Factors Item Measures My opinion
Supply Base Optimization Ave. Number of Suppliers per part Too large today but if we can achieve the "two plus one" strategy
long term, then it will become a large improvement
Tiering of Suppliers Working with favorites today. R&D, Manufacturing,
SJ Purchasing, M Purchasing, all have their own favorites.
Extent of part bundling Needs more strategic clarification
Buyer-Supplier Relationship Dev. Relationship with Supplier This is a major deficiency. Key Supplier communications start with R&D
then move to SJ Purchasing, and finally end up with Penang.
Examples of miscommunications include Panasonic who's executives still think
Paul Martin makes sourcing decisions. Kyocera and Philips who transferred
products from SJ to Penang, and TDK who get two different forecasts between
SJ and Penang.
Trust Building To many contacts for the Suppliers to build trust
Joint problem solving Not taking advantage of this.
Quality training with supplier Supplier processes not clearly understood
Timely production info sharing Not performed in Penang. STP/MTP is only info shared with Supplier