A strategic sourcing assessment is used to analyse the consequences of different strategies when sourcing an activity or a product. The assessment presented in this paper, provides a quantitative analysis for the strategic sourcing decision making process and involves a strategic approach to evaluate strategic sourcing strategies based on their expected risks. The major contribution is a detailed analysis of the decision making process for decision makers to understand the strategic sourcing decision when sourcing an activity or a product within its supply chain. A strategic sourcing decision assessment process was designed based on Strategic Alternative Model.
With SurveyAnalytics assessment provides decision makers with a formal and systematic approach to strategy selection by using a decision model to manage complex logical decisions that contain large amounts of information.
Surveyanalytics's Strategic sourcing is an institutional procurement process that continuously improves and re-evaluates the purchasing activities of a company. In a production environment, it is often considered one component of supply chain management. Strategic sourcing techniques are also applied to non traditional area such as services or capital.
The steps in a strategic sourcing process are
- Assessment of a company's current spend (what is bought where?)
- Assessment of the supply market (who offers what?)
- Total cost analyses (how much does it cost to provide those goods or services?)
- Identification of suitable suppliers
- Development of a sourcing strategy (where to buy what considering demand and supply situation, while minimizing risk and costs)
- Negotiation with suppliers (products, service levels, prices, geographical coverage, etc.)
- Implementation of new supply structure
- Track results and restart assessment (continuous cycle)
Surveyanalytics's Strategic sourcing benefits usually lag behind the major work efforts and communication is essential for keeping project momentum. Further,there is usually a diverse set of stakeholders who must be managed
in addition to those in procurement, such as finance, operations and especially customers.
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