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Procurement Policy Of Panasonic

Corporation

Course: Cost And Management Accounting.

Group members:
Taimor(930)
Meeshan qaisar(58230)
Abdul haseeb Bangash (56930)
Husnain Sabir Hussain(58562)

Submitted to: Sir Shaham Ahmed

Table of contents
Table of Contents
Procurement Objective PANASONIC............................................................................5
1. Working together with Suppliers:.........................................................................5
2. Implementation Information Gathering and Purchasing during the
Development Phase:...................................................................................................... 5
3. Ensuring Product Quality and Safety:..................................................................5
4. Implementation Cost Reduction Programs:........................................................5
5. Achieving Optimum Procurement by Shortening Lead-times:.........................5
6. Living in Harmony with the Global Environment through Green
Procurement:.................................................................................................................. 6
7. Improving Global Procurement:............................................................................ 6
8. Enhancing Compliance:........................................................................................... 6
9. Better Utilizing Information and Enforcing Information Security:..................6
10.

Respecting Human Rights and the Health and Safety of Labor:..................6

11.Procurement policies and procedure:


1. Recommenations/Gap analysis....................................................................................... 10
WORKING TOGETHER IN THREE WAYS..........................................................................10
SELECTING QUALIFIED SUPPLIERS................................................................................10
PREPARING AND EVALUATING A BID..............................................................................11
NEGOTIATION TECHNIQUES.......................................................................................... 12

Introduction of the company:


The company we have chosen for
report formation is Panasonic Corproration. Panasonic
Corporation formerly known as Matsushita Electric Industrial Co., Ltd it is a Japanese multinational
electronics corporation headquartered in Kadoma, Osaka, Japan.
The company was founded in 1918, and has grown to become one of the largest Japanese electronics
producers alongside Sony, Hitachi, Toshiba and Canon Inc. In addition to electronics, it offers nonelectronic products and services such as home renovation services. Panasonic is the world's fourthlargest television manufacturer by 2012 market share.
Panasonic has a primary listing on the Tokyo Stock Exchange and is a constituent of the Nikkei 225
and TOPIX indices. It has a secondary listing on the Nagoya Stock Exchange.

Scope:
We have covered the objectives,policies and procedures Panasonic has adopted for procurement with
their vendors and suppliers. We have critically mentioned all the necessary details regarding their
course of action and policies and lastly after examining we have tried to do a gap analysis and
recommended few course of action for the improvement in the procurement policies of Panasonic
corporation.

Defintions of key terms:


We have used few key words and terms in this report which have been defined below:

Procurement:
The act of obtaining or buying goods and services. The process includes preparation and processing of
a demand as well as the end receipt and approval of payment.
The process of procurement is often part of a company's strategy because the ability to purchase
certain materials will determine if operations will continue. A business will not be able to survive if it's
price of procurement is more than the profit it makes on selling the actual product.

Vendors:
A vendor, also known as a supplier, is an individual or company that sells goods or services to someone
else in the economic production chain.

Inventory management:
The overseeing and controlling of the ordering, storage and use of components that a company will use
in the production of the items it will sell as well as the overseeing and controlling of quantities of
finished products for sale.

LIFO: (last in first out)


An asset-management and valuation method that assumes that assets produced or acquired last are
the ones that are used, sold or disposed of first.

FIFO: (first in first out)


An asset-management and valuation method in which the assets produced or acquired first are sold,
used or disposed of first. FIFO may be used by a individual or a corporation.

Lead time:
The amount of time that elapses between when a process starts and when it is completed.

Re-order level:
A minimum amount of an item which a company holds in stock, such that, when stock falls to this
amount, the item must be reordered.

Safety stock:
Safety stock is an additional quantity of an item held in inventory in order to reduce the risk that the item
will be out of stock. Safety stock acts as a buffer in case the sales of an item are greater than planned
and/or the supplier is unable to deliver additional units at the expected time.

Procurement Objective PANASONIC


1. Working together with Suppliers:
Suppliers are invaluable partners in our efforts to continually better serve customers in all of our
business areas, mainly by helping us to develop products that meet the customers' expectations.
Panasonic is committed to creating the functions and values customers demand by establishing
relationships of mutual trust with suppliers though joint efforts.

2. Implementation Information Gathering and Purchasing


during the Development Phase:
Our procurement employee serves as a liaison between the company and its suppliers to collect
information on market trends in parts, materials, and products as well as new technology, materials,
and processes. We are responsible for collecting key information and sharing it with the relevant
sections and individuals.
Procurement employee must collaborate with suppliers and the company's product planning, design,
and R&D operations to take proactive actions. We want to help make products that are more
competitive through active involvement in all manufacturing processes, from product development to
after-sales services and making effective proposals.

3. Ensuring Product Quality and Safety:


In line with the autonomous quality assurance policy, we will clarify the quality level of
functions and standards that procured parts, materials, and products must fulfill in the
development phase and request suppliers to secure and maintain the required quality.
We also ask each suppliers to develop their own autonomous quality assurance systems
by ensuring high quality in manufacturing processes.

4. Implementation Cost Reduction Programs:


We will endeavor to reduce not only materials and processing costs but also total costs to achieve the
product values and prices expected by customers. To this end, we will closely work with our suppliers to
expedite the development of new materials and processes and VE (Value Engineering) activities.

5. Achieving Optimum Procurement by Shortening Leadtimes:


We will strive to shorten lead-times for procurement, product development, production and
administrative processing to flexibly respond to changes in market needs by closely collaborating with
our various sections.
5

6. Living in Harmony with the Global Environment through


Green
Procurement:
We will place priority on procuring environmentally friendly parts, materials, and products and promote
the development of new materials and parts that have less impact on the global environment with a
view to achieving Green Procurement.

7. Improving Global Procurement:


Panasonic must contribute to host countries through local procurement. We aim to establish
partnerships with suppliers by considering the feasibility of long-term business arrangements in addition
to optimum quality and prices. We will also develop an information network among global production
operations to make flexible and prompt responses.

8. Enhancing Compliance:
To conduct procurement activities with integrity, we will ensure compliance with the laws, regulations,
and social ethics in each nation and region and promote fair and open competition.

9. Better Utilizing Information and Enforcing Information


Security:
We will make efforts to gather information that is useful to our business operations and then effectively
manage, utilize and eventually dispose of this information. Regarding the information of other
companies, we will carefully consider whether it's necessary before obtaining it and take every possible
measure to maintain its confidentiality and prevent leakage.

10.
Respecting Human Rights and the Health and Safety
of Labor:
Panasonic will conduct its procurement activities while respecting the human rights of individual
employees of the company and its suppliers and thus provide a safe and healthy working environment.

Procurement Policies and


procedures for Panasonic:
A. Purchasing Benchmark
For purchases made through P&C, the basic purchasing benchmark (delegation)
has the authority to issue open market purchases for equipment and supplies up to and
including $10,000. Purchasing Officer at P&C has the authority to raise or lower the
delegation upon written request from the company after consideration of the companys
overall capabilities, including staff resources, purchasing compliance reviews, and audit
reports. Community colleges that request an increase from the State Purchasing Officer
at P&C, and meet the requirements, may have their delegation increased up to the
present limit of $25,000.

B. Purchase of Items on State Contract:


The company has established various contracts with vendors for many of the items required
by the colleges on a day-to-day basis. Where there is a state contract, the company must
purchase from this contract unless they are exercising the Purchasing Flexibility Option.
Items on a contract may be ordered directly from the vendor subject to any restrictions on
the specific term contract.
.
C. Purchase of Non-Contract Items:
Good purchasing practices mandate that you seek competition for all purchases. Each
department should establish its own written procedures for making small purchases
where the total order is for $5,000 or less. For these small purchases, telephone or equotes may be used to establish competitive prices. A written record of the telephone
quotes or e-quotes should be kept in the file. For purchases of more than $5,000, but not
over your delegation, users must seek written competition (RFQ), but are not required to
advertise. It is recommended that a minimum of three written quotations be obtained. If
three quotations cannot be obtained, it is recommended that users place a note in the file
explaining the circumstances. P&C or ITS, for IT products, must handle all purchases of
non-contract supplies and equipment that exceed the colleges delegation.
Orders may
not be split to avoid the competitive bid process.
D. Purchase of Non-Contract Items
Requisitions to purchase non-contract items over your college delegation must be sent to
P&C for procurement action. All bids are posted on the Interactive Purchasing System (IPS).
Users are encouraged to register for the IPS system to have the capability to enter the
requisition into the IPS directly, rather than having the assistant of someone from P&C (See
Agency Contacts page.) All bids are posted for ten business days. After competitive bids
have been received through P&C, the bid package will be forwarded to the college for their
review and recommendation for award. Upon receipt of the colleges recommendation, P&C
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will request approval from the Board of Awards at its next meeting. Orders may not be
split to avoid the competitive bid process for orders exceeding your delegation.
E. Purchase of Non-Contract Items, IT Related:
Requisitions to purchase non-contract items, IT related, over your delegation must be sent
to the State IT Procurement Office for procurement action. All bids are posted on the
Interactive Purchasing System (IPS). All bids are posted for ten business days. After
competitive bids have been received by the IT Procurement Office, the packages are
forwarded to the college for their review and recommendation for award. Upon receipt of
the colleges recommendation, IT will request approval from the Board of Awards at its next
meeting. Orders may not be split to avoid the competitive bid process for orders
exceeding your delegation.

F. Contractual Services (Including Consultant Services)


In the purchasing of supplies, equipment, and materials. There is no reference in the
General Statutes as to how company are to acquire services. Given this lack of statutory
authority, it is strongly recommended that each department establish its own written procedures
for acquiring services and pattern those procedures after the same procedures for purchasing
supplies, equipment, and materials. .

G. Commodity Codes, Term Contracts, and other relevant information


P&C and ITS provide term contracts.

H. Waiver of Competition:
Under certain conditions, and otherwise if deemed to be in the public interest, competition
may be waived. Conditions permitting waiver include, but are not limited to, the following:
1.

Cases where performance or price competition are not available;

2.

Where a needed product or service is available from only one source of supply;

3.

Where emergency or pressing need is indicated;

4.

Where competition has been solicited but no satisfactory offers received;

5.

Where standardization or compatibility is the overriding consideration;

6.

Where a donation predicates the source of supply;

7.

Where personal or particular professional services are required;

8.

Where a particular medical product or service, or prosthetic appliance is needed;

9.

Where a product or service is needed for the blind or severely disabled and there are
overriding considerations for its use;

10. Where additional products or services are needed to complete an ongoing job or
task;
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11. Where products are bought for "over the counter" resale;
12. Where a particular product or service is desired for educational, training,
experimental, developmental or research work;
13. Where equipment is already installed, connected and in service, and it is
determined advantageous to purchase it;
14. Where items are subject to rapid price fluctuation or immediate acceptance;
15. Where there is evidence of resale price maintenance or other control of prices,
lawful or unlawful, or collusion on the part of companies which thwarts normal
competitive procedures;
16. Where the amount of the purchase is too small to justify soliciting competition or
where a purchase is being made and a satisfactory price is available from a previous
contract;
17. Where the requirement is for an authorized cooperative project with another
governmental unit(s) or a charitable non-profit organization(s);
18. Where a used item(s) is available on short notice and subject to prior sale.

Recommendations/Gap Analysis:
1. GUIDELINES ON PURCHASING PRACTICES
WORKING TOGETHER IN THREE WAYS
1. Purchasing is available to perform the due diligence, complete required paperwork and execute
the final contract.
2. Purchasing is available to work in collaboration with our customers on large projects, on
specialty projects or complex needs; drawing on our customers experience while adding
purchasing value.
3. Our customers may work independently to source their needs and select their supplier in
accordance with university policy. Purchasing will execute the final contract, with prior assurance
that all university policies have been adhered to.
The following guidelines are included primarily to give our customers a better understanding of the
process and to better facilitate communication and collaboration. If you choose to select the supplier
and obtain quotes without assistance from Purchasing, this section should serve as a guide or
checklist.
When a Strategic Partner exists for the commodity or service being sought it is important and
Purchasing strongly recommends their use. Strategic Partners are pre-qualified and choosing to use
one will eliminate the time consuming processes of due diligence; selecting suppliers and preparing
and evaluation of bids.

SELECTING QUALIFIED SUPPLIERS


Supplier selection and evaluation is a process that can take considerable time and energy depending
on the product or service.
1.

The first step in selecting suppliers is often research, particularly if the product or service has
not been purchased before. There are a number of tools available for this initial phase:

Use the Yellow Pages for listings of local suppliers.

Check with consortium to which the University belongs, to see if a contract exists for the
commodity in question

Talk to colleagues in other institutions who might have purchased a similar product or
service.

Consult trade publications, directories, supplier catalogues, and professional journals.

Talk to salespeople.
There are a number of guidelines for supplier selection

Find out how long the supplier has been in business.

Find out who are the suppliers primary customers and ask for and check references.

Investigate a suppliers financial stability.

Check bank references.

Tour the suppliers facilities, if possible.


These steps should narrow the field to the three suppliers (sometimes more) who will be asked to
bid on the particular product or service.

PREPARING AND EVALUATING A BID


Bidding goods and services is important for several reasons. The bidding process:

allows "comparison shopping" for the best pricing and service


allows for an informed and objective choice among potential suppliers
encourages competition among suppliers
provides a standard for comparing price, quality, and service
provides a list of qualified suppliers for future bids
provides access to University business for suppliers

The bid process begins with the development of a set of specifications or objectives. The Contract
Administrator (CA) in conjunction with the requester must define the requirements exactly. Colleagues,
technical personnel, trade manuals, and suppliers may be consulted for assistance in developing
specifications. The requirements are then communicated to the selected suppliers by a Request for
Quotation (RFQ) or a Request for Proposal (RFP).
1.

The RFQ process is designed to identify the supplier who can meet the requesters requirements
for the best price. The RFQ should be used for bidding familiar, standard items. Price, delivery
and inventory are usually the most important elements of the RFQ. The RFQ should contain ALL
the information necessary for the supplier to submit a valid quote:

The product(s) should be described in detail.

Specifications should be clear, concise and complete.

Quantity, quality requirements, packaging, F.O.B. point, payment terms, and warranty,
delivery and inventory requirements should all be included in the RFQ.
An RFP should be used for more complex projects, for services, and for long term contracts,
when there are important considerations other than price. The RFP usually begins with a
statement of purpose or goals and objectives The RFP should:

clearly define an acceptable level of performance for the supplier and a definite time
frame for achieving this goal

ask the supplier to describe the qualifications of those individuals who may be involved
in implementing the goals and objectives of the RFP

ask for all of the information contained in an RFQ (see above) but also can ask for input
from the suppliers. The suppliers might be asked how they would address the issue, what
unique contributions they would make toward achieving the goals outlined in the proposal,
and what alternative proposals they would offer. The suppliers might also be asked to solve
specific problems concerning time constraints, new technology, or on-the-job training for
end users. "How" is as important as "how much".
Criteria for Preparing an RFQ/RFP:

Adequate time to prepare a good RFQ/RFP and allow suppliers sufficient time to
respond (two to four weeks).

All suppliers should receive identical copies of the RFQ/RFP and any subsequent
changes in the bid specification.

A deadline should be established for the submission of all bids. If the deadline is
extended for one supplier, it must be extended for all.

All suppliers should be notified in writing if the bid specifications change. If the changes
are substantial, it may be necessary to extend the submission deadline. All suppliers
should be notified of the extension in writing.

If a number of questions are raised about the bid, consider holding a pre-bid conference.
This will provide an opportunity to clarify the RFQ/RFP for all the suppliers and no supplier
will have the unfair advantage of additional information.

When the bids are received, they should be signed, dated and indicate the time that
each was received. All competitive bids are confidential and should never be used as a
bargaining tool.
Criteria for Evaluating bids:

Time should be taken to review the bids carefully.

Narrow the field by determining which suppliers are "responsive". A "responsive" bid
provides ALL the information asked for and addresses ALL the issues in the RFQ/RFP.
Eliminate bidders who are unresponsive.

Look carefully at proposed prices. Be wary of a supplier who substantially underbids his
competitors. He may be low-balling" to win the bid but the quality of his product could
suffer or he might be unable to meet the delivery requirements. A substantially lower
price might also indicate that the supplier has misunderstood or misinterpreted the
requirements.

If appropriate, obtain and evaluate samples.

If the bidding is close, ask for extended warranties (if appropriate) and compare prices.

Consider the suppliers past performances, after-sale support and services, technology,
and the creativity used to meet the requirements or objectives.

NEGOTIATION TECHNIQUES
Negotiating successfully takes skill and practice and should result in a win win situation for both the
buyer and the seller. Good negotiators:

do their homework/research
clearly understand their requirements and objectives
develop strategies
never lose sight of their goals
know where they can afford to compromise and where they cannot
make sure their negotiating teams have whatever expertise (technical, financial, legal) is
needed to increase the chances for a successful settlement
make an effort to anticipate the suppliers strategy and to determine what the supplier hopes to
gain from the negotiation process.

When to Negotiate
Negotiation should be used when:

the purchase involves a significant amount of money or represents an on-going effort


the number of suppliers available are too few to competitively bid the purchase
new technologies or processes are involved for which selling prices havent been determined
yet
the supplier must make a substantial financial investment in equipment, technology or other
resources

Negotiation Strategies
Whenever possible:

do comprehensive research for reliable facts and figures. Never use information that could be
questioned or proven inaccurate.
define your goals. Never lose sight of the target what should be gained from the negotiation
negotiate on your "turf
prepare an agenda and brief the members of your negotiating team beforehand so that their
strategy isnt compromised
negotiate only with supplier representatives who are empowered to make concessions
leave plenty of room to maneuver. The greater the initial demands, the greater the probability for
success.
dont be afraid to be silent. Silence can be an effective negotiating tool. If the supplier fears he is
losing the business, he may talk himself into offering more and better concessions than expected.
call a recess or lunch break if negotiations break down.
withhold something for concession in return for a point the supplier is willing to concede.

Always be fair. The supplier is entitled to a reasonable profit one that allows him to stay in business
for the long-run.
Negotiation Strategies to Avoid
Dont:

reveal strategies too early in the negotiation process


get so bogged down in details that the overall objectives are lost
try to prove the supplier wrong. Leave the supplier room to retreat gracefully from a stated
position.
display temper, frustration and anger that can handicap the negotiation process and logical
thinking.
communicate anything to the supplier that reduces bargaining power, for example: "Youre our
only source." "We have $21K budgeted for this purchase." "I have to have it now." etc. Be
intelligent and cautious.

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