Strategic Global Sourcing
Supply management’s contribution to organizational goals
- Supply management’s measurement criteria
- Tactical vs. strategic sourcing
- Strategic sourcing defined
- Why organizations are pursuing it
- Strategic sourcing process models
Category analysis
- Importance of spend analysis
- Data analysis and process mapping
- Use of quadrant analysis to segment organizational spend
- Identification of target categories
Outsourcing strategies
- Reasons for global outsourcing
- Locating suppliers
- Supplier evaluation methods
- Supplier relations and contract management
- Examples of outsourcing problems
- Best practice sourcing examples
Select recommended strategies and solutions
- Organizational enablers
- Category management considerations
- Consolidation, substitution, supplier rationalization, etc.
Sourcing strategy formulation
- Clarifying objectives
- Identifying and evaluating options
- Redesign tactics
- Evaluating process, personnel and technology
Supplier identification and evaluation
- Domestic vs. offshore requirements
- Third party services
- Supplier profiles and assessments
- On-site assessments
Implementation planning
- Understanding the industry and the market
- Implications of global market and strategic sourcing
- Identification of appropriate e-sourcing tools
Structured sourcing events
- RF(x) processes
- Application of appropriate e-sourcing tools
- Supplier screening
- Fact-based negotiations
- Agreements and implementation
Contract management
- Key legal considerations
- Performance management
- Compliance management
- Ongoing spend analysis
- Continuous improvement
Schedule
Day 1 — 8:00 a.m. – 4:30 p.m. Registration and Session
Day 2 — 8:15 a.m. – 4:30 p.m. Session
Day 3 — 8:15 a.m. – 3:15 p.m. Session
The University of Wisconsin–Madison, as a member of the University Continuing Education Association (UCEA), authorizes this course for 2.1 Continuing Education Units (CEUs) or 21 hours.
dtransue@exed.wisc.edu