| Titre : |
How the Purchasing Department had to adapt to the growing speed of vehicle electrification in the context of the semiconductor crisis? |
| Type de document : |
Mémoire |
| Auteurs : |
Maureen PONT, Auteur |
| Année de publication : |
2023 |
| Importance : |
37p. |
| Note générale : |
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| Langues : |
Français (fre) Langues originales : Anglais moyen (ca.1100-1500) (enm) |
| Mots-clés : |
Management
CHAINE LOGISTIQUE ; ORGANISATION ; RELATION
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| Résumé : |
This dissertation deals with the new skills and practices that buyers will have to acquire and implement, in the service of extended companies. They will have to look for leverage effects to be key stakeholders in the transformation of organizations, at the core of collaborative approaches.In the past, the buyer was seen as the one whose relationship was based on a power struggle, and whose aim was to put the supplier under "pressure" to get the best price. This was done despite the quality of the products and the price. For several years now, the balance of power has been shifted, the customer is no longer a "king" and the supplier has regained his rightful role in the relationship. Today, without a balanced management of the supplier relationship, the customer will not get what he wants.The growth of vehicle electrification has had a major impact on the procurement department, which has had to learn to adapt to meet the needs of this transformational industry. The semiconductor crisis has also added another challenge, as demand for these vital components has far outstripped supply. Indeed, it is the 'foundries' that drive the smooth running of global automotive production through their ability and willingness to supply semiconductors to the largest manufacturers.For this reason, close management of the supply chain with purchasing has become essential. Buyers have become "supply managers" and had to look for new sources of supply. They now have to secure needs by transmitting a 2-year forecast to suppliers, and those to the exact component. Here again, relationships are the key to obtain parts. At the dawn of the covid crisis, the customers who were served first are the ones that suppliers consider and prefer, although they are not necessarily the strategic customers.The connection between a company's internal departments is also at the heart of the transformations: Purchasing, quality, supply chain, technical, and the supplier who comes as a fifth stakeholder, who is essential. This is particularly true with the R&D department, with which purchasing has had to qualify alternative references, while finding a good technical?economic ratio.In summary, the purchasing department had to adapt in an agile way to the rise of vehicle electrification, in the context of the semiconductor crisis. This required close collaboration with suppliers, internal departments, careful cost assessment and continuous supply chain optimization. |
| Programme : |
PGE-Rouen |
| Spécialisation : |
Supply chain Management and purchasing |
| Permalink : |
https://cataloguelibrary.neoma-bs.fr/index.php?lvl=notice_display&id=581920 |
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Stratégique / Paris : PEARSON EDUCATION FRANCE (2023)
