than one hundred success factors were tested for their impact on costs, service, supply, and flexibility of the analysed supply chains. Ten Best Practices were identified which have been statistically proven to improve corporate performance. The rewards of comprehensive optimisation measures are manifold: savings up to 40 percent of supply chain costs while improving service levels by up to 20 percent and approximately 30 percent reduction in inventory.
Supply Chain Analytics - Undiscovered Know-How in the Automobile Industry
The lack of planning and reaction capability lead to considerable inefficiency in the supply chains of the German automobile industry again and again. One reason is the types of IT systems applied. Most are not adequate for intelligent process controlling. This is the finding of a large-scale study, which SMI conducted in cooperation with the German Automobile Association and Teradata. Participants named a lack of relevant data as a reason for expensive revisions to planning. Furthermore, only a minority can implement risk analyses or short-term event-driven analyses with their systems.
Know-How in Wiesbaden - Locational Advantage Due to Logistics Competence
A survey of the economic development potential of Wiesbaden concerning Purchasing, Logistics and Supply Chain Management
Dynamic Supply Chains in Russia
An analysis of the structures, challenges, obstacles and possible development potentials of the Russian logistics market
Excellence in Purchasing and Supply Management
(collaborative study with McKinsey)
Best Practices of the 43 success dimensions at international companies
Procurement in the Hotel Industry - Status and Perspectives in 3 to 5-Star Hotels
- Systematic appraisal of purchasing professionals
- Identification of potentials in procurement of individual sortiments
- Strategic and organisational procurement issues
- Methodical assessment and organisation of supplier management
- Compilation of procurement strategies and methods
- Identification of procurement organisation and processes
Logistics-Tacho 2010 - Driving Logistics to Excellence
Survey of logistics professionals about status quo and efficiency of goods logistics, incl. courier, express and parcel services