Purchasing Management Case Study
small orders, I almost never find a way to consolidate them to get volume rates. And I’m having the same problems on outgoing shipments. I’m caught in a two-bladed buzzsaw!”
Supply manager Joan Glass interrupts to say, “Harold, we’re operating on low inventories because we save money doing it. Many times air freight is the only way I can be sure of getting what I need on time.”
Production manager Holtz comments, “And when I need something, I need it. Take spares. This ‘downtime’ is a very expensive proposition, and we all know it. Further, by the time Miss Glass here gets me needed production materials, we are so late that the only way to meet delivery dates is with overtime and the use of air freight.”
Marketing manager Levi joins in, “Whatever the trouble, it seems there must be a way to get an efficient pipeline. If Heinrich is late, then I am late. We are losing our image as a reliable supplier. Soon, we’ll be losing sales!”
Traffic manager Tracks defends himself by saying, “I don’t want to seem bitter, but it looks like I’m getting the short end of the stick.”
President Gish interrupts to say, “No more excuses. I want action! Costs must come down.” Supply manager Glass defends herself by saying, “The lead-time problem goes right back through production and eventually to Harold’s sales forecasts. I need earlier information.”
Marketing manager Levi says, “I have to promise prompt delivery. We all know that the problem is at the other end.”
Production manager Holtz suggests, “Like I’ve been saying for a long time, we should combine supply and traffic and get them closer to production.”
At this point, supply manager Glass sounds frustrated when she says, “Heinrich, we’re right back where we started. We need lower freight costs, but at the same time we must keep inventory down.”
Director of finance Stein says, “Inventory carrying cost is over 30 percent a year. I think that Joan has done a great job. But I do agree with Mr. Gish that transportation costs
Supply manager Joan Glass interrupts to say, “Harold, we’re operating on low inventories because we save money doing it. Many times air freight is the only way I can be sure of getting what I need on time.”
Production manager Holtz comments, “And when I need something, I need it. Take spares. This ‘downtime’ is a very expensive proposition, and we all know it. Further, by the time Miss Glass here gets me needed production materials, we are so late that the only way to meet delivery dates is with overtime and the use of air freight.”
Marketing manager Levi joins in, “Whatever the trouble, it seems there must be a way to get an efficient pipeline. If Heinrich is late, then I am late. We are losing our image as a reliable supplier. Soon, we’ll be losing sales!”
Traffic manager Tracks defends himself by saying, “I don’t want to seem bitter, but it looks like I’m getting the short end of the stick.”
President Gish interrupts to say, “No more excuses. I want action! Costs must come down.” Supply manager Glass defends herself by saying, “The lead-time problem goes right back through production and eventually to Harold’s sales forecasts. I need earlier information.”
Marketing manager Levi says, “I have to promise prompt delivery. We all know that the problem is at the other end.”
Production manager Holtz suggests, “Like I’ve been saying for a long time, we should combine supply and traffic and get them closer to production.”
At this point, supply manager Glass sounds frustrated when she says, “Heinrich, we’re right back where we started. We need lower freight costs, but at the same time we must keep inventory down.”
Director of finance Stein says, “Inventory carrying cost is over 30 percent a year. I think that Joan has done a great job. But I do agree with Mr. Gish that transportation costs