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加拿大留学supply chain thesis [3]

论文作者:www.51lunwen.org论文属性:硕士毕业论文 thesis登出时间:2015-05-27编辑:felicia点击率:29474

论文字数:10023论文编号:org201505262137468736语种:英语 English地区:加拿大价格:免费论文

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摘要:这是一篇加拿大留学论文,通过这篇论文,为大家展示了留学加拿大不可不知的留学论文必备元素,为大家今后的论文写作提供借鉴。

p> Large number of companies does the supplier development and they fail as well at surprising rate. Not all supplier development initiatives are successful - in fact, as many as 50% are not successful, due to poor implementation and follow-up. (Handfield R. , 2002) The failed efforts consume tremendous amount of resources over months or even years. As multiple studies have shown over half of the supplier initiatives fails. This failure takes a toll that is not only financial but also psychological. Failure demoralizes employees who have been labored diligently to complete their share of the work. As the supplier development success factors depends on both the parties so a dedicated study is required to find out what factors make the supplier development process a success.


In 2000, according to the study 53% of the companies claimed that they are involved in the supplier development program but it was found that only 20% of the companies are contributing for the financial support for the suppliers and only 14% of the companies are putting their employees in the suppliers place for the development purpose. Eleven percentages of the companies are giving the chance to the suppliers to come at the buyers place and learn. Only 11% of the companies are having the formal program for supplier development, others are doing it without any of the formal program. (Anonymous, 2000). It shows that even though companies are involved in supplier development program but not fully implementing in an appropriate way.


In General Motors, after implementation of supplier development program supplier productivity was improved 50%, lead time was reduced by 75%, and inventory reduction happened around 70% during their one week workshops. On one project alone, Honda of America's Best Practices (BP) team reduced a supplier's costs by more than $200,000 per year by changing the layout of a welding process. Furthermore layout change might increase the efficiency of supplier and ultimately give advantage to buying company. (Hartley & Choi, 1996). Also one of the purchasing pro for a power tool producer said that in three years of developing suppliers, his company has seen quality rejects fall from 38.4% down to 0.5% while supplier on-time delivery has risen from 76% to 97.5%. Likewise, another proponent of supplier development cites an average supplier quality metric of 98.5% and on-time supplier delivery at 97%. They claimed to have 'improved quality, response time, prices and cycle time improvements,' The VP for a major California-based computer maker talks about how assistance from his firm allowed one subassembly supplier to 'ramp up to 50,000 pieces per month in only six weeks.' (Anonymous, 2000).Although it took only 6 weeks to ramp up the production but usually supplier development is very time consuming and long process which consumes plenty of resources, so it is very much required to do it correct first time. To get the results mentioned above -$200,000 saving /year it is essential to learn what are the success contributors and failure contributors of supplier development.


Overview of Methodology


A structured survey questionnaire with five-point Likert scale was developed. Web and email were used to circulate and gather info论文英语论文网提供整理,提供论文代写英语论文代写代写论文代写英语论文代写留学生论文代写英文论文留学生论文代写相关核心关键词搜索。

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