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Innovation Driven Procurement (IDP) November 2008
Corporate mission, vision and strategy statements stress the importance of innovation as the engine for growth We deliver innovation by investing in world class strengths in end-user insights, technology, design and superior supplier networks Philips The new strategy program, which has been named Vision 2010 – Building on Strengths, focuses on accelerating profitable and innovative growth of DSM’s specialties portfolio.  DSM We will be a company of innovative and powerfully branded stores on two continents, rather than a portfolio of stores that distribute supplier brands Ahold We think about the future, but act in the present. We’re passionate about introducing new ideas and developing sustainable answers for our customers. AkzoNobel is an important ingredient for substantiating this. We wish to play a leading role in the transition towards a sustainable supply of energy in the Netherlands. By speeding up the development of activities over the entire sustainable energy value chain – from source to end-user – we will increase the structural value for our shareholders at lower social costs than in our current, more traditional business model. Continuous innovation  Eneco Bosch regards innovation as something more than exceptional product quality, functionality and design. Not only our technical developments, but also our commitment to society has an effect on the world of tomorrow. Bosch It is Océ's intention to continue to enhance its position as an internationally active, listed company, quoted on the stock exchange. The aim of its policy is to become one of the top three companies in all relevant markets by means of autonomous growth achieved through technological innovation and commercial creativity- and acquisitions. Oce Source: corporate websites To solve unsolved problems innovatively 3M ,[object Object],[object Object],[object Object],[object Object]
An example of an innovative company: Procter & Gamble Open Innovation initiatives connect external parties to contribute to new product development ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Open Innovation with P&G P&G’s Innovation Net Source: (a) “Why companies should have open Innovation”, HW Chesbrough, (2007); (b) “Connect and Develop: Inside P&G’s new model for Innovation”, HBS 58 (2006); (c) Company website R&D Labs Consumer Insights Customer Teams  Employees Suppliers Research Institutions Contract Labs Venture Capitals Trade Suppliers
The Innovation Driven Procurement (IDP) Strategy based on the Corporate and Procurement Strategy will transform procurement into a true business partner It is essential to align the Procurement Strategy with the overall Corporate Strategy to ensure Procurement’s efforts are focused appropriately and are consistent with the fundamental direction of the business. This is what makes Procurement a service provider for the business. Whereas innovation is often stressed in Corporate Strategy and open innovation is embraced by many successful companies, many struggle to translate this into the Procurement Strategy. Let alone providing procurement services satisfying the business’ innovation needs. The translation of the Corporate Innovation Strategy into a Innovation Driven Procurement (IDP) Strategy provides focus for procurement. Mechanisms such as those shown in the P&G case need to be formalised and embedded in the organization. IDP will transform Procurement from a service provider into a business partner. Depending on the IDP strategy, new roles and services will be provided by procurement. This can have an effect on the entire procurement  function, mainly impacting tactical procurement operations such as sourcing, demand management and supplier relationship management. From Strategy to IDP Support services Procurement Strategy Corporate Strategy Innovation initiatives Corporate Procurement Strategy Innovation IDP
Innovation Driven Procurement is one of the crucial aspects in adding value to your business if innovation is part of your Corporate Strategy  Over the past decades, the increased importance of the procurement function has set a development in motion. Nowadays, most companies have spend management strategies, allowing them to leverage economies of scale and managing demand in the organization. Most have gone further with involvement of the business in the procurement processes. This process focus makes procurement a reliable service provider responding to business demand and mitigating risk and costs. Some have successfully gone further recognizing suppliers as a key actor of the end product. This goes beyond responding to business demand with procurement services, mitigating risk and costs. It means pro-actively providing value added services that will help the business reach the corporate goals.  IDP services are focused on future client demand and (potential) markets. It encompasses a procurement function which is embedded in new product development, which uses its extensive market knowledge to scout for new opportunities beyond direct business demand, and may even spur new directions for the company. IDP in procurement development ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Transactional focus Spend focus Process focus Product focus Value focus Procurement maturity  level IDP
IDP includes mechanisms both internal and external to the product chain for Procurement to contribute to Open Innovation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],IDP based on Open innovation Source graphic: Prof Henry Chesbrough UC Berkeley, Open Innovation: Renewing Growth from Industrial R&D, 10th Annual Innovation Convergence, Minneapolis, Sept 27, 2004
Beside the natural position of Procurement as the suppliers’ partner, Procurement competences match perfectly with those required for Open innovation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Open innovation required competences ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source graphic: Prof Henry Chesbrough UC Berkeley, Open Innovation: Renewing Growth from Industrial R&D, 10th Annual Innovation Convergence, Minneapolis, Sept 27, 2004 Key Procurement competences MATCH
The IDP strategy impacts upon all strategic and tactical aspects of Procurement ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Provision of Goods & Services Supplier Relationship Management Procurement  Strategy  Development Governance & Organisational Development Category Planning Sourcing IT People Knowledge & Information Managing the Enablers Supply Planning & Control Procurement Effectiveness Procurement Efficiency Benefit  Generation Benefits Delivery Demand Management Set Strategy &  Objectives
IDP projects are initiated using the Capgemini Phase 1 approach, with clearly defined activities and milestones Execute IDP Strategy through pilot ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Kick-off 5. Build business case ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],2. Organisation, process and people assessment 1. Information collection Focus interviews Map innovation strategy & practices Collect market data Model costs - benefits Collect additional data Compile business case 2 Steering Committee decision 1 3 5 7 6 6. Identify implement and embed quick wins 4. Opportunity creation The timeline depends on the nature of the assessment, anywhere between 3 weeks and 3 months 3. Translate Innovation strategy Pinpoint value add opportunities for procurement 4 7. Mobilise and communicate ,[object Object],[object Object],1 2 ,[object Object],[object Object],[object Object],[object Object],3 IDP strategy Opportunity matrix 4 5 6 7 Clear view of corporate targets and market Pilot project proposed and planned Business case Current state mapping
The execution of an IDP strategy requires top management commitment, strong project management and the availability of top resources For the execution of an IDP project, it is critical to have full top management support, for all business lines involved in the project. Regular Steering Committee meetings will provide management buy-in and control. Furthermore, the Steering Committee must free up their top resources for the project. A key driver of success is strong Project Management. Implementing the IDP strategy means doing things differently, which requires change management both internally in the team and externally. Secondly, strict time management and complete openness in communication are needed to stay in control over what is a complex project . As noted before, top resources are needed in the Content Team(s) who can think out of the box, are committed to working together and achieving top results. Facilitation of the teams is ideally done by procurement Executing the IDP Strategy ,[object Object],Project Management Steering Committee CPO, COO, CTO ... ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Content Team
Contact Consulting Services ir Robbert den Braber Consultant Capgemini Nederland B.V. Papendorpseweg 100, P.O. Box 2575,  3500 GN Utrecht  - The Netherlands T. +31 30 689 5056 - F. +31 30 689 55 60 Mob. +31 6 15 03 09 01  [email_address]   www.nl.capgemini.com

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Innovation Driven Procurement

  • 1. Innovation Driven Procurement (IDP) November 2008
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  • 4. The Innovation Driven Procurement (IDP) Strategy based on the Corporate and Procurement Strategy will transform procurement into a true business partner It is essential to align the Procurement Strategy with the overall Corporate Strategy to ensure Procurement’s efforts are focused appropriately and are consistent with the fundamental direction of the business. This is what makes Procurement a service provider for the business. Whereas innovation is often stressed in Corporate Strategy and open innovation is embraced by many successful companies, many struggle to translate this into the Procurement Strategy. Let alone providing procurement services satisfying the business’ innovation needs. The translation of the Corporate Innovation Strategy into a Innovation Driven Procurement (IDP) Strategy provides focus for procurement. Mechanisms such as those shown in the P&G case need to be formalised and embedded in the organization. IDP will transform Procurement from a service provider into a business partner. Depending on the IDP strategy, new roles and services will be provided by procurement. This can have an effect on the entire procurement function, mainly impacting tactical procurement operations such as sourcing, demand management and supplier relationship management. From Strategy to IDP Support services Procurement Strategy Corporate Strategy Innovation initiatives Corporate Procurement Strategy Innovation IDP
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  • 11. Contact Consulting Services ir Robbert den Braber Consultant Capgemini Nederland B.V. Papendorpseweg 100, P.O. Box 2575, 3500 GN Utrecht - The Netherlands T. +31 30 689 5056 - F. +31 30 689 55 60 Mob. +31 6 15 03 09 01  [email_address] www.nl.capgemini.com