Motivating and Monitoring JIT Supplier Performance

摘要: Motivating and Monitoring JIT Supplier Performance Measuring purchasing performance in an organization that utilizes a system requires broader view of quality than is the case non-JIT operation. This article reports results study which showed experienced managers track costs their impact on scrap rework, plant efficiency, customer return costs, as well traditional incoming inspection costs. Forty-six percent firms studied use some type formal supplier evaluation system, departments typically are evaluated supply base management techniques involving lead-time, delivery, quality, inventory improvements. INTRODUCTION Much discussion professional journals has focused development utilization systems U.S. industry. A number noted researchers have discussed requirements developed framework for purchasing, investigated buyer-supplier linkages such system. Ironically, however, few research efforts measurement utilized operating systems.[1] The reported this focuses types used, it analyzes changes required these when used environment. Over years, experience established fact feedback to both organizations individuals one key motivators affects future performance.[2] Additionally, information collected viewed important, not tends be somewhat less important.[3] Thus, without form information,a frequently uncertain about its position relative other suppliers. Further, personnel tend shape views importance various characteristics based criteria uses measure individual buyers. specific purpose article, then, investigate evaluate (1) techniques, (2) measures, (3) cost factors by buyers Figure 1 depicts overview measures--and provides presentation. motivation plans involve or more following approaches: * Formal quantitative rating In-depth reviews Ongoing communications business partnerships total associated with monitoring rework line stoppages, returns, receiving data. At same time, effectiveness function measured basis ability manage suppliers' lead times, control acquisition. THE RESEARCH SAMPLE was questionnaire responses from 100 practitioners who were active implementing respective firms. Members Association For Manufacturing Excellence, Inc., served target population. No attempt made develop random sample; rather, selected those actively involved programs. sample represented response rate approximately 30 percent. Questionnaires sent general personnel, request they answered having responsibility plant, unit, firm. Eighty-six respondents held title either materials manager (38 percent), (34 manufacturing (14 percent). …