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Supplier development refers to activities undertaken by a buying organization to improve the performance of its suppliers. This typically involves formally evaluating suppliers to understand their capabilities, conducting site visits to observe operations and identify areas for improvement, and providing training to help suppliers meet the buying organization's standards and requirements. The goal is to enhance the supplier's performance, leading to improved quality, cost, and delivery times, ultimately benefiting the entire supply chain.References:

Supplier Evaluation and Performance Excellence: A Guide to Meaningful Metrics and Successful Results by Sherry Gordon.

CIPS (Chartered Institute of Procurement & Supply) guidelines on supplier development.

When assigning suppliers to a supplier segmentation matrix, considering past performance, quality, and financial information is best. These factors provide a comprehensive view of a supplier’s reliability, capability, and stability. Data from co-workers, business stakeholders, and public sources can be useful, but the primary focus should be on empirical data that reflects the supplier’s historical and current performance and financial health. References: Supplier management and evaluation resources, supplier segmentation models.

To ensure Supplier Y improves its KPI scores, the supply manager should require the supplier to submit a detailed written plan outlining specific steps and strategies for improvement. This plan should include measurable targets and timelines for each KPI. By closely monitoring the supplier's progress against this plan, the supply manager can ensure accountability and provide support where needed, fostering a continuous improvement culture.

References

Supplier Evaluation and Performance Excellence: A Guide to Meaningful Metrics and Successful Results by Sherry Gordon

"Key Performance Indicators (KPIs) in Supply Chain Management" - Supply Chain Council

Scenario Overview: The supply manager issued an RFQ to five suppliers; three declined, and the remaining two raised concerns about risk and pricing.

Conference Outcome: A conference revealed that only three tolerances were critical, leading to a revised RFQ.

Value Engineering: This process involves evaluating a project to reduce costs while maintaining quality by identifying essential versus non-essential specifications.

Supply Manager’s Role: By facilitating this discussion, the supply manager helped reduce project costs and risks, demonstrating the principles of value engineering.

References

CIPS. (n.d.). Value Engineering in Procurement.

ISM. (n.d.). Cost Management and Value Engineering.

Estoppel is a legal principle that prevents a person from asserting a position inconsistent with their prior conduct if it would result in injustice to another who relied on that conduct. For instance, if one party makes a promise or representation that another party relies upon to their detriment, the first party cannot later contradict that promise or representation. This principle ensures fairness and reliance in legal and business transactions. References: Legal textbooks on contract law, specifically sections on equitable principles and estoppel.

The first step in developing a negotiation plan is to engage with the internal customer and other internal stakeholders to identify their needs and wants, as well as educate them on how supply management can add value in the negotiation process. Understanding internal requirements and gaining alignment with stakeholders is crucial before analyzing risks (Option B), reviewing logistics strategies (Option C), or identifying payment terms (Option D). This step ensures that the negotiation strategy is aligned with organizational objectives and stakeholder expectations.

References:

Negotiation and Dispute Resolution in Supply Chain Management by Victor P. Olorunniwo

Procurement and Supply Chain Management by Kenneth Lysons and Brian Farrington

Context: Negotiation with a supplier on extending support for critical software, team members express conflicting views.

Issue: Disruption caused by differing views of team members during negotiations.

Action: Calling a recess helps to address internal conflicts without showing disunity to the supplier.

Team Strategy: Reaffirming agreed-upon roles and a unified approach is essential to maintain a strong negotiating position.

Internal Alignment: Ensures all team members are on the same page and can present a cohesive front.

Conclusion: This approach minimizes confusion, reinforces team strategy, and maintains a professional negotiation stance.

References

Negotiation strategies in supply management by CIPS.

Team Dynamics and Conflict Resolution in Negotiations by Harvard Business Review.

In the context of supply chain management, the highest level in a strategic plan is the objective of the organization. This is because the objective sets the overarching goals and vision for the entire supply chain. These objectives provide a clear direction and purpose, ensuring that all activities and strategies align with the broader goals of the organization. Commodity segmentation, supplier differentiation, and acquisition planning are more specific tactics and strategies that support the overall objectives but are not the highest level themselves.

References:

APICS Supply Chain Council. (2017). SCOR Model.

Chopra, S., & Meindl, P. (2016). Supply Chain Management: Strategy, Planning, and Operation.

To determine the price in U.S. dollars for the specialized testing equipment quoted at 360,000 Yen with an exchange rate of 90 Yen per U.S. Dollar:

Understand the exchange rate: 1 USD = 90 Yen.

Convert the quoted price in Yen to USD: Price in USD=360,000 Yen90 Yen/USD\text{Price in USD} = \frac{360,000 \text{ Yen}}{90 \text{ Yen/USD}}Price in USD=90 Yen/USD360,000 Yen​ Price in USD=4,000 USD\text{Price in USD} = 4,000 \text{ USD}Price in USD=4,000 USD

Thus, the price in U.S. dollars is $4,000.

References:

Currency conversion principles.

Current exchange rates from financial news sources.

The supply manager is responsible for resolving discrepancies in the procure-to-pay process. This includes ensuring that the quantities received match the quantities ordered and invoiced. While the receiving department records the receipt of goods, the supply manager must coordinate with accounts payable and the supplier to investigate and resolve any issues such as incorrect system entries or shipment discrepancies. References: Best practices in procurement and supply management, and standard operating procedures in procure-to-pay processes.