Recommended
More Related Content
What's hot
What's hot (20)
Similar to PURCHASING-MANAGEMENT-SUPPORT-CONCEPT-EXTEND-EN
Similar to PURCHASING-MANAGEMENT-SUPPORT-CONCEPT-EXTEND-EN (20)
PURCHASING-MANAGEMENT-SUPPORT-CONCEPT-EXTEND-EN
- 1. Andreas Müller Purchasing Consulting & Support Andreas Müller Purchasing Consulting & Support
- 2. Over 10 years experience within purchase and supply management in leading roles Consultant Profile – Andreas Müller Management group experience from 4 different globally acting companies. Structured and methodical approach in problem solving paving the way to std. and documented working processes. Excellent negotiation skills on an international level. Proven competence in building teams and motivation of personnel in tough commercial environments and under time pressure. Wide range of supplier development know how focusing on long term profitable supplier relations. Deep insight into project work and on how to avoid potential “pit falls” from numerous projects and project system development. Internal External Operational Support Organizational & Structual Support Supplier Quality Support Supplier Effectivness Support Project Support at Supplier ExternalExternal Andreas Müller Purchasing Consulting & Support Successful in leading Value Analysis Value Engineering (VAVE) workshops leading to detection and preparation of major savings potentials.
- 3. Consultant Profile – Andreas Müller Internal External Operational Support Organizational & Structual Support Supplier Quality Support Supplier Effectivness Support Project Support at Supplier ExternalExternal Andreas Müller Purchasing Consulting & Support Engineering / Design Purchase / Procurement Production Logistics Facilitate early purchase support in design Value Analyses / Value Engineering Set up and optimization of strategic purchase functions Optimized production planning Value stream analysis Supplly Chain Risk Analysis and Risk Prevention Associated with: Internal & external log. Flow optimization
- 4. I can offer you support in improveing your purchasing organization internally as well as support you in improving your supplier performance on-site with standardized methods and tools. Internal Operational Support Organizational & Structual Support External Supplier Quality Support Supplier Development Support Project Support at Supplier ExternalExternal Internal and External Support Internal External Operational Support Organizational & Structual Support Supplier Quality Support Supplier Effectivness Support Project Support at Supplier ExternalExternal Andreas Müller Purchasing Consulting & Support
- 5. Integration of different purchasing units within your cooperation! Internal Operational SupportStructural Support Improving the strategic competence of your purchasing unit! Process optimization within your purchasing department! Internal Service Porfolio - Structural Internal External Operational Support Organizational & Structual Support Supplier Quality Support Supplier Effectivness Support Project Support at Supplier ExternalExternal Andreas Müller Purchasing Consulting & Support Intensive training courses on different topics e.g. supplier audit, suppl. developm etc.! Carry out workshops for Value Analysis Value Engineering to improve cost & function (For the method and tools please refer to the Appendix!)
- 6. Internal Operational Support Assessing the risks in your supply chain and define preventive actions! Support in negotiations with your suppliers! Are you prepared for your negotiation? Interim solution to a managerial vacancy in your purchasing organisation! (For the method and tools please refer to the Appendix!) Internal Service Portfolio - Operational Internal External Operational Support Organizational & Structual Support Supplier Quality Support Supplier Effectivness Support Project Support at Supplier ExternalExternal Andreas Müller Purchasing Consulting & Support
- 7. External Supplier Quality Support Supplier Development Support Project Support at Supplier Solving supplier quality performance problems at the supplier site! Supplier development to improve the efficiency and competitiveness of your supplier! Supplier audits for new and existing suppliers! Project and product launch support at your supplier to assure timing and quality! (For the method and tools please refer to the Appendix!) External Service Porfolio Internal External Operational Support Organizational & Structual Support Supplier Quality Support Supplier Effectivness Support Project Support at Supplier ExternalExternal Andreas Müller Purchasing Consulting & Support
- 8. In order to achieve reliable good results working process should follow a standardized proven method. The following methods are based on the PDCA (Plan Do Check Act) approach. After analysis and implementation a follow up will be carried out and if necessary a correction phase performed. The next pages will give you an overview of each developed process. The circle in the upper right hand corner will indicate where in the service portfolio this particular method will be applicable. Internal External Operational Support Organizational & Structual Support Supplier Quality Support Supplier Effectivness Support Project Support at Supplier ExternalExternal Appendix 1 - Methods Andreas Müller Purchasing Consulting & Support
- 9. Phase 1 Analysis Phase 2 Implementation Phase 3 Follow up Deliverable! Readiness Assessment Process compatibility Structure compatibility Integration acceptance Cooperate mandate Risks through integr. Potentials of integr. Assessment: • Supplier overlap • Component grp. & service overlap • Spec. overlap Target Definition (Joint RFQ to best perf. suppl. incl. re- negotiation optional) Deliverable! Realistic Sav. Plan Deliverable! Integration Concept Def. common prd. group structure Def. orga. Structure loval vs. central HQ Def. distrib. of functions and resp. Def. different areas of excellence in units Deliverable! Organization established Def. best perf. suppl. for cooperate level. Joint reporting structure Joint IT-solutions One face to the suppl Joint platform for supplier contracts Deliverable! Lessons Learned At a pre-def. time after the projects conclusion a re- flection will be done on the project together with management Screening for Short term Potential Integration Readiness Assessment Concept definition Implementation Follow up Appendix 2 - Purchasing Integration Internal External Operational Support Organizational & Structual Support Supplier Quality Support Supplier Effectivness Support Project Support at Supplier ExternalExternal Andreas Müller Purchasing Consulting & Support
- 10. Step 1 Internal Demands Analysis Step 2 Supplier market assessment Step 3 Strategy Definition Deliverable! Product Group Requirement List Definition of needed component and / or service requirements for the respective component group. Necessary tools are, component spec., stake holder analysis etc. Break down of the Company values, vision, mission and Strategy into purchasing strategic objectives. Necessary tools are e.g. BSC, policy deployment, etc. Deliverable! Strategy Objectives For Purchase Deliverable! Supplier Market Assessment Paper Supplier market screening. Suppl. Market Struct. Component Cost break down Consolid. trends Customer structure The factors have to be assessed depend on the peculiarity of the respective com- ponent group. Deliverable! Feedstock Market Trend Paper Based on the component cost break down the major cost contributors should be analyzed for future cost development. The demand trends for the main customers of the feedstock and the supply capacity development is a major focus. Deliverable! Component Group Strategy Paper The component group strategy formulation must consider all previous input and lead to a long term component group strategy. Opt. Suppl. Portfolio SWOT – Analysis Kraljic Model Current situation descrip. Necessary next steps Needed resources to Implement incl. time frame. Company Vision & Strategy Internal requirements Supplier Market Feedstock Market Strategy Appendix 3 - Strategic Competence Internal External Operational Support Organizational & Structual Support Supplier Quality Support Supplier Effectivness Support Project Support at Supplier ExternalExternal Andreas Müller Purchasing Consulting & Support
- 11. Step 1 Situation Analysis & Planning Step 2 Process Implementation Step 3 Process Follow Up Deliverable! Process Change Plan Agreem. to be reached with inter- face dep. and other stakeholders about new processes Determine priorities for change Define resources for change implm. The following issues Have to be screened Company Values Stakeholder Analysis Conflict mapping Company certific. level. Current process map Process KPI´s Deliverable! Process Optim. Potential Deliverable! Optimized Processes In PDM system Set up of process flow (Sim-Bana) Written description outlining resp., and connected routines templates to be used etc. Signing off and entering into the document system. Deliverable! Trained Personnel Workshop for out- lining and explaining new processes for users and represen- tatives of internal interface dep. & stake holders. Deliverable! Lessons Learned Check how processes and templates are being followed after 6 months using an audit Set up PDCA routine Situation Analysis Process Change Plan Process Document. Process Training Follow Up Appendix 4 - Process Optimization Internal External Operational Support Organizational & Structual Support Supplier Quality Support Supplier Effectivness Support Project Support at Supplier ExternalExternal Andreas Müller Purchasing Consulting & Support
- 12. Appendix 5a – Training Courses Andreas Müller Purchasing Consulting & Support Internal External Operational Support Organizational & Structual Support Supplier Quality Support Supplier Effectivness Support Project Support at Supplier ExternalExternal Training Target & Scope – Supplier Audit I offer a one day intensive training session on how to perform a supplier audit. The course will be based on a systems audit which will be typically applied at the time a new supplier should be audited and is closely connected to ISO 9001 structure. The same base skill will also be necessary when working with supplier development or process audits to solve supplier quality issues. To be able to perform a supplier systems audit is a key competence that every purchasing department should have in its employee port folio. During this one day intensive training session the agenda shown below will be covered. There will be space for discussions even though this will be limited. Each area that will be covered will be explained with examples from the experience of the trainer. A follow up after the trainees have performed their first audits in order to give them guidelines on how to improve is not part of this course but can be arranged separately. It is also possible to hire me for certain audits to conduct training on the job. This is especially valuable since the training will be done in your specific environment with your individual suppliers.
- 13. Appendix 5b – Training Courses Andreas Müller Purchasing Consulting & Support Internal External Operational Support Organizational & Structual Support Supplier Quality Support Supplier Effectivness Support Project Support at Supplier ExternalExternal Training Target & Scope – Supplier Development I offera a one day intensive training session on how to approach supplier development. The course will focus on the suppliers process efficiency and quality performance. The course will be interactive and is based on lean principles. Since every supplier looks different regarding process structure and capability the goal for the participants is to acquire key skills to be able to approach a wide variety of situations. During this one day intensive training session the agenda shown below will be covered. The course is split into two sections. One section is pin pointing on process efficiency the other section will focus on quality performance improvement. Each area that will be covered will be explained with examples from the experience of the trainer. A follow up after the trainees have analyzed their first supplier for development potential a follow up meeting could be established to help them . It is also possible to hire me for certain audits to conduct training on the job. This is especially valuable since the training will be done in your specific environment with your individual suppliers.
- 14. Appendix 5C – Training Courses Andreas Müller Purchasing Consulting & Support Internal External Operational Support Organizational & Structual Support Supplier Quality Support Supplier Effectivness Support Project Support at Supplier ExternalExternal Training Target & Scope – Value Analysis / Value Engineering I offer a one day intensive workshop outlining the Value Analysis / Value Engineering (VAVE) tool. The participants will be made familiar with the background and concept of VAVE. After explaining the method and different supporting templates a trial case will be analyzed where the participants will be actively working for different solutions for design or functional problem. The workshop will also provide templates and supporting calculation tools in order to support the carry over into their job environment. It is also possible to hire me for initial VAVE sessions at your company. This is especially valuable since the training will be done in your specific environment taking into consideration your specific potentials and restrictions.
- 15. Substitution possibility Production risks Quality risks Logistical risks Financial risks Supplier – customer dependency Functional impact / sensitiveness Step 1. Risk evaluation & supplier ranking Step 2. Supplier risk identific. for high risk suppliers Step 4. Action plan for high risk suppliers for risks rating > 4 Buffer stock Parallel sourcing Back up tooling Supplier safety audit / plan Back up location / machinery Etc. Etc. Step 3. Risk rating analysis Risk Low Morderate High 1 2 3 Likelyhood Low Morderate High 1 2 3 > 4 Action needed * Andreas Müller Purchasing Consulting & Support Appendix 6 – Suppl.Chain Risk Assessm. Internal External Operational Support Organizational & Structual Support Supplier Quality Support Supplier Effectivness Support Project Support at Supplier ExternalExternal
- 16. Appendix 7 – Negotiation Support Internal External Operational Support Organizational & Structual Support Supplier Quality Support Supplier Effectivness Support Project Support at Supplier ExternalExternal Step 1 Do you really know what you need?! There is much more to consider in an RFQ than just the technical specification. It is recommendable to perform an internal stake holder analysis prior to establ. an …… RFQ – Check List. Material requirements Dimensional requirements Enviromental requirements Functional / Capability requirements Std. requirements (e.g. cleanliness, testing etc) Marking requirements Surface treatments requirements Packaging requirements Documentation requirements Quality requirements Process requirements INCO terms Payments terms Annual volume Supply unit requirement Service requirments (e.g. reaction time, availability etc.) Logistic requirements (delivery frequency, lead times – savety stock etc.) Do you really know the negotiation arena?! There is much more to consider in a negotiation than previous price development and future volume expectations. A SWOT – analysis is recommended. Perform a component cost break down and analize the cost development of your supplier Check the supplier market and find out what are the strategic targets of your supplier. Make yourself attractive to your supplier regarding his strategic focus points. Compare structural differences in the received quotes. Strength ThreatOpportunity Weakness How to perform in negotiations! Correct target setting. Laying the basis for the next negotiation round. Simple ground rules that need to be trained.
- 17. Many times quality issues are not sufficiently analyzed leaving a possibility of repetitive incidences. Therefore it is especially important to be thorough in defining the root cause. In a second step the corrective actions have to be defined making sure that there is a good correlation between the root cause and the action taken. To follow up the effectiveness is The last step. For all these three steps there are lots of tools that could be applied. I support the supplier on site using appropriate tools. Selected Root Cause Analysis Tools: • Supplier Audit • 5 Y • 8 D • Fault trees • Process capability R* • etc. Step 1 Corrective Action: • Cause effect analysis Step 2 Follow Up: • PDCA Step 3 Andreas Müller Purchasing Consulting & Support Appendix 8a – Supplier Quality Support Internal External Operational Support Organizational & Structual Support Supplier Quality Support Supplier Effectivness Support Project Support at Supplier ExternalExternal
- 18. In order to solve supplier issues it is best to solve them on site at the supplier. This can be time consuming. At times suppliers are hesitant to let the customer look too deep into their processes. As a consultant I can be a solution to this problem. Andreas Müller Purchasing Consulting & Support Appendix 8b – Supplier Quality Support Using a well proven and extensive audit tool covering the areas of …………… Management Quality Assurance of Sub-suppliers Quality System Incoming inspection Goods in process Finished goods. …….. a two man team consisting of myself and accompanied preferably by a member of your organization would need approximately 2 days to asses to carry out the initial audit. I would be available for later follow up of the defined corrective actions at the supplier. Internal External Operational Support Organizational & Structual Support Supplier Quality Support Supplier Effectivness Support Project Support at Supplier ExternalExternal
- 19. Appendix 8c – Supplier Quality Support Andreas Müller Purchasing Consulting & Support Content 1. Content 2 2. Scope 2 3. Basic Principles 2 4. Questions 3 4.1. Question Designation 3 4.2. Question Type 3 4.3. Scoring 4 4.4. Audit Results 4 5. Attachments 4 Scope This specification applies to all audits of suppliers of raw materials that are processed into components, including auxiliary materials used for their manufacture or further processing. It also applies to audits of suppliers metallic materials, as well as to all types of products that, in combination with rubber and/or plastics, form a composite in the final product. In addition, the specification is valid for audits of suppliers of purchased parts used to complete a product (e.g. tube valves, hose connectors, rims, etc.). Lastly, the questionnaire can be used for systems audits of suppliers of molds and machinery. Basic Principles The questionnaire takes into account the requirements of ISO 9000. In Table A (see attachments, page 1), the appropriate ISO 9002 and /or ISO 9004 Reference is given for each question. The questions are also compared with those in the V D A - Questionnaire. The order of the questions does not conform to the ISO format. Rather, the questions are arranged from the point of view of "Quality in General" and "Quality in Production". Table B (see attachments, page 2) shows the audit sections with their individual areas and the order used. One cannot produce a quality product when a framework for quality does not exist. As such, the audit team should first get an impression an impression of the supplier's attitude towards quality. Additional questions establish whether a quality system exists which meets requirements. Lastly, the questionnaire looks at the quality measures used to ensure conformance to requirements. This is done starting with incoming materials and ends with the completed product. Audit Tool Intro Sheet: Internal External Operational Support Organizational & Structual Support Supplier Quality Support Supplier Effectivness Support Project Support at Supplier ExternalExternal
- 20. Step 1 Current Situation & Analysis Step 2 Plannning & Full Scale Implementation Step 3 Negotiation Follow-Up Screening Analysis Activity Plan Implementation Follow up Deliverable! Implementation Proposal Detailed analysis of the audit findings. Feedback loop with the supplier in order to jointly assess the development potential. Joint agreement about the development priorities and scope. Identification of the development potential by supplier audit! Process flow analysis to detect muda! Process capabil. Bottle neck def. 5S check SMED analysis. etc. Deliverable! Analysis Proposal Deliverable! Project Plan Project plan definition by detailing all activities with resource, time cost and deliverable incl. project restraints and milestone planning! Deliverable! Measurable Results Implementation by training and monitoring on site of results, through work shops and follow up meetings Incl. regular reporting to management! Deliverable! Lessons Learned At a pre-def. time after the projects conclusion a re- flection will be done on the project together with management Andreas Müller Purchasing Consulting & Support Appendix 9 – Supplier Development Internal External Operational Support Organizational & Structual Support Supplier Quality Support Supplier Effectivness Support Project Support at Supplier ExternalExternal
- 21. During critical phases of your project or product launch when you are depending on the exact performance of your key supplier you want to have your own resource at the supplier. Without burdening down your own purchasing organization you can turn to me to fulfill this task. This could also benefit your supplier by defining the deliverables and expectations more clearly. Project Phase Assessment Interviews and document study Supplier deliverable commitment Joint project & supplier meeting On site follow up and continuous Risk assesm. Regular project reporting Support agreement Incl. NDA Management discussion Andreas Müller Purchasing Consulting & Support Appendix 10 – Project Support Internal External Operational Support Organizational & Structual Support Supplier Quality Support Supplier Effectivness Support Project Support at Supplier ExternalExternal
- 22. CV Andreas Müller Date of Birth: 1965-06-10 Karolinervägen 18 59 197 Motala Tel (Hem): +46 141 211 853 Tel (mobil, privat): +46 733 66 4535 e-mail: andreas.muller@telia.com Resumé Andreas has experiences from a variety of different industries ranging from the automotive, plastics, electronics to the farming equipment industry. Most of his tasks have been performed on a coorperate level, reporting in certain roles directly to the CEO. During his career Andreas had been responsible for supply chain management, purchasing and logistics. He had been successful in building up strategic purchasing organizations incl. setting up of a cooperate purchasing organization spanning several companies for a world wide leading automotive supplier. Working also as a project leader and helping to develop the project system for an automotive supplier Andreas gained considerable experience in how to set up and perform successful projects. Andreas Müller Purchasing Consulting & Support Appendix – CV Internal External Operational Support Organizational & Structual Support Supplier Quality Support Supplier Effectivness Support Project Support at Supplier ExternalExternal
- 23. Working experience Consultant at Purchasing Consulting Support i Motala AB 2009 – ff. Logistics Expert Sonat AB 2009 – ff. Purchasing Manager Autoliv Electronics Sweden AB 2007 – 2009 Head of Purchase Väderstad-Verken AB 2005 – 2007 Head of Purchase ContiTech Hycop AB 2001 – 2005 Head of Cooperate Purchase Simona AG 2000 – 2001 Purchaser for plastic and various metal components / 1998 – 2000 Project leader Continental AG Hannover European logistic coordinator passenger car tire division 1997 – 1998 Continental AG Hannover Head for customer service and completing a 1996 – 1997 capacity planning project at Continental Gislaved Däck AB Team member i central tire production planning 1995 – 1996 Continental AG Hannover Education Dipl. Sozialwissenschaftler, Universität 1990 – 1995 Hannover, Germany Dipl. Ökonom, Universität Hannover, Germany 1986 – 1992 Andreas Müller Purchasing Consulting & Support Appendix – CV Internal External Operational Support Organizational & Structual Support Supplier Quality Support Supplier Effectivness Support Project Support at Supplier ExternalExternal
- 24. Additional Education Intensive Basic Education in Swedish (Carl Duisberg Gesellschaft – Hannover 1995) Communication in International Business Part I & II (Contur – Hannover 1998) Basic Education in SAP – procurement processes (SAP – Vienna 1999) Utveckling av Grupp och Ledare (UGL – Rimforsa 2002) Certificate ISO 9000:2000 series Auditor / Lead Auditor Bjertorp Sweden (2005) Kommersiell avtalsrätt / Internationell handelsrätt, (SILF – Stockholm Sweden 2005) Strategic Portfolio Management, (EIPM – Archamps, France 2007) Andreas Müller Purchasing Consulting & Support Appendix – CV Internal External Operational Support Organizational & Structual Support Supplier Quality Support Supplier Effectivness Support Project Support at Supplier ExternalExternal
- 25. Andreas Müller Purchasing Consulting & Support Appendix – Customer & Experience Overview Internal External Operational Support Organizational & Structual Support Supplier Quality Support Supplier Effectivness Support Project Support at Supplier ExternalExternal