Opel: Purchasing Service Department

Extraits

[...] Currently visits of supplier installations, at fairs, show rooms . Be constantly ready to call the supplier to see the details of an order Core values Supporting factors Shared goals and objectives Mutual dependence Open lines for communication Concern for the other's profitability Mutual commitment to customer satisfaction Trust Developing a personal relationship Having professional respect Investment of effort by top management Commitment to continuous improvement McQuiston (2000) Company Customers Competitors Suppliers Competitive benchmarking Marketing Make vs Buy Strategic sourcing The strategic triangle SAS Accessories Range of car Lots of target needs Leverage products alternative sources of supply available substitution possible Competitive bidding Strategic products critical for product's cost price dependence on supplier Performance based partnership Routine products large product variety high logistics complexity labor intensive Systems contracting + E-Procurement solutions Bottleneck goulot d'étranglement products monopolistic market large entry barriers Secure supply + search for alternatives Purchasing's impact on financial results Low Low High High Supply risk Purchasing product portfolio logo-opel Permanent and serious parts of the car Short life-cycle of promotional items Establishment of the price The study of price pass by the following information: - Name: useful for precision and following of the applicants, - Precise needs description: to better understand the demand - Quantity: indispensable to negotiate the price - Delivering place: transport cost is to forecast - Time: It is mostly urgent Signature: internal administrative obligation So the best pricing methods in an urgent situation most of time is: Tender-based pricing. [...]

[...] 1/2 The drafting of the specifications by the applicants The presentation of the specifications to the suppliers by the Purchasing department The figuring (chiffrage) by the purchasing department The approbation of the purchase demands by the demand department The control of the account number by the budgetary controller The purchasing demand approved will returned to the purchasing department for placing of the order The requisitioning of the order will be made by the purchasing department who will send it to the supplier or person receiving benefits and to the demand department and to suppliers account. Rectangle: Click to edit Master text styles Second level Third level Fourth level Fifth level How the purchasing department purchase? [...]

[...] Secondly because, Opel want to become more and more « Service Provider ». Then it have to focus on core activities that are marketing, services after sales, selling cars accessories. Opel is in an logical political development of consumer loyalty. [...]

[...] Role Elements Documents - Prepare contract - Contracting expertise - Negotiating expertise Contract - Assure adequate supplier selection - Prequalification of suppliers - Request for quotation Supplier selection proposal More precise specification - Functional specification Technical changes Bring supplier knowledge to engineering Functional specifications Norm/spec and control Define specification Select supplier Contract agreement Ordering Expediting Evaluation Follow up Overdue list - Vendor performance evaluation - Settling contract problems evaluation - Vendor balanced score card - Vendor profile - Vendor ranking Precision in specification, description, customers needs Consultation will be made nationnally (fairs, study days, visits ) at the european scale Information technology Between Purchasing department and suppliers Step Develop purchase order specification Functional specification Oblige a member of purchasing department to be the private interlocutor of the supplier. Will allow to improve the operations and bring other solutions and ideas. [...]

[...] This bringing together would allow a better coordination between these services especially in the urgency Rectangle: Click to edit Master text styles Second level Third level Fourth level Fifth level New firm infrastructure Euripide (operational service) General Directory Marketing Communication Sales Quality and clients services Department Thalès (administrative service) Human ressources Legislation Administrative and Financial directory Administrative directory Person in charge of buying Buying assistant Buyer in alternation Purchasing department Lien hiérarchique Why Opel use outsource activities? 1/2 Firstly because, the wide range of services of Opel tend so large so Opel couldn't allocate all of its ressources to them. [...]