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澳大利亚金融方面留学生本科开题报告范文：Improving Johnson Electronics’ Supplier Relationship Through 2013 Global Supplier Conferences
2. Background
As the leader in motion subsystems industry, Johnson Electric (shorted as JE in following) was founded in 1959. Its growing history can be easily seen from following series data: in 1970, sales of Johnson Electric reached $1.7 million; in 1980, this number came to be $16 million; sales of 1990 increased to $ 126 million; and in 2000, this number was swelled up to $677 million; in 2012, total sales amounted to $ 2,060 million. Even like this, comparing with the number of 2011, sales of Johnson Electronic decreased 4% (http://www.johnsonelectric.com/en/company/the-johnson-electric-story/). This decreasing cannot stop evaluating Johnson Electric as one rapid expanding company. 运动中的子系统行业的领导者，约翰逊电气（简称乙脑在以下）成立于1959。它的发展历史可以很容易地看到以下数据：1970，约翰逊电气的销售额达到1700000美元；1980，这个数字是16000000美元；1990的销售增加了126000000美元；而在2000，这个数字是膨胀至677000000美元；2012，总销售额达2060000000美元。即使这样，与数2011相比，约翰逊的电子销售下降4%（http：／／www.johnsonelectric。COM /恩/公司/约翰逊电气的故事/索引。HTML）。这种减少不能停止评价约翰逊电力作为一个快速扩张的公司。
In Johnson Electronic, Supply Chain Management Department has another name: SCS, which is the combination of Supply Chain Service’s 1st letters. Headquarter of JE's SCS department is located at Shajing, Shenzhen. The main business of SCS covers three aspects: purchasing, quality controlling, shipping and custom. At the end of 2012, Karen, as the General Manager of JE SCS’s Global Sourcing Team quitted the job. Along with Karen’s leaving, three managers also left the office. One disaster after another, since the gloomy of whole world economy and rising cost, so many suppliers ask for price increasing. It can be said that Global Sourcing Team is in turbulent period now. Besides, General Manager and three other managers’ quitting also means there will be a blanking period in the aspect of keeping and maintaining Supplier Relationship, since this has always been in charge of General Manager. For keeping and improving Supplier Relationship, Rob Gillete decided to hold 2013 Global Supplier Conferences. For conferences’ successfully holding and achieving setting objectives, Rob Gillete consulted Win-Win. 在约翰逊电子，供应链管理部门有一个名字：南海，是供应链服务的第一个字母的组合。流行性乙型脑炎的SCS部门总部位于深圳沙井。南海主要业务包括三个方面：采购，质量控制，运输和海关。在2012年底，凯伦，为乙脑SCS的全球采购团队总经理辞职了。随着凯伦的离开，三的管理者也离开了办公室。一个又一个灾难，因为全球经济的悲观和不断上升的成本，所以许多供应商要求涨价。可以说，全球采购团队是在动荡时期。此外，总经理和其他三个经理辞职也意味着会有一个空白期在保持和维护供应商关系方面，因为这一直在总经理主管。保持和改进供应商关系，Rob吉列决定举行2013全球供应商会议。会议的成功举办，实现设定目标，抢吉列咨询双赢。
Through communicating with Rob Gillete, he wants to identify key and strategic suppliers, ensure a good and smooth transition in the personnel changing period, maintain one stable and good supplier relationship, and control purchasing cost effectively. Toward these requirements, win-win recommended to hold 2013’s Global Supplier Conference.
3. Overall aim and purpose
The overall aim can be described as successfully holding the Global Supplier Conference. For measuring whether the conference is success, there are following specific targets:
※ Before holding the conference, establishing one measuring mechanism to identify strategic suppliers; this mechanism should include three evaluation indexes and be implemented in IT system.
※ Strategic Suppliers Sinorama is one part of this conference. Each sub-team should hold its own Strategic Suppliers Sinorama. Rob and the new General Manager should participate first 5 largest strategic suppliers sinorama (purchasing amount will be the only 1 measuring index over here) and sub-teams of the three managers who left the office.
※ Toward the suppliers asking for price increasing, the acceptable range is 5% of negotiation range and 3% of all suppliers asked price increasing.
※ Clearly stating and explaining the supplying management strategy; Releasing the information that Karen resigned and announced the successors.
It should be stated first that in the period of this conference, price negotiation will not be one topic. Price negotiation is also not allowed. This project will last about 15 days.
4. Objectives
Totally 4 SMART objectives are defined toward this conference:
Objective one: participation rate reaches 85% (which means participants occupy all suppliers 85%).
Objective two: successfully illustrating the purchasing strategy of Johnson Electronics and getting the understanding and cooperating in following years; especially in this Staff fast flowing and economy continually gloomy period.
Objective three: successfully dividing suppliers into different groups: strategic suppliers, qualified suppliers, potential suppliers and new suppliers; clearly defining the dividing standards and transiting this information to all suppliers; encouraging suppliers to make effort for coming to be higher level suppliers.
Objective four: purchasing cost’s controlling. Through communicating and discussing with suppliers, finding out the improvement, such as minimum order quantity, lead time, raw materials’ successfully changing, localization purchasing and so on.
5. Outcomes
Through Global Suppliers Conference’ holding, Johnson Electronics reached following results:
In the first aspect, around 100 strategic suppliers have been identified through the measuring system. Three conditions should be satisfied in the process of defining strategic suppliers. For illustrating each condition, internal situation of Johnson Electronic SCS Department should be understood or illustrated first. According to the purchasing items, SCS’s purchasing team can be divided into direct material and indirect two large teams. Each team also contains different sub-teams basing on the specific purchasing materials and these sub-teams are named with commodity code. Direct Material Team totally has 53 commodities. Commodity one is about the raw steel. Commodity two is sintering parts. Here will not list each commodity. Then about the three conditions requirement of strategic suppliers: Condition 1: suppliers should be on the list of actual suppliers within one year. Condition 2: purchasing amount should occupy the total purchasing amount’s 30% of each commodity. Condition 3: the supplier evaluation should be above 75 points. All of these three conditions can be detected in software. Under the base of strategic suppliers’ identifying, Top Management Level of Johnson Electronic SCS Department can take more targeted dialogue measures. It is also the base of supplying management’s improvement.
In the second aspect, outcome two is successfully establishing mutual understanding and mutual trusting relationship with strategic suppliers through meetings holding. SVP (senior vice president) and the new GM (general manager) participated into nearly all One-on-one talks with strategic suppliers. They stated the current situation of Johnson Electronic SCS Department sincerely, analyzed the whole market situation and the trend of electronic industries. This is one good step to improve supply relationship of Johnson Electronics. In the history of Johnson Electronics, it has never talked and contacted with its suppliers in so close distance. For taking just-in-time inventory management and supplying localization strategy, this provides one good pre-job.
Outcome three of this conference is internal management’s improvement and advancement. Through this conference, new GM knows each commodity. This is a good supporting for future job’s implementing. For holding this conference, each commodity well prepared materials, such as commodity review, current issues, working scopes and so on. One will be used as an example in the appendix part.
6. Approach and methodology
Gantt chart, responsibility matrix and milestones are used as the main tools of this project. With Gantt Chart, following information of this project can be clearly understood: the whole conferences’ time plan, work arrangement and responsible parties. Responsibility matrix is one effective tool to observe the authorization of power, the duties and rights of suppliers and purchasers, standardization and improvement of cooperation. Milestones can be used to record the main history issues of the organization. Here all of these will be stated one by one: |
