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This paper describes the application of a new variant of process benchmarking called value stream mapping to the development of a supplier network around a prominent distributor of electronic, electrical and mechanical components. This involved mapping the activities of the firm, identifying opportunities for improvement and then undertaking with the firm an improvement programme. The resulting supplier association programme involved around 50 key suppliers across eight product category areas. The paper explores the different methods employed together with the support structure that was created. It concludes with evidence of the early results of the programmes as well as a number of key learning points for other organisations wishing to follow a similar path.
Hines et al. (Mon,) studied this question.
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