Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Make procurement great again


Published on

The real challenge is creating functional strategy that works and delivers for the business.

Published in: Leadership & Management
  • accessibility Books Library allowing access to top content, including thousands of title from favorite author, plus the ability to read or download a huge selection of books for your pc or smartphone within minutes.........ACCESS WEBSITE Over for All Ebooks ..... (Unlimited) ......................................................................................................................... Download FULL PDF EBOOK here { } .........................................................................................................................
    Are you sure you want to  Yes  No
    Your message goes here
  • Be the first to like this

Make procurement great again

  1. 1. Vaida Maksims Creating Procurement Management Strategy Why should Murphy be everyone’s friend?
  2. 2. Index What is a strategy? Before we start to plan – let’s play! The process of strategic planning Procurement is a part of the organization Procurement strategic management cycle Generic business strategies – defining the goal Current situation analysis: the structure of the resources Current situation analysis: interpreting results Strategic procurement management: the plan Plans and reality Why does Murphy sometimes win? Reacting to change Questions?
  3. 3. What is a strategy?
  4. 4. The organization’s area and direction of activity over the long run in a changing environment, aiming to secure stakeholders’ benefits and expectations through resource and competencies allocation. What is a Strategy? P l a n n i n g B e n e f i t Strategy - kryptingas tikslų siekimas Strat*e*gy A plan of actions to achieve specific goals
  5. 5. Organisation’s mission and vision? Organisation’s long term direction and strategy? The expectations and values of the stakeholders? Organisation’s activity characteristics (products, geographical reach, business areas)? Unique point of sales, competitive advantages (“so what?”)? Available resource and resource management policy in the organisation and department? Before we start to plan – let’s play! Are all of the “self explanatory” questions really so self explanatory?
  6. 6. The Process of Strategic Planning There is not “one” right magic formula describing how planning should happen – it is a part of a continuous improvement process: Rational planning •Directional •Regimented •Static •Non-flexible Forming planning •Reducing uncertainty •Adapting to the environment •Experimenting •Allowing errors •Integrating various needs •Including signs of structure Logical incrementalism •Small incremental strategic changes •Destination might not be clear at the start of the process
  7. 7. Procurement is a part of the organisation You need to align the strategy on all levels and directions – vertically, horizontally and from the perspective of other external stakeholders Corporate Business unit A Business unit B Function 1 Function 3Function 2
  8. 8. The cycle of strategic procurement management Total quality management and strategic analysis principles could and should be used for procurement Plan Do Check Act Strategic analysis models - Ishikawa - SWOT - PESTLE - Scenario planning - Porter’s 5 Forces - Porter’s “4 corners” analysis - Value chain analysis - 6, Lean - Early warning system
  9. 9. Generic business strategies – the goal The organisation can be strong in all three aspects, but exceptional – only in one. Procurement helps to implement Innovationleaders • Innovations • Continuous learning • Risk taking • Fast new product development and route to market • Satisfying exceptional requirements • Continuously changing products Serviceleaders • Ease of cooperation • Customisation • Proactiveness • Flexibility • Relationship building and cross selling • Consultative apprach Priceleaders • Competitive prices • Error avoidance • Simple structures • Transactional operations • Right the first time • “Lean” operations
  10. 10. Current situation analysis: the structure of resources You can start strategic design with classical management tools – business structural parts model (McKinsey 7s) 7S Strategy Systems Shared values SkillsStyle Staff Structure
  11. 11. Current situation analysis: the structure of resources After adapting the classics to your situation, you could be looking at something like this
  12. 12. Current situation analysis: interpreting the results While analysing, you should focus not on the absolute numbers, but rather on the gaps in the perceptions
  13. 13. Strategic procurement management: the plan Depending on business goals and objectives, You will need different tools and resources Change advocates, risk takers, capable of operating in uncertain situations without instructions. Focusing on customers (internal and external), their service and satisfaction. Focused on rules, procedures and processes. Can often be on a "win-lose" side. Specialized in a narrow field and skills. Allowing and enabling changes quickly and easily. Supporting (without stopping) innovation. Flexible, non-restricting, allowing individual solutions. Focusing on the final outcome. Strong, simple, no space for improvisation. Created to avoid any cost changes and to control budgets. Strict and inflexible KPI. Adaptable for use with different products and processes. Customizable, easily improved (changed). Flexible, adjustable to customer needs. Accurate, predictive, automated. The supply chain is controlled at every step and often reaches beyond the company's scope. Innovation leaders Service leaders Price leaders Staff Processes Technology
  14. 14. Plans and the reality You should be planning for surprises!
  15. 15. Why does Murphy sometimes win? The main reason for the failure of most plans is the human factor Communication: lack of management skills to deal with problems, conflicts, crises Lack of accurate information Time pressures The need to compromise Uncertainty about the future, human panic factor
  16. 16. Reacting to changes Changes are a guaranteed risk, which needs to be managed 4T Treat Transfer Tolerate Terminate
  17. 17.