Presentatie holger schiele Windesheim

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Presentatie holger schiele Windesheim

  1. 1. Welkom Waardecreatie Private Sector
  2. 2. Waardecreatie in de Private Sector door Innovatie Prof.dr. Holger Schiele Hoogleraar Technology Management – Innovation of Operation aan de Universiteit Twente h.schiele@utwente.nlHET KENNISNETWERK VOOR INKOOP EN SUPPLY MANAGEMENT
  3. 3. The University of Twente introduces purchasing specialisation • Holger Schiele – since 2009 professor in Twente, 1 out of 10 • Together with Jan Telgen introducing purchasing specialisation – four classes in purchasing for students • Students look for internshipsHET KENNISNETWERK VOOR INKOOP EN SUPPLY MANAGEMENT
  4. 4. The challenge: staying at the board table (or reaching it...) “It took us 30 years to get into the board meeting – but if we do not care it will only take three years for purchasing to be out again” (A. van Weele)HET KENNISNETWERK VOOR INKOOP EN SUPPLY MANAGEMENT
  5. 5. Staying at the board table requires purchasing to contribute with board level value creation Classical procurement • Ensure material availability (safety target) Strategic management • Procuring at cheap prices • Ensure enduring success (cost target) (competitive advantage target) • Constraint: efficient • Sustainable growth of the performance corporation (innovation target)HET KENNISNETWERK VOOR INKOOP EN SUPPLY MANAGEMENT
  6. 6. Innovation: Purchasing ensures that suppliers participate in product development teams Purchasing early involvement ,20n.s ,72*** ,43 ,53 Supplier contribution ,50* Supplier early to innovation involvement Source: Schiele (2010)HET KENNISNETWERK VOOR INKOOP EN SUPPLY MANAGEMENT
  7. 7. To ensure purchasing participation in develop- ment, the supply function has to be re-organised CPO Systems / stratagy Operative Strategic Advanced Procurement Purchasing Sourcing Cross-functional new product development team Source: Schiele (2010)HET KENNISNETWERK VOOR INKOOP EN SUPPLY MANAGEMENT
  8. 8. The board level arena of competition: being a preferred customer of leading suppliers 500 Good – Very good 409 Working Relations Index 400 384 Adequate 302 300 Very poor – Poor 200 186 163 100 2004 2005 2006 2007 2008 2009 2010 Source: Planning perspectives Inc. (2010)HET KENNISNETWERK VOOR INKOOP EN SUPPLY MANAGEMENT
  9. 9. The board level arena of competition: being a preferred customer of leading suppliers 500 Good – Very good 409 Working Relations Index 400 384 340 Adequate 302 330 300 264 249 Very poor – Poor 228 200 186 163 187 100 2004 2005 2006 2007 2008 2009 2010 Source: Planning perspectives Inc. (2010)HET KENNISNETWERK VOOR INKOOP EN SUPPLY MANAGEMENT
  10. 10. Achieving competitive advantage by becoming a preferred customer Supplier Buyer Buyer-supplier relations Source: Schiele / Veldman / Hüttinger (2011)HET KENNISNETWERK VOOR INKOOP EN SUPPLY MANAGEMENT
  11. 11. Achieving competitive advantage by becoming a preferred customer Supplier Buyer Buyer-supplier relations Source: Schiele / Veldman / Hüttinger (2011)HET KENNISNETWERK VOOR INKOOP EN SUPPLY MANAGEMENT
  12. 12. Achieving competitive advantage by becoming a preferred customer Staying at the board table by answering the question: How to achieve competitive advantages and become a preferred customer of leading Supplier suppliers and innovate Buyer with them? Supplier-buyer relations Source: Schiele / Veldman / Hüttinger (2011)HET KENNISNETWERK VOOR INKOOP EN SUPPLY MANAGEMENT

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