THE EVOLUTION AND ORGANIZATION OF PURCHASING AND SUPPLIES MANAGEMENT NOTES
1.1 Introduction Purchasing describes the process of buying: learning of need, locating and selecting suppliers negotiating prices and other pertinent terms, and follow up to ensure delivery. It entails the following activities: Purchase needs identification through liaison with user departments. Identification of potential suppliers and negotiation. Selection of suppliers. Market research for important materials. Analysis of proposals. Issuance of purchase orders. Administration of contracts and resolutions of related problems Maintenance of purchasing records. Procurement is a broader term and includes purchasing stores, traffic, receiving, incoming inspection and salvage. Procurement and purchasing are used interchangeably, this is however somewhat imprecise. Procurements process or concept encompasses a wider range of supply activities than those included in the purchasing functions .it includes the traditional role, with more buyer participation is related material activities. These activities include; Development of material and service requirements and other specifications. Materials research and value analysis activities. Extensive market research. Conduct of all purchasing functions. Suppliers quality management Management of investments recovery activities (salvage of surplus and scrap) Essentially therefore procurement tends to be broader and more proactive, focusing on strategic matters, rather than mere implementation of purchasing concept. Supply management is a system management concept employed by some organizations designed to optimize the factors of materials costs, quality and services. It is a process responsible for the development and management of a firm’s material management of a firm total supply system. It includes and expands the activities of the purchasing function and the procurement process. The other activities in supply management are: Early Purchasing Involvement (EPI) and Early Supplier Involvement (ESI) in product design and subsequent specification development for crucial items. Heavy use of cross–functional teams in supplier qualification and selection. It depicts effect to develop better, more responsive supplies than the term purchasing. Purchasing partnering and strategic alliances with supplies. Strengths Weaknesses Opportunities and Threats (SWOT) analysis. Continuous monitoring and improvement in the supply chain. Participation in strategic planning process. Materials Management is the integration of related materials functions to provide cost effective delivery of material and services to an organization. It is an organizational concept from a managerial perspective designed to enhance coordination and control of the various materials activities. Since action or decision taken at any point in the materials chain, usually impacts on a number of other activities or decision point in the chain, it is imperative to enhance reporting, communication and control procedures designed to enhance a coordinated decision making among the involved groups or departments. Materials management includes the following activities: Purchasing and supply management activities. Inventory management Receiving activities Stores and warehousing In-plant material movement Production planning, scheduling and control Traffic and transportation Scrap and surplus disposal. Supply chain management is a system approach to managing the entire flow of information, materials and services from raw materials, supplier through factories, warehouses to end customers 1.2 The Evolution of Purchasing Purchasing can be traced as far back as 2800 BC in cuneiform clay tablets purchasing orders. Curiously only during the past two countries has purchasing been addressed in trade books and text books. In 1832 Charles Babbage addressed purchasing in his book “On the Economy, Machinery and Manufacturing” The first book devoted specifically to purchasing, “The Handling of Railway Supplies: The Purchase and Disposition” published in 1887 was authored by Marshall M. Kirkman. The first college textbook on purchasing was authorized by Howard T. Lewis of Harvard University in 1933. Although interest of purchasing and supply function has been a phenomenon in the 20th, it was recognized as independent and importing function well before 1900. Growth of interest and attention to purchasing was rather uneven in the early 1900’s but by 1915, several books on purchase had appeared and several articles had been published in trade press primarily in the engineering journals. Yet prior to World War I (1914-1918) most firms regarded the purchase function primarily as a clerical activity. However during the world war, the ability to obtain raw materials supplies ad services needed to keep the factories and mines operating were the key determinates of organizational success. Attention was given to the organization policies and procedures for purchase functions, and so it emerged as a recognized management activity. Historically since management interest has focused on research and development, marketing, finance and operations, purchasing has frequently been subordinated to these functions. Mangers are however becoming aware impact on the bottom line that does any other functions. It is with such insights the purchasing has evolved and evolves through the following four stages. Passive stage– Purchasing function has no strategic direction and primarily reacts to the requests of other functions, This stage is characterized by: High proportion and individual communications due to purchasing low visibility Supplier selections based on price and availability. Independent stage– Purchasing functions adopts the latest purchasing techniques and processes, but its strategic direction is independent of the firms competitive strategic. In this stage; Performance is based primary on cost reduction and efficiency measures. Coordination links are established between purchasing and technical discipline. Top management recognizes the importance of professional development. Top management recognizes the opportunities in purchasing for contribution to profitability Supportive– Purchasing function support the firm’s competitive strategy by adoption purchasing techniques and products which strengthens the firm’s competitive position In this stage; Purchase is included in sales proposal teams. Suppliers are considered a resource with emphases on experience motivation and attitude. Market product and suppliers are continuously monitored and analyzed. Integrative stage- Purchasing strategy is fully integrated into the firm’s competitive strategy and constitutes part of an integrated effort among peers to formulate and implement a strategic plan. In this stage; Cross-functional training of purchasing professionals executive is made available Permanent lines of communication are established among other functional areas. Professional development focuses on strategic elements of the competitive strategy Purchasing performance is measures in terms of contributions to the firm’s success 1.3 The Role of the Purchasing Department The purchasing department is expected by the management to fulfill the following five rights. Right Quality
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