In the global marketplace, no business is a self-contained island. No matter how effective your internal material movement, to be a future-thinking business, you must go to the next step and develop long-term supplier partnerships built on a dedication to continuous improvement and the basic concepts of Lean implementation.
Lean Supplier Development : Establishing Partnerships and True Costs Throughout the Supply Chain provides step-by-step instruction on how to build partnerships of mutual improvement and success through supplier development. Offering the same advice that they have successfully applied to corporations across the globe, award-winning consultants Chris Harris, Rick Harris, and Chuck Streeter?
• Provide criteria on how to choose suppliers that will make good long-term partnerships
• Demonstrate proven methods for employing Plan for Every Part (PFEP) to link your facility to the supply base
• Present a true cost model that eliminates guesswork when choosing suppliers to develop
• Show how to develop and maintain efficient information flow all along your supply chain
• Use real-world examples to cover likely contingencies
• Provide a sample quarterly supplier review that you can adapt for your own use
Lean is a journey, not a destination. It requires flexible leaders at the helm who can readily adjust to ever-changing conditions and it requires like-minded partners all along the supply chain. Finding and developing these partners is not about good fortune, it is all about an uncompromising approach to continuous improvement and the application of systematic methods that will build working partnerships that broaden your definition of what is possible.
Preface
Acknowledgments
Introduction : Why You Need This Book
The Authors
Section 1 : Suppliers or Partners?
Chapter 1 : Does This Stuff Really Work?
Chapter 2 : The Supplier Development Philosophy
Chapter 3 : Key Players in Supplier Development
Chapter 4 : How to Choose a Supplier for a Long-Term Partnership
Section 2 : Internal Operations Essential to External Supplier Development
Chapter 5 : The Importance of Internal Operations
Chapter 6 : The Plan for Every Part (PFEP)
Section 3 : The True Cost Model
Chapter 7 : True Cost Thought Process
Chapter 8 : Change Cost
Chapter 9 : Ongoing Cost
Chapter 10 : Risk Cost
Chapter 11 : True Cost Sourcing
Section 4 : Interactions between Lean Customers and Partners
Chapter 12 : Understanding the Physical Connection between Partner and Customer
Chapter 13 : Receiving Product
Chapter 14 : Packaging
Section 5 : Develop A Supplier into A Partner
Chapter 15 : The Partner Development Team
Chapter 16 : The Value Stream Mapping Methodology
Chapter 17 : The Quarterly Review Process
Chapter 18 : Supplier Development Quarterly Review Agenda
Afterword
Appendix A : The Eight Wastes and Their Relationship to Supplier Development
Appendix B : Sample Standard Supplier Quarterly Review Presentation
Index
