Harvard Case - Strategic Performance Measurement of Suppliers at HTC
"Strategic Performance Measurement of Suppliers at HTC" Harvard business case study is written by Neale O'Connor, Anne Wu, Shannon Anderson, Yu Chen. It deals with the challenges in the field of Operations Management. The case study is 13 page(s) long and it was first published on : Jun 9, 2011
At Fern Fort University, we recommend HTC implement a comprehensive supplier performance measurement system that leverages a combination of quantitative and qualitative metrics, focusing on key areas like quality, cost, delivery, innovation, and sustainability. This system should be integrated into their existing supply chain management (SCM) framework, enabling them to identify and manage supplier risks, optimize procurement processes, and foster long-term strategic partnerships.
2. Background
This case study focuses on HTC, a Taiwanese electronics manufacturer facing challenges in managing its global supply chain. HTC's rapid growth and reliance on a complex network of suppliers have led to issues with quality control, lead times, and cost management. The case highlights the need for a robust performance measurement system to assess and improve supplier performance, ultimately enhancing HTC's overall competitiveness and profitability.
The main protagonists are:
- Peter Chou, CEO of HTC, who recognizes the importance of supplier performance but lacks a clear framework for measurement and improvement.
- The Procurement Team, responsible for sourcing and managing suppliers, but struggling with limited resources and a lack of standardized performance metrics.
- Suppliers, a diverse group with varying levels of quality, cost-effectiveness, and responsiveness.
3. Analysis of the Case Study
To analyze the situation, we can utilize the SCOR (Supply Chain Operations Reference) Model, a framework for understanding and improving supply chain performance. This model focuses on five key processes:
- Plan: HTC needs to develop a clear strategic plan for supplier management, outlining goals, objectives, and key performance indicators (KPIs).
- Source: The company must implement a robust sourcing strategy that prioritizes supplier selection based on quality, cost, delivery, innovation, and sustainability.
- Make: HTC needs to ensure effective production processes and quality control at its own facilities and those of its suppliers.
- Deliver: The company needs to optimize logistics and distribution to ensure timely and efficient delivery of products to customers.
- Return: HTC should develop a reverse logistics strategy to manage product returns and ensure responsible disposal of electronic waste.
By applying the SCOR model, we can identify several key issues:
- Lack of standardized performance metrics: HTC lacks a consistent framework for evaluating supplier performance across different categories.
- Limited supplier engagement: The company needs to actively engage suppliers in performance improvement initiatives and foster collaboration.
- Data silos and information gaps: HTC struggles with data integration and access, hindering its ability to track and analyze supplier performance effectively.
- Limited focus on innovation and sustainability: The company needs to incorporate metrics that assess suppliers' commitment to innovation and environmental sustainability.
4. Recommendations
To address these challenges, HTC should implement the following recommendations:
- Develop a comprehensive supplier performance measurement system: This system should include a combination of quantitative metrics (e.g., on-time delivery rate, defect rate, cost per unit) and qualitative metrics (e.g., supplier responsiveness, communication, and innovation).
- Prioritize key performance indicators: HTC should focus on metrics that align with its strategic objectives, such as reducing costs, improving quality, and enhancing customer satisfaction.
- Implement a supplier scorecard: This scorecard should track and evaluate supplier performance across key metrics, allowing HTC to identify top performers and areas for improvement.
- Utilize technology and analytics: HTC should leverage data analytics and information systems to collect, analyze, and report on supplier performance data. This will enable the company to gain insights into supplier trends and make data-driven decisions.
- Foster supplier collaboration: HTC should engage suppliers in performance improvement initiatives, providing them with feedback and support. This will encourage suppliers to invest in their own processes and contribute to HTC's overall success.
- Integrate sustainability considerations: HTC should incorporate environmental sustainability into its supplier selection and performance evaluation criteria. This will encourage suppliers to adopt sustainable practices and reduce their environmental impact.
- Implement a supplier development program: This program should provide training and resources to help suppliers improve their performance and meet HTC's expectations.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The proposed performance measurement system aligns with HTC's mission to deliver innovative and high-quality products while maintaining a competitive cost structure.
- External customers and internal clients: The system will help HTC meet customer expectations for quality, delivery, and value, while also improving internal efficiency and collaboration.
- Competitors: By implementing a robust supplier performance measurement system, HTC can gain a competitive advantage by ensuring a reliable and efficient supply chain.
- Attractiveness: The system is expected to generate significant benefits in terms of cost savings, quality improvements, and enhanced customer satisfaction, ultimately contributing to increased profitability and market share.
6. Conclusion
By implementing a comprehensive supplier performance measurement system, HTC can significantly improve its supply chain performance, enhance its competitiveness, and achieve its strategic goals. This system will enable the company to identify and manage supplier risks, optimize procurement processes, and foster long-term strategic partnerships.
7. Discussion
Other alternatives not selected include:
- Outsourcing supplier management: While outsourcing could provide expertise, it might compromise control over supplier performance and lead to higher costs.
- Focusing solely on quantitative metrics: This approach could neglect important qualitative factors that contribute to supplier performance.
Key risks and assumptions:
- Resistance to change: Implementing a new performance measurement system may face resistance from suppliers and internal stakeholders.
- Data availability and accuracy: The success of the system depends on accurate and reliable data collection.
- Resource allocation: Implementing and maintaining the system requires significant resources and commitment from HTC.
8. Next Steps
To implement the recommendations, HTC should:
- Form a cross-functional team: This team should include representatives from procurement, operations, quality, and IT to develop and implement the performance measurement system.
- Develop a pilot program: A pilot program with a select group of suppliers can help test and refine the system before full implementation.
- Communicate effectively: Clear communication with suppliers and internal stakeholders is crucial to ensure buy-in and successful implementation.
- Continuously monitor and improve: The performance measurement system should be continuously monitored and improved based on feedback and data analysis.
By taking these steps, HTC can transform its supplier management practices and achieve a more efficient, resilient, and sustainable supply chain.
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Case Description
The case introduces students to the concept of supplier management with scorecard and other performance measures and the concept of Total Cost of Ownership The purpose of this case is to enhance the student's understanding of the role of performance measures in the inter organizational setting - buyer supplier partnerships. In particular their role in managing the purchase allocation decision made by the buyer. • The role of management accounting information in the purchase allocation decision is explained by the total cost of ownership concept. • Purchase allocation decisions are made with respect to various factors including past performance, strategic importance and inventory requirements • Understanding the extent to which these factors are in play in the purchase allocation decision by buyers is important to the development of modern management systems in settings where there is increased outsourcing of non-core value added activities. As more parts of the global supply chain are being located in China, greater responsibility falls on the management to adopt systems that can help them to manage and satisfy international standards for delivery and quality.
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