Browsing by Subject "strategic supply chain management"

Supplier relationship management is a multiyear strategic supply chain management practice and a planning tool, which aims to value creation by managing the sourcing operations in a systematic way. Typically, a company can create value from an SRM by utilizing its systematic processes for collaboration or supplier development schemes with key / strategic suppliers. However, an SRM does not exclude the usage of competitive sourcing methods for value claiming from commodity supplier relationships, for example. An SRM program can also create value by organizing the supply chain processes in a more functioning way leading to an improved operational excellence and elimination of unnecessary processes. Therefore, most of the typical SRM benefits can be considered non-financial, which will result in monetary value in time. By comparing existing statistics which kind of benefits companies have gain or seek by implementing the SRM program it seems that the cost reduction, risk management and operational improvements are the top three benefits. This research aimed for the researching and creation of an SRM model for Ahlstrom (currently Ahlstrom-Munksjö) as a recommendation how to go forward with the implementation of the SRM program. The suggested SRM model contains seven sections or themes of an SRM (Value proposition and measurement, Supplier segmentation, SRM Governance structure, Supplier performance management, Supplier development, SRM IT Systems and Supplier collaboration). The sections / themes worked as a basis for research questions in this research. The research questions were studied via theoretical and semi-structured interview analysis. In addition, some of the hypotheses were also investigated empirically as case studies resulting in empirical findings regarding the functional method for supplier segmentation, “Case: KPI Reporting tool” and risk management value analysis. “Case: KPI Reporting tool” can be seen as a good example of how technology (SAP) can create value for SRM / supply chain management processes. Based on the findings of this research, this thesis concludes that a company can create value from its supply base by identifying its strategic and core suppliers, developing appropriate actions per segment or supplier and organizing the SRM program systematically by the SRM section. An SRM is a continuous development program, which means that processes by the SRM section should be revised, reflected and analyzed as the SRM program matures.