Workgroups
| Company XYZ Date: | ||
| ISSUES / SUBJECTS OF WORK GROUPS | ||
| Issue / Subject | Core statement | |
| 1 | Supplier contract | existing / to transpose into action |
| 2 | Strategic pros and cons | |
| 3 | Intensity of cooperation | |
| 4 | Points of intersection to internal processes | Relations diagram |
| 5 | Points of intersection to internal processes | Relations diagram |
| 6 | MCS-Indicators | Description |
| 7 | Basic data | Documented in other subjects |
| 8 | MCS – requested state | Subject of design |
| 9 | Problems with work intense processes | Changes -> destruction Complexity -> Change of date |
| 10 | Design wind up | Teilweise nicht freigegebene Mat.-Spezifikationen |
| 11 | Costs cancellations/conctract changes | Average change of orders= 40 % |
| 12 | (On) Calls | Missing contracts, unrealistic minimum amount, feedback |
| 13 | Winding- up of experiments | Administrative work, planning, responsible, DLZ |
| 14 | Delimitation /communication | Clear responsibilities |
| 15 | Sructure of organisation | Responsibilities for quantities / prices |
| 16 | Cooperation innovation / marketing/purchasing/ zentral planning | Documented in other subjects |
| 17 | Selection of supplier / market scanning | WINDOW TO MARKET lost, vendorrating |
| 18 | Supply risks | at present defile in paper / plastic |
| 19 | Definition of requirements for material | current specifications have to be changed and put precisely |
| 20 | Product information in innovation phase | No fixed exchange of information, vendorrating missing |
| 21 | Collection of informations on supplier | System. preparation of information, intern. flow of information |
| 22 | Stock | buffer (ca. 3 weeks), depot costs ca. 20-30% |
| 23 | Selection/maintenance or cultivation of alternative suppliers | little advertisement, new suppliers = risk |
| 24 | Information transfer from/ to supplier | Exchange of information or planning, 4P doesn’t know quantities |
Last Updated on 22/06/03 By Ingo Rheinbay