學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Strategic Performance Measurement of Suppliers at HTC
內容大綱
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.