kuasai barang yang kamu handle not just the spec but also the process since beginning until finish good
being the expertise! :)
taken from some article in yahoogroups
here they are ^^
Need Ammunition For Early Purchasing Involvement?
In the last edition of PurchTips, I focused on the negotiation value that you can bring to a deal through early purchasing involvement. But negotiation prowess is just one of the many reasons that purchasing departments should be involved in the earliest stages of significant supplier deals. Here are three more qualities that good purchasing departments can bring to the supplier engagement process.
1. Strong ethics. Suppliers who sell to internal
customers instead of purchasing departments commonly
employ tactics of persuasion (e.g., lunches, sports
tickets, gifts, etc.) that may cross the ethical line,
even if internal customers claim no influence.
Purchasing professionals are typically trained to
uphold high ethical standards and will ensure that
these tactics are not successfully used against
unwitting internal customers.
2. Supplier qualification expertise. A supplier can talk
their way into the heart of an internal customer. But
is that internal customer equipped to do things like
analyze the supplier's financial health using the
Altman Z-Score or other techniques, conduct reference
checks in accordance with world-class purchasing
practices, or know what to look for when conducting a
supplier site visit to avoid a supplier selection
mistake? It's unlikely. Of course, if you're going to
play this card, you better know (or learn) how to
do all of those things!
3. A passion for risk management. When internal customers
select suppliers, they often ignore some important
components of risk management that purchasing
professionals are fond of: competition and
standardization. This oversight can lead to sole
source situations that are characterized by the
organization being powerless against the supplier's
future price gouging, performance declines, or lack of
agility as circumstances change.
If you want your management to mandate early purchasing involvement, you absolutely must not position it as being about you fighting being relegated to a clerical role. No
one will care. It must be about what is best for the
organization. You must make it clear why involving you early would be beneficial for the organization, preferably in measurable terms.
In the last edition of PurchTips, I focused on the negotiation value that you can bring to a deal through early purchasing involvement. But negotiation prowess is just one of the many reasons that purchasing departments should be involved in the earliest stages of significant supplier deals. Here are three more qualities that good purchasing departments can bring to the supplier engagement process.
1. Strong ethics. Suppliers who sell to internal
customers instead of purchasing departments commonly
employ tactics of persuasion (e.g., lunches, sports
tickets, gifts, etc.) that may cross the ethical line,
even if internal customers claim no influence.
Purchasing professionals are typically trained to
uphold high ethical standards and will ensure that
these tactics are not successfully used against
unwitting internal customers.
2. Supplier qualification expertise. A supplier can talk
their way into the heart of an internal customer. But
is that internal customer equipped to do things like
analyze the supplier's financial health using the
Altman Z-Score or other techniques, conduct reference
checks in accordance with world-class purchasing
practices, or know what to look for when conducting a
supplier site visit to avoid a supplier selection
mistake? It's unlikely. Of course, if you're going to
play this card, you better know (or learn) how to
do all of those things!
3. A passion for risk management. When internal customers
select suppliers, they often ignore some important
components of risk management that purchasing
professionals are fond of: competition and
standardization. This oversight can lead to sole
source situations that are characterized by the
organization being powerless against the supplier's
future price gouging, performance declines, or lack of
agility as circumstances change.
If you want your management to mandate early purchasing involvement, you absolutely must not position it as being about you fighting being relegated to a clerical role. No
one will care. It must be about what is best for the
organization. You must make it clear why involving you early would be beneficial for the organization, preferably in measurable terms.
