Advertisement

15 Best Practices for SM in China

  • Marc Helmold
  • Brian Terry
Chapter
Part of the Management for Professionals book series (MANAGPROF)

Abstract

As emphasised by various supply experts in industry and academia, supply management and all China activities must be part of the corporate and centralised strategy. China offices such as those of Deutsche Bahn, Bombardier and Volkswagen are part of the strategic supply management process. However, many companies have not yet executed the paradigm shift from a traditional towards a modern supply school, thus losing the competitive advantage. Chinese suppliers are still often seen as immature and low cost, where this is not true anymore. China is a mature and developed country with a highly innovative supply base. Articles and interviews disclose that best-in-class or excellent companies integrate supply management and the management of Chinese supply networks into their own corporate strategy and corporate management. One company from the automotive industry has integrated the philosophy of a collaborative supply management and the supplier relationship management into its mission. Excellent companies have set up a programme jointly with suppliers which strives for supply management or procurement to excellence (P2E).

Keywords

Supply Chain Supply Selection Supply Management Supply Disruption Entire Supply Chain 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

References

  1. Dust R, Goldschmit JP, Gürtler B (2011) Total supplier risk monitoring – Datenqualität als zwingende Grundlage einer effektiven Lieferantenbewertung. Qualität und Umweltmanagement, 10/2011, 10–11Google Scholar
  2. Helmold M (2013) Establishing a best-practice model of supplier relationship management (SRM) in multinational companies in the European transportation industry. Wissenschaftlicher Verlag, BerlinGoogle Scholar
  3. Helmold M (2016) Geht dem Drachen die Puste aus. Ausnutzung von Kosten- und Nutzenvorteilen in China. In: Best in Procurement (BIP). Off J BME II/2016Google Scholar
  4. Hofbauer G et al (2012) Lieferantenmanagement. Die wertorientierte Gestaltung der Lieferbeziehung, 2nd edn. Oldenbourg Verlag, MunichCrossRefGoogle Scholar
  5. Liker JK, Choi T (2005) Fordernde Liebe: Supply Chain Management. Harv Bus Manag 3:60–72Google Scholar
  6. Ohno T (1990) Toyota production system. Beyond large scale production. Productivity Press, New YorkGoogle Scholar
  7. Yin RK (2009) Case study research, 4th edn. Sage Publications, LondonGoogle Scholar

Copyright information

© Springer Science+Business Media Singapore 2017

Authors and Affiliations

  • Marc Helmold
    • 1
  • Brian Terry
    • 2
  1. 1.Gloucestershire UniversityCheltenhamChina
  2. 2.Regents UniversityLondonUK

Personalised recommendations