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Purchasing Supply Chain Management 2026.pdf
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特别新，2026年刚上线研究资料
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purchasing and supply chain management.
Part 1: Introduction
Chapter 1 introduces the reader to purchasing and supply chain management. This chapter defines procurement and sourcing, introduces the concept of the supply chain, discusses the volatile, uncertain, complex business environment supply managers must navigate and summarizes the evolution of purchasing and supply chain management as an organizational activity.
Part 2: Purchasing Operations and Structure
The chapters in Part 2 provide an in-depth understanding of the fundamentals surrounding the operational activity called supply management. These chapters focus primarily on the fundamentals of purchasing as a functional activity. Appreciating the important role that purchasing can play is difficult without a solid understanding of purchasing process. It is the foundation of the function.
Chapter 2 provides an overview of the purchasing process by presenting the objectives of world-class prchasing organizations, the responsibilities of professional purchasers, the purchasing cycle, and several types of purchasing documents and types of purchases. In addition, this chapter now includes health care and services supply management case examples and snapshots. The Procure-to-Pay (P2P) cycle has been updated with new material on procurement analytics and applications of AI.
Chapter 3 examines various categories and types of purchasing policy and procedure.
Ethical issues in procurement are emphasized here. This chapter includes updates on corporate social responsibility and sustainability as a component of purchasing policy and
procedures, with a focus on ESG and labor rights in the supply chain.
Chapter 4 describes the important role of purchasing as the bridge between internal stakeholders and external suppliers. Much of what purchasing involves requires interacting and working with other functional areas and suppliers to facilitate category strategies. This chapter examines how collaborative efforts require a cross-functional team environment that can include key suppliers.
Chapter 5 focuses on purchasing and supply chain organization. This includes a discussion of purchasing’s position in the organizational hierarchy, how the purchasing function is organized, and the primary location of purchasing authority, including the center-led approach. The chapter also describes the various job tasks performed by purchasers.
Part 3: Strategic Sourcing
A major premise underlying this resource is that supply management is a critical process that
makes as important a contribution as manufacturing, marketing, or engineering to the attainment of a firm’s strategic objectives. Progressive firms have little doubt about the supply chain’s
impact on total quality, cost, delivery, technology, and responsiveness to the needs of external customers. Part 3 addresses what firms must do to achieve a competitive advantage from
their supply management processes. Realizing these advantages requires shifting our view of
purchasing from a tactical or clerically oriented activity to one focusing on strategic supply
management. This type of management involves developing the strategies, approaches, and
methods for realizing a competitive advantage and improvement from the procurement and
sourcing process, particularly through direct involvement and interaction with suppliers.
Chapter 6 develops an understanding of how firms establish category management
strategies. This process involves developing a plan of what a firm must do in managing
critical suppliers to support the achievement of corporate goals and objectives. The major
steps associated with developing a category strategy are detailed in this chapter. There are
also discussions of insourcing versus outsourcing as a component of strategy, with examples featuring Boeing Corporation, illustrating how business conditions impact category
management strategies. There is also a new section on how to perform market intelligence
and risk assessments for category management, as well as fresh information on stakeholder
engagement.
Chapter 7 focuses on one of the most important processes performed by firms today—
supplier evaluation, selection, and measurement. Selecting the right suppliers helps ensure
that buyers receive the right inputs to satisfy their quality, cost, delivery, and technology
requirements. Choosing the right suppliers also requires doing due diligence via supplier visits. Performing the selection process correctly creates the foundation for working
closely with suppliers while continually enhancing performance. Here again, AI can play
an important role in collecting information on supplier performance.
Chapter 8 describes how a progressive and proactive buying firm incorporates supplier
quality into its supplier selection and supplier performance evaluation processes. Improving supplier quality can also create substantial tactical and strategic competitive advantages
that may not be available to competing firms. Six Sigma, ISO 9000, and ISO 14000 applications have been updated.
Chapter 9 describes what firms must do to manage and develop world-class supply-base
performance. A strong focus on supplier development, managing supply base risk, and sustainability in the supply chain is provided. Revised sections to this chapter include Managing Supply Base Risk and Managing Sustainability in the Supply Base.
Finally, Chapter 10 focuses on worldwide sourcing, which is an important part of strategic supply management as firms search globally for the best-in-class suppliers. Challenges
of doing business globally and the considerations faced when lengthening the supply chain
are discussed along with currency and cultural issues.
Part 4: Strategic Sourcing Process
Chapter 11 focuses on strategic cost management, cost/price analysis, and target costing.
Progressive firms focus on cost control and reduction with suppliers to improve (reduce)
purchase prices over time. This chapter details various types of costs, presents cost analysis techniques, and discusses the factors that affect a supplier’s price, and how to employ
“should-cost” data to model supplier costs. The chapter also discusses total cost analysis,
cost-based pricing, the use of pricing indicators for category management, and other innovative techniques designed to provide accurate and timely cost data. Discussion of both
strategic cost management and target costing at Honda of America and pricing indicators for different categories are included, as well as best practice research on strategic cost
management.
Purchasing professionals rely on an assortment of tools, techniques, and approaches for
managing the procurement and supply chain process.
Chapter 12 presents various quantitative tools that purchasers use when problem-solving
and pursuing performance improvements. Process mapping, value analysis, price break analysis, and the learning curve can help purchasers achieve specific outcomes such as reducing
cost/price, improving quality, reducing time, or improving delivery performance from suppliers. Finally, value stream mapping is discussed as a tool to lean out operations.
Chapter 13 deals with supply management negotiation. Effective supply managers must
know how to plan for and negotiate value-adding contracts within a buyer–seller relationship. Increasingly, procurement contracts emphasize far more issues than simply purchase
price. Buyers and sellers may negotiate cost reductions, delivery requirements, higher quality levels, payment terms, access to technology, or anything else important to the parties.
The Negotiation Framework in Supply Management section has been revised.
Chapter 14 addresses the fundamentals of contracting. The formal contracting process creates a framework for conducting business between two or more firms. As such,
an understanding of contracting is essential when attempting to manage costs within a
buyer–seller relationship. Contract management best practices are viewed considering
recent events and supply chain risk. The chapter also explores the role of contract management systems and blockchain contracts.
Chapter 15 addresses the major legal considerations in purchasing, including the legal
authority of the purchasing manager. The chapter also discusses the UCC and how it treats
various contract issues such as warranties, purchase order terms, breaches of contract,
pricing, and patent and intellectual property rights. Because contracting is a part of the
legal process, this chapter naturally follows the contracting chapter.
Part 5: Critical Supply Chain Elements
Part 5 describes the major activities that relate to or directly support supply chain management. Some of these activities involve specific disciplines, such as inventory management
and transportation; other activities relate to the development of supply chain digitalized
support systems. These systems include traditional performance measurement systems
and the impact of newer e-commerce sourcing suites that will increasingly employ AI and
other newer technologies. The activities presented in this part may or may not be a formal part of the purchasing organization. These activities and systems, however, are key
elements of purchasing and supply chain management.
Without them, purchasing most likely cannot pursue its goals and objectives effectively.
Therefore, purchasing students must be familiar with a range of supply chain activities.
Part 1 Introduction 1
Chapter 1 Introduction to Purchasing and Supply Chain Management 2
Part 2 Purchasing Operations and Structure 39
Chapter 2 The Purchasing Process 40
Chapter 3 Purchasing Policy and Procedures 85
Chapter 4 Supply Management Integration for Competitive Advantage 113
Chapter 5 Purchasing and Supply Management Organization 158
Part 3 Strategic Sourcing 189
Chapter 6 Category Strategy Development 190
Chapter 7 Supplier Evaluation and Selection 247
Chapter 8 Supplier Quality Management 288
Chapter 9 Supplier Management and Development: Creating a World-Class
Supply Base 322
Chapter 10 Worldwide Sourcing 364
Part 4 Strategic Sourcing Process 409
Chapter 11 Strategic Cost Management 410
Chapter 12 Purchasing and Supply Chain Analysis: Tools and
Techniques 460
Chapter 13 Negotiation and Conflict Management 500
Chapter 14 Contract Management 539
Chapter 15 Purchasing Law and Ethics 586
Part 5 Critical Supply Chain Elements 635
Chapter 16 Supply Chain Inventory Visibility and Optimization 636
Chapter 17 Purchasing Services 678
Chapter 18 Supply Chain Information Systems and
Electronic Sourcing 722
Chapter 19 Performance Measurement and Evaluation 771
Part 6 Future Directions 811
Chapter 20 Purchasing and Supply Strategy Trends 812
Cases 837
Case 1 Avion Inc. 838
Case 2 Evaluating Sourcing from China: A Total Cost Comparison
Considering Tariff Uncertainties 840
Case 3 Managing Supplier Quality: Integrated Devices 842
Case 4 Negotiation—Porto 845
Case 5 Purchasing Ethics 846
Case 6 Insourcing/Outsourcing: The FlexCon Piston Decision 849
Case 7 Email Exercise 860
Case 8 Echoes of Vulnerability: Navigating Cybersecurity in
the Defense Supply Chain 862
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