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1 Chapter 1 The Purchasing Process. Learning Objectives Know the definition and basic functions of the purchasing process Understand the relationship.

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Presentation on theme: "1 Chapter 1 The Purchasing Process. Learning Objectives Know the definition and basic functions of the purchasing process Understand the relationship."— Presentation transcript:

1 1 Chapter 1 The Purchasing Process

2 Learning Objectives Know the definition and basic functions of the purchasing process Understand the relationship between the purchasing and its environment Achieve a reasonable understanding of the logical and physical characteristics of a typical purchasing process Become familiar with some of the technology used to implement the purchasing process Know some process controls and the plans used to control a typical purchasing process Purchasing Process

3 3 Purchasing Spoke on AIS Wheel In this chapter, we spotlight one business process, the Purchasing Process We will describe the various users of the purchasing process, each having their own view of the enterprise system and enterprise database In addition, we will analyze the process controls related to the purchasing process

4 4 Process Definitions and Functions The purchasing process is an interacting structure of people, equipment, methods, and controls that is designed to accomplish the following primary functions: 1.Handle the repetitive work routines of the purchasing department and the receiving department 2.Support the decision needs of those who manage the purchasing and receiving departments 3.Assist in the preparation of internal and external reports

5 5 Internal Perspective of Purchasing Process 1. Purchase requisition sent from inventory control department to purchasing department

6 6 Internal Perspective of Purchasing Process 2. Purchase requisitions from various other departments sent to purchasing department

7 7 Internal Perspective of Purchasing Process 3. Purchase order sent to vendor

8 8 Internal Perspective of Purchasing Process 4. Purchase order notification sent to various other departments or to inventory management process

9 9 Internal Perspective of Purchasing Process 5. Purchase order notification sent to receiving department

10 10 Internal Perspective of Purchasing Process 6. Purchase order notification sent to accounts payable process

11 11 Internal Perspective of Purchasing Process 7. Good and services received from vendor

12 12 Internal Perspective of Purchasing Process 8. Receiving notification sent to accounts payable and general ledger processes

13 13 Internal Perspective of Purchasing Process 9. Receiving notification sent to purchasing department

14 14 Goal Conflicts and Ambiguities in the Organization Individual managers’ goals may not be in congruence with organizational objectives –Purchasing may buy large quantities of inventory for quantity discounts and to reduce ordering costs –This may drive up costs of receiving, inspecting, and carrying inventory Ambiguity often exists in defining goals and success in meeting goals. –A purchasing goals might be to select a vendor who will provide the best quality at the lowest price by the promised delivery date –Realistically, one vendor probably will not satisfy all three conditions Prioritization of goals is necessary in choosing the best solution given the various conflicts and constraints placed on the process –Trade-offs are made in prioritizing among the goals that conflict –If the market is sensitive to satisfying customer needs, the company may pay higher prices to ensure that it is procuring the best quality goods and obtaining them when needed

15 15 Organization’s Supply Chain

16 16 Purchasing and the Supply Chain The supply chain is the system of adding value beginning with acquiring raw materials (purchasing) and ending with product field support Organizations attempt to achieve maximum value added in all the supply chain activities Internet purchases are driving down purchasing costs Supply chain management (SCM) software assists with demand planning, one of the most important areas of supply chain management

17 17 2 categories of SCM Software 1.Supply chain planning software Accumulates data about orders from retail customers, sales from retail outlets, and data about manufacturing and delivery capability to assist in planning for each of the SCM steps. 2.Supply chain execution software Automates the SCM steps. ERP software is assigned to this category as it receives customer orders, routes orders to an appropriate warehouse, and executes the invoice for the sale. Many of the connections between players in the supply chain are B2B automated interfaces. For example, the sourcing step may be implemented through an automatic order sent to a supplier via the Internet.

18 18 Benefits of Managing the Supply Chain Lower costs to the customer Higher availability of product Higher response to customer request for product customization and other specifications Reduced inventories along the supply chain Improved relationships between buyers and sellers Smooth workloads due to planned goods arrivals and departures, leading to reduced overtime costs Reduced item costs as a result of planned purchases through contracts and other arrangements Increased customer orders due to improved customer responsiveness Reduced product defects through specifying quality during planning and sharing defect information with suppliers during execution

19 19 Things that can go wrong in SCM initiatives Data not collected or not shared across functional boundaries Lack of sharing of information between supply chain partners Inaccurate data in the supply chain negatively affects the entire chain. Over-reliance on demand forecasting that may be inaccurate –Good demand forecasting requires an intelligent combination of software tools and human experience Competing objectives can lead to unrealistic forecasts. –Marketing may want a high target to ensure a successful product –This may be unrealistic –Therefore promotion and production budgets will be inaccurate –Sales, on the other hand, will be evaluated on its ability to meet sales quotas and wants a lower demand forecast.

20 20 Mitigating problems with SCM Initiatives Technology Summary 12.2 Types of Collaboration in the Supply Chain –CRP: Continuous Replenishment also called: VMI Vendor Managed Inventory SMI Supplier Managed Inventory –Co-managed Inventory A form of CRP –CFAR: Collaborative Forecasting and Replenishment (precursor to CPFR) –CPFR: Collaborative Planning Forecasting and Replenishment

21 21 Mitigating problems with SCM Initiatives Technology Summary 12.3: CPFR Process

22 22 Purchasing Process—Context Diagram

23 23 Inventory Reorder Methods Reorder point analysis –each item is assigned a reorder point based on its sales rate Economic order quantity –order quantity based on costs of ordering and carrying inventory ABC analysis a technique for ranking items in a group based on the output of the items –ABC analysis can be used to categorize inventory items according to their importance

24 24 Purchasing Process—Level 0 Diagram

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28 28 Data Stores Used in the Purchasing Process Inventory master data –A record of each item stocked or regularly ordered Vendor master data –Stores information about approved vendors including vendor performance Purchase requisition data –Data on all purchase requisitions Purchase order master data –Open PO information including status of items on order Purchase receipts data –Lists items received

29 29 ER diagram - Purchasing

30 30 Purchasing Process Systems Flow Chart

31 31 Purchasing Process Systems Flow Chart, Cont’d.

32 32 Fraud and the Purchasing Function Many frauds involve manipulation of purchasing because it involves the payment of cash –The typical cases included in this category of process exploitation are instances in which: An employee (e.g., a buyer, purchasing manager, or other person) places purchase orders with a particular vendor in exchange for a kickback, secret commission, or other form of inducement from the vendor. An employee has a conflict of interest between his responsibilities to his employer and his financial interest—direct or indirect—in a company with whom the employer does business.

33 33 Purchasing Control Matrix

34 34 Control Matrix, Cont’d.


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