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......The Return on Investment (ROI) of Redefining Purchasing Criteria and Operations Management

The traditional roles of suppliers in the many supply chains that serve any given manufacturers product lines and Maintenance, Repair and Overhaul (MRO) operations for re-vamping and refurbishing products traditionally are managed through a series of processes that keep them distanced from profitability measures of performance. In addition, the traditional approach to managing these suppliers concentrated more on how to attain cost and negotiation advantages to dominate the supplier-buyer relationship. This model was quickly found to severely limit the level of financial performance for all members of a supply chain. With the quickening pace of Internet-based selling, supplier enablement and MRO processes, supply chains have had to change to survive
The evolution of supply chains has moved away from strategies on the part of manufacturers of attempting to dominate supply chains and instead started to move towards creating a more collaborative foundation for sharing information and knowledge. The concepts behind the success of the Toyota Production System and the successes that company has had, in addition to the successes of Intel and Nortel with their purchasing programs based on sustainability objectives, shows how effective the concepts of the

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