Samen werken aan Samenwerken Presentatie NSI Denktank November 17, 2014
Prof dr Frank Rozemeijer NEVI Chair Purchasing & Supply Management Maastricht University
Purchasing = Everything you receive an invoice for
Procurement at a glance Total Spend €26 billion Indirects: €11.5 billion
Raw materials & packaging: €14.5 billion
€1.3bn €5.2bn
Copacking
Marketing, Advertising & Media
€3.8bn Chemicals
€3.1bn Factories & Distribution
€3.9bn Packaging
€3.2bn General Enterprise Services
€5.5bn
Global turnover 2010 € 44,3 miljard Purchasing quote = 58,7%
Food Raw Materials (of which €3.6bn are commodities)
Purchasing Process Define specification Proc. Role -
Elements
Get specification
Select supplier
Contract agreement
- Assure adequate - Negotiate supplier selection contract
Functional - Prequalification - Contracting specification expertise of suppliers - Technical - Request for - Negotiating changes expertise quotation - Bring supplier engineering knowledge to -
Documents - Functional
specification - Norm/spec. control
Supplier selection
Contract
Ordering
Expediting
Evaluation Follow up
- Establish Order routine
- Establish expediting routine
- Vendor performance evaluation - Settling contract problems
- Develop Order routines
- Expediting - 'Troubleshooting'
- Vendor rating - Vendor evaluation
Order
Overdue list
- Vendor score card / rating - Vendor profile
Source: Van Weele, 2014
Purchasing portfolio Kraljic, 1983
High
Business impact
• • • •
• • • •
Bulk chemicals Steelplate Raw materials Commodities
Engines, Gearboxes Bottling equipment Systems Packaging Company wide ICT systems
Leverage Products • • • •
Low
Cleaning materials Office supplies Maintenance/MRO supplies Fasteners
Routine Products Low
Strategic Products • • • •
Natural flavourings Pigments Catalytic products Spare parts
Bottleneck Products
Supply risk
High
NEW FORM OF LEADERS…
Paul Polman, CEO Unilever
Transactional versus Relational
Wat kenmerkt jullie ideale ketenpartner?
(Bron: Rozemeijer, 2014)
• • • • • • • • • • • • • • •
Begrijpt onze business Voegt proactief waarde toe Deelt (technologische) kennis Zet deskundige mensen in Open en transparant Eerlijk en betrouwbaar Lange termijn focus Zakelijkheid Flexibiliteit Continuïteit Innovatief Niet te veel gedoe Goede prijs/kwaliteit Risico’s delen Wederzijds respect
Inkopers
“Large buying companies have the tendency to think they are good customers, that it is easy to do business with them and that every supplier loves them” Cordon en Vollman (2008)
Wat kenmerkt jullie ideale ketenpartner? Leveranciers
Business gerelateerd
Communicatie gerelateerd
• Winstgevendheid • Goede contracten • Vroegtijdige betrokkenheid • Continuïteit van de business • Forecasting / Planning
• Rollen en verantwoordelijkheden • Openheid • Vertrouwen • Feedback • Gedeelde waarde en normen
SUSANNA MAUNU SUPPLIER SATISFACTION:THE CONCEPT AND A MEASUREMENT SYSTEM PhD Thesis, University of Oulu, November 2003
High
+ Pampering
• Innova3on support • Improvement sugges3ons • “How can I help you ?“
• • • • •
+ Neglec&ng • • • •
No service No a1en3on Willing to loose customer Say yes, do no
Nuisance
Collabora3ve Win-‐Win Value crea3on Con3nuous improvement Long term
Core
Development
A"rac&veness
Low
+ Partnering
+ Exploi&ng • • • •
Charge premium prices Maximizing revenue Abuse your power posi3on Prevent losing the customer
Exploitable
Compe&&ve posi&on
Low
High
Return on Relationship
Relational Capital Theory Relational Capital Trust Commitment Reciprocity
Supplier Governance (SPM) & Capability Development (SRM)
Sourcing: Blonska et al., 2013
Preferential Buyer Benefits & Supplier Benefits
SD increases RC, mediating role for RC
X
XX
X
“To score big with suppliers, you have to win their hearts.” [–Dave Nelson, former vice president of purchasing, Honda of America]
During his tenure as president, Chrysler was the most profitable company in the auto industry
“It is easier to work with a supplier we know that has problems than a supplier we don’t know whose problems may be worse!” (Thomas Stallkamp, Chrysler Corporation)
Stallkamp left
Collaboration asks for a holistic view Business growth • Maximize top line growth • Contribute to Customer responsiveness • Contribution to product & process innovation • Contribution to reputation & brand equity • Contribution to sustainability/CSR • Contribution to entering new markets • Contribution to corporate social responsibility goals
Financial value • Total cost of ownership • Price stability • Cost avoidance • Working Capital reduction • Asset utilization • Return on assets & ROI • Reduction in supply risk • revenue and profits generated
Operational excellence
Relationship quality
• Simplifying and speeding up supply chain • Six sigma/ LEAN • Cycle time reduction • Quality (e.g. PPM defect rates) • Delivery (e.g delivery reliability) • Flexibility (ability to respond to changes) • Service level (time to resolve problems) • Admin processing (e.g. Invoice accuracy)
• Level of trust • Frequency and quality of communication • Degree of mutual understanding • Quality of feedback • Degree of strategic alignment • Quality of joint problem solving • Level of mutual commitment
Source: Adapted from Hughes, 2005
Measuring Relationship Quality
25
Basisvoorwaarden samenwerking… UITNODIGEN TOT SAMENWERKEN 1. Uitnodigen tot meedenken bij visie en strategie 2. Vroegtijdig betrekken bij formuleren operationele plannen 3. Om advies vragen 4. Aanmoedigen om te komen met verbetersuggesties 5. Suggesties serieus nemen en implementeren
VERTROUWEN 1. Geen verborgen agenda’s 2. Komt beloften na 3. Is te allen tijde eerlijk tegen ons 4. Weegt ons belang als het eigen belang
De kern van samenwerking…transparantie INFORMATIE UITWISSELEN 1. Informeert ons tijdig over veranderende behoeften 2. Geeft tijdig alle informatie die wij nodig hebben 3. Informeert ons tijdig over alle zaken die ons direct raken 4. Informatie die we krijgen is betrouwbaar
KENNIS DELEN 1. Gezamenlijke training 2. Kennis van ‘Operations’ delen 3. Advies geven Technologie 4. Advies geven Innovatie 5. Advies geven Kwaliteit 6. Advies geven Logistiek
FEEDBACK GEVEN 1. Kwaliteit 2. Logistiek 3. Product ontwikkeling 4. Proces verbetering 5. Kostenreductie 6. Ketenoptimalisatie
Resultaat van samenwerking… SPECIFIEKE INVESTERINGEN 1. Werkprocessen aanpassen op ketenpartner 2. Mensen en middelen aanpassen op ketenpartner
TEVREDENHEID OVER 1. Betalingscondities 2. Contracten 3. Support / ondersteuning 4. Samenwerking algemeen
BIJDRAGE AAN BUSINESS GOALS 1. Financieel resultaat 2. Kostenreducties 3. Betere concurrentie positie 4. Aantrekkelijkheid voor andere klanten
Totaal resultaat over 3 roundtables (Sept. 2012)
Bouwer Uitnodigen tot samenwerken 3,25 Vertrouwen hebben in.. 2,91 Informa&e uitwisseling door… 3,77 Kennis uitwisseling door… 3,44 Feedback door.. 3,69 Specifieke investeringen voor… 3,85 Tevredenheid samenwerking met.. 3,98 Resultaat samenwerking met.. 3,32 28,21 Bouwer survey N=11 Installateur survey N=13 Opdrachtgever survey N=21
50%
Installa&e 2,98 3,71 3,60 3,43 3,53 3,46 4,00 3,88 28,59 51%
Opdrachtgever 4,70 4,06 4,13 3,62 4,12 5,16 4,32 4,46 34,57
Overall 10,93 10,68 11,50 10,49 11,34 12,47 12,30 11,66
62% max score
Totaal resultaat Ketenacademie Zuid (Mrt. 2014) Uitnodigen tot samenwerken Vertrouwen hebben in.. Informa&e uitwisseling door… Kennis uitwisseling door… Feedback door.. Resultaat samenwerking met.. Tevredenheid samenwerking met..
Klant Leverancier 2,7 1,5 3 1,5 3,5 3,5 2 2 4 3,7 3,5 2,2 4,5 6,5 28,21 28,59 47%
42%
Purchasing development model Business driven
Purchasing driven Functional focus
1
2
3
Cross functional focus
4
5
6
Tenders /Rfx
Cross-functional teamwork
Frame agreements
Supplier development
Supplier’s
Buying proces
Value based sourcing
contribution
Negotiating savings
Supply chain integration
to competitive
E-procurement
Innovation
advantage
Availability
Price
Transaction Commercial orientation orientation
Synergy
procurement coordination
XF Sourcing
Process orientation
Integration
Value
Supply chain orientation
Value chain orientation
Time
