Principi di Procurement & Supply Management
by Giuseppe Stabilini, SDA Professor of Operations and Technology Management
Coordinatore dell’Executive Program in Procurement & Supply Management
Supplier consolidation best practice case studyTrisha Uhl
Guild Mortgage Company streamlined its supply operations by consolidating suppliers through a partnership with Staples Business Advantage. This reduced Guild's suppliers from 20 to 1 and reduced invoices processed by 80%, saving over $30,000 per month. By standardizing supplies through a single supplier, Guild saw decreased costs from improved efficiency and compliance across its growing number of locations.
The level of success of your supplier collaboration is largely dependent on the onboarding process. Suppliers can be hesitant on changing their process, which is why we believe in making it as simple as possible. In fact, it’s been proven that Tradeshift onboards suppliers 5 times faster than the competitors.
Join Tradeshift for a free educational 45-minute webinar, where you will walk away with:
- An understanding of Tradeshift’s onboarding methodology
- Case studies and business cases from our clients and their suppliers about their collaboration ecosystem
- A high-level demo of the Tradeshift product so you can see how easy it is to use
The document discusses supply chain management. It defines supply chain management as strategically managing all activities involved in acquiring raw materials, converting them into finished goods, and delivering products to customers. It describes elements of effective supply chains like minimizing cycle times, demand forecast collaboration, and delaying product differentiation. It also provides examples of companies with efficient supply chains like Dell and Li & Fung that tightly coordinate activities across their virtual networks.
Elevate Services Procurement Practices with Fieldglass [Stockholm]SAP Ariba
1. Global capital and operational spending for large companies is distributed across different categories, with 46% going towards contingent labor and services.
2. The composition of the workforce is shifting, with external workers now making up 30-80% of total staff at many companies.
3. Fieldglass helps companies address strategic issues around visibility, efficiency, quality, cost, compliance, and workforce management when procuring contingent labor and services.
Digitalisation of Supply Chains aims to utilize digital technologies and processes to enable more effective and efficient management of supply chains. This creates business networks and increases overall supply chain visibility. Key drivers of digital transformation include new technologies, customers, employees, and business partners. Research shows 75% see digital transformation as important/very important, with 50% saying it is very important. 33% have started digitalizing supply chains and 72% expect to be fully digitalized within 5 years. Benefits include improved efficiencies, boosted revenues, lower costs, faster delivery, and improved service levels. Eight key components of a digital supply chain are integrated planning/execution, logistics visibility, procurement 4.0, smart warehousing, efficient spare parts
CIPS (Chartered Institute of Procurement & Supply) helps organizations achieve excellence in procurement and supply management. It has a global presence with offices in several regions. CIPS offers various services including capability development, supply assurance and compliance, and performance improvement. It provides training, qualifications, benchmarking, and advisory services to help procurement professionals and organizations procure efficiently and manage suppliers effectively.
Supply chain management involves coordinating all the activities involved in delivering a product to customers, including acquiring raw materials, manufacturing, and distribution. Key performance indicators for supply chain management measure factors like total costs, customer service levels, inventory levels, and the timeliness of operations. Specifically, three important KPIs are inventory levels, working capital (which measures cash flow), and the timeliness of supply chain activities. Monitoring these metrics helps evaluate the overall performance of a company's supply chain.
Supplier consolidation best practice case studyTrisha Uhl
Guild Mortgage Company streamlined its supply operations by consolidating suppliers through a partnership with Staples Business Advantage. This reduced Guild's suppliers from 20 to 1 and reduced invoices processed by 80%, saving over $30,000 per month. By standardizing supplies through a single supplier, Guild saw decreased costs from improved efficiency and compliance across its growing number of locations.
The level of success of your supplier collaboration is largely dependent on the onboarding process. Suppliers can be hesitant on changing their process, which is why we believe in making it as simple as possible. In fact, it’s been proven that Tradeshift onboards suppliers 5 times faster than the competitors.
Join Tradeshift for a free educational 45-minute webinar, where you will walk away with:
- An understanding of Tradeshift’s onboarding methodology
- Case studies and business cases from our clients and their suppliers about their collaboration ecosystem
- A high-level demo of the Tradeshift product so you can see how easy it is to use
The document discusses supply chain management. It defines supply chain management as strategically managing all activities involved in acquiring raw materials, converting them into finished goods, and delivering products to customers. It describes elements of effective supply chains like minimizing cycle times, demand forecast collaboration, and delaying product differentiation. It also provides examples of companies with efficient supply chains like Dell and Li & Fung that tightly coordinate activities across their virtual networks.
Elevate Services Procurement Practices with Fieldglass [Stockholm]SAP Ariba
1. Global capital and operational spending for large companies is distributed across different categories, with 46% going towards contingent labor and services.
2. The composition of the workforce is shifting, with external workers now making up 30-80% of total staff at many companies.
3. Fieldglass helps companies address strategic issues around visibility, efficiency, quality, cost, compliance, and workforce management when procuring contingent labor and services.
Digitalisation of Supply Chains aims to utilize digital technologies and processes to enable more effective and efficient management of supply chains. This creates business networks and increases overall supply chain visibility. Key drivers of digital transformation include new technologies, customers, employees, and business partners. Research shows 75% see digital transformation as important/very important, with 50% saying it is very important. 33% have started digitalizing supply chains and 72% expect to be fully digitalized within 5 years. Benefits include improved efficiencies, boosted revenues, lower costs, faster delivery, and improved service levels. Eight key components of a digital supply chain are integrated planning/execution, logistics visibility, procurement 4.0, smart warehousing, efficient spare parts
CIPS (Chartered Institute of Procurement & Supply) helps organizations achieve excellence in procurement and supply management. It has a global presence with offices in several regions. CIPS offers various services including capability development, supply assurance and compliance, and performance improvement. It provides training, qualifications, benchmarking, and advisory services to help procurement professionals and organizations procure efficiently and manage suppliers effectively.
Supply chain management involves coordinating all the activities involved in delivering a product to customers, including acquiring raw materials, manufacturing, and distribution. Key performance indicators for supply chain management measure factors like total costs, customer service levels, inventory levels, and the timeliness of operations. Specifically, three important KPIs are inventory levels, working capital (which measures cash flow), and the timeliness of supply chain activities. Monitoring these metrics helps evaluate the overall performance of a company's supply chain.
Supply Chain Inventory And Logistics PowerPoint Presentation Slides SlideTeam
Presenting this set of slides with name - Supply Chain Inventory And Logistics Powerpoint Presentation Slides. This presentation comprises a total of seventynine slides. Each slide focuses on one of the aspects of Supply Chain Inventory And Logistics Powerpoint Presentation Slides with content extensively researched by our business research team. Our team of PPT designers used the best of professional PowerPoint templates, images, icons and layouts. Also included are impressive, editable data visualization tools like charts, graphs and tables. When you download this presentation by clicking the Download button, you get the presentation in both standard and widescreen format. All slides are fully customizable. Change the colors, font, size, add and remove things as per your need and present before your audience.
Logistics related issues and solutions of some core questions of SCMGunjan Pronoto
This document discusses several concepts related to supply chain management. It begins by defining integrated service providers, noting they provide a range of logistics services including transportation and warehousing. Integrated service providers are described as either asset-based, owning assets like trucks and warehouses, or non-asset based, providing information services. This is contrasted with traditional providers like transportation and warehousing companies. The document then compares third and fourth party logistics providers, with third party being asset-based and fourth party providing consultancy. Cash-to-cash conversion, dwell time minimization, and cash spin are defined in relation to supply chain strategy and structure.
The document summarizes the East African Community's (EAC) efforts to harmonize tax policies and laws among its partner states of Burundi, Kenya, Rwanda, Tanzania, and Uganda. Key areas of harmonization include income tax, VAT, excise duties, tax procedures, incentives, and an agreement to avoid double taxation. While progress has been made developing relevant policies and directives, full implementation requires the partner states' commitment to ratify agreements and align their domestic laws and procedures accordingly. Capacity building initiatives also aim to strengthen cooperation on matters like exchange of tax information.
A warehouse management system (WMS) is a key part of the Supply Chain. Warehouse management systems often utilize automatic identification and data capture technology, such as barcode Scanners, mobile computers, wireless LANs and potentially radio frequency identification (RFID) to efficiently monitor the flow of products. Once data has been collected, there is either a batch synchronization with, or a real-time wireless transmission to a central database. The database can then provide useful reports about the status of goods in the warehouse.
The document provides an overview of green supply chain management (GSCM). It discusses key activities in GSCM including green procurement, green manufacturing, green distribution, and reverse logistics. It also outlines drivers for GSCM adoption such as regulatory pressures, competitive advantages, and cost savings. Some barriers to GSCM implementation are also summarized such as resistance to change, market uncertainty, and lack of government support.
GST is a comprehensive indirect tax on manufacture, sale and consumption of goods and services that subsumes multiple taxes into a single tax. It was implemented in India on July 1, 2017 to simplify the indirect tax system and remove cascading effects of taxes. The key features of GST in India include a dual GST model with CGST, SGST and IGST; a GST council to make decisions; and different tax rates applied to goods and services. The document provides details on the history of GST in India, its regulatory framework, scope and benefits.
This document presents information on supply chain management in the automobile industry. It begins with an introduction to supply chain management and its importance. It then discusses lean, agile, and leagile supply chain management approaches. Lean focuses on eliminating waste, synchronizing flow, and collaborative relationships. Agile aims for flexibility and responsiveness. Leagile combines lean and agile approaches. The document concludes that effective supply chain management is important for automakers to reduce costs and ensure high quality, on-time delivery of products to customers.
This document outlines supplier control procedures for a halal assurance system. It discusses ensuring raw materials are consistently halal-certified through valid documentation from approved suppliers. Suppliers must only provide halal ingredients and avoid haram materials. The purchasing department only sources from an approved halal supplier list and audits suppliers yearly or for quality complaints. Supplier transportation must be dedicated to halal products and avoid contamination from haram materials.
We have a specialized team of experts who can provide supply chain management assignment help in a desired way. EssayCorp knows that students look for quality services at an economical price, therefore we provide the best service within deadline at an affordable price. We always ensure that whenever students approach us they get satisfied every time.
This white paper sets out how digital technology can deliver improved procurement performance. Cloud, Mobile, Social and Big Data are discussed and suggestions are made on how they can deliver reduced costs, faster access to procurement platform solutions, accelerated access to information, flexibility in working, increased innovation and creativity, and improved procurement intelligence. To gain those benefits, it is argued, a Digital Procurement Strategy is needed. The paper closes with recommendations for harnessing digital within the procurement context.
The document discusses integrating customers and suppliers into new product development. It provides guidance on assessing customer needs through interviews and matrices to understand priorities. It also discusses evaluating suppliers' capabilities, technology roadmaps, risks, and rates of technological change to determine if and when to involve them. The optimal level of supplier integration depends on factors like technology volatility and the supplier's expertise.
Misurare le performance aziendali per creare valore nel tempoForema
Oggi come non mai le imprese si trovano ad operare in mercati competitivi e dinamici, caratterizzati da fenomeni di turbolenza difficilmente prevedibili, di rapida manifestazione e di elevata intensità. In tale contesto, i tradizionali sistemi di pianificazione e controllo di gestione non sono più sufficienti: è necessario introdurre sistemi di misurazione delle performance aziendali per interpretare e gestire il vantaggio competitivo indirizzando il comportamento dell’organizzazione in modo coerente con la strategia di sviluppo aziendale. I business sono per lo più maturi, il numero di concorrenti aumenta, i clienti sono sempre più esigenti e le imprese sono costantemente alla ricerca di nuove opportunità e di nuovi vantaggi competitivi.
In tale contesto, i tradizionali sistemi di pianificazione e controllo di gestione, che ruotano principalmente attorno ad indicatori economici e finanziari sviluppati secondo orizzonti di breve periodo, non sono più sufficienti in un’ottica di valutazione di creazione di valore e di capacità dell’azienda di competere in maniera duratura. È opportuno, pertanto, che le imprese ripensino il proprio sistema di pianificazione e controllo per renderlo idoneo a supportare i processi di pianificazione strategica nel tempo, sviluppandolo secondo logiche che prestino maggiore attenzione alle performance aziendali di medio-lungo termine, introducendo sistemi di misurazione delle stesse, atti a verificare e gestire la creazione di valore nel tempo. Obiettivo dell’incontro è illustrare gli indicatori di performance applicabili e valutarne l’efficacia nei diversi contesti aziendali.
Giovedì 4 giugno 2015, dalle 17 alle 19
Partecipazione Gratuita
Piove di Sacco – Sede di Confindustria – Via Carrarese 66
By Giuseppe Stabilini, SDA Professor of Operations and Technology Management
Coordinatore dell’Executive Program in Procurement & Supply Management. Scopri di più sul programma: www.sdabocconi.it/procurement
Leanus Vendor: la business intelligence per cercare, analizzare e gestire i fornitori.
Leanus è la soluzione ideale per assistere le Imprese che desiderano potenziare i propri sistemi di supply chain management
Punti di Forza:
• INTEGRA I BILANCI UFFICIALI DEI FORNITORI CON LE SITUAZIONI CONTABILI INTERNE
• CONSENTE IL RAGGRUPPAMENTO DEI FORNITORI: l’utente monitora i fornitori come singoli o in gruppi che rispondono alle proprie logiche di aggregazione come ad esempio per prodotto, performance, criticità sulla commessa, rischio finanziario trasparenza etc.
• CONSENTE LA PERSONALIZZAZIONE DEL REPORT FORNITORE: l’utente può creare propri template ad-hoc adatti per tutte le fasi ed obiettivi interni di analisi.
• PROFILAZIONE AVANZATA DEL VENDOR: effettua ricerche sofisticate basate su combinazioni di parametri finanziari, qualitativi, tecnici e di rischio
• SI INTEGRA FACILMENTE CON ERP’s E SRM’s, Web Services, ODBC’s
Supply Chain Inventory And Logistics PowerPoint Presentation Slides SlideTeam
Presenting this set of slides with name - Supply Chain Inventory And Logistics Powerpoint Presentation Slides. This presentation comprises a total of seventynine slides. Each slide focuses on one of the aspects of Supply Chain Inventory And Logistics Powerpoint Presentation Slides with content extensively researched by our business research team. Our team of PPT designers used the best of professional PowerPoint templates, images, icons and layouts. Also included are impressive, editable data visualization tools like charts, graphs and tables. When you download this presentation by clicking the Download button, you get the presentation in both standard and widescreen format. All slides are fully customizable. Change the colors, font, size, add and remove things as per your need and present before your audience.
Logistics related issues and solutions of some core questions of SCMGunjan Pronoto
This document discusses several concepts related to supply chain management. It begins by defining integrated service providers, noting they provide a range of logistics services including transportation and warehousing. Integrated service providers are described as either asset-based, owning assets like trucks and warehouses, or non-asset based, providing information services. This is contrasted with traditional providers like transportation and warehousing companies. The document then compares third and fourth party logistics providers, with third party being asset-based and fourth party providing consultancy. Cash-to-cash conversion, dwell time minimization, and cash spin are defined in relation to supply chain strategy and structure.
The document summarizes the East African Community's (EAC) efforts to harmonize tax policies and laws among its partner states of Burundi, Kenya, Rwanda, Tanzania, and Uganda. Key areas of harmonization include income tax, VAT, excise duties, tax procedures, incentives, and an agreement to avoid double taxation. While progress has been made developing relevant policies and directives, full implementation requires the partner states' commitment to ratify agreements and align their domestic laws and procedures accordingly. Capacity building initiatives also aim to strengthen cooperation on matters like exchange of tax information.
A warehouse management system (WMS) is a key part of the Supply Chain. Warehouse management systems often utilize automatic identification and data capture technology, such as barcode Scanners, mobile computers, wireless LANs and potentially radio frequency identification (RFID) to efficiently monitor the flow of products. Once data has been collected, there is either a batch synchronization with, or a real-time wireless transmission to a central database. The database can then provide useful reports about the status of goods in the warehouse.
The document provides an overview of green supply chain management (GSCM). It discusses key activities in GSCM including green procurement, green manufacturing, green distribution, and reverse logistics. It also outlines drivers for GSCM adoption such as regulatory pressures, competitive advantages, and cost savings. Some barriers to GSCM implementation are also summarized such as resistance to change, market uncertainty, and lack of government support.
GST is a comprehensive indirect tax on manufacture, sale and consumption of goods and services that subsumes multiple taxes into a single tax. It was implemented in India on July 1, 2017 to simplify the indirect tax system and remove cascading effects of taxes. The key features of GST in India include a dual GST model with CGST, SGST and IGST; a GST council to make decisions; and different tax rates applied to goods and services. The document provides details on the history of GST in India, its regulatory framework, scope and benefits.
This document presents information on supply chain management in the automobile industry. It begins with an introduction to supply chain management and its importance. It then discusses lean, agile, and leagile supply chain management approaches. Lean focuses on eliminating waste, synchronizing flow, and collaborative relationships. Agile aims for flexibility and responsiveness. Leagile combines lean and agile approaches. The document concludes that effective supply chain management is important for automakers to reduce costs and ensure high quality, on-time delivery of products to customers.
This document outlines supplier control procedures for a halal assurance system. It discusses ensuring raw materials are consistently halal-certified through valid documentation from approved suppliers. Suppliers must only provide halal ingredients and avoid haram materials. The purchasing department only sources from an approved halal supplier list and audits suppliers yearly or for quality complaints. Supplier transportation must be dedicated to halal products and avoid contamination from haram materials.
We have a specialized team of experts who can provide supply chain management assignment help in a desired way. EssayCorp knows that students look for quality services at an economical price, therefore we provide the best service within deadline at an affordable price. We always ensure that whenever students approach us they get satisfied every time.
This white paper sets out how digital technology can deliver improved procurement performance. Cloud, Mobile, Social and Big Data are discussed and suggestions are made on how they can deliver reduced costs, faster access to procurement platform solutions, accelerated access to information, flexibility in working, increased innovation and creativity, and improved procurement intelligence. To gain those benefits, it is argued, a Digital Procurement Strategy is needed. The paper closes with recommendations for harnessing digital within the procurement context.
The document discusses integrating customers and suppliers into new product development. It provides guidance on assessing customer needs through interviews and matrices to understand priorities. It also discusses evaluating suppliers' capabilities, technology roadmaps, risks, and rates of technological change to determine if and when to involve them. The optimal level of supplier integration depends on factors like technology volatility and the supplier's expertise.
Misurare le performance aziendali per creare valore nel tempoForema
Oggi come non mai le imprese si trovano ad operare in mercati competitivi e dinamici, caratterizzati da fenomeni di turbolenza difficilmente prevedibili, di rapida manifestazione e di elevata intensità. In tale contesto, i tradizionali sistemi di pianificazione e controllo di gestione non sono più sufficienti: è necessario introdurre sistemi di misurazione delle performance aziendali per interpretare e gestire il vantaggio competitivo indirizzando il comportamento dell’organizzazione in modo coerente con la strategia di sviluppo aziendale. I business sono per lo più maturi, il numero di concorrenti aumenta, i clienti sono sempre più esigenti e le imprese sono costantemente alla ricerca di nuove opportunità e di nuovi vantaggi competitivi.
In tale contesto, i tradizionali sistemi di pianificazione e controllo di gestione, che ruotano principalmente attorno ad indicatori economici e finanziari sviluppati secondo orizzonti di breve periodo, non sono più sufficienti in un’ottica di valutazione di creazione di valore e di capacità dell’azienda di competere in maniera duratura. È opportuno, pertanto, che le imprese ripensino il proprio sistema di pianificazione e controllo per renderlo idoneo a supportare i processi di pianificazione strategica nel tempo, sviluppandolo secondo logiche che prestino maggiore attenzione alle performance aziendali di medio-lungo termine, introducendo sistemi di misurazione delle stesse, atti a verificare e gestire la creazione di valore nel tempo. Obiettivo dell’incontro è illustrare gli indicatori di performance applicabili e valutarne l’efficacia nei diversi contesti aziendali.
Giovedì 4 giugno 2015, dalle 17 alle 19
Partecipazione Gratuita
Piove di Sacco – Sede di Confindustria – Via Carrarese 66
By Giuseppe Stabilini, SDA Professor of Operations and Technology Management
Coordinatore dell’Executive Program in Procurement & Supply Management. Scopri di più sul programma: www.sdabocconi.it/procurement
Leanus Vendor: la business intelligence per cercare, analizzare e gestire i fornitori.
Leanus è la soluzione ideale per assistere le Imprese che desiderano potenziare i propri sistemi di supply chain management
Punti di Forza:
• INTEGRA I BILANCI UFFICIALI DEI FORNITORI CON LE SITUAZIONI CONTABILI INTERNE
• CONSENTE IL RAGGRUPPAMENTO DEI FORNITORI: l’utente monitora i fornitori come singoli o in gruppi che rispondono alle proprie logiche di aggregazione come ad esempio per prodotto, performance, criticità sulla commessa, rischio finanziario trasparenza etc.
• CONSENTE LA PERSONALIZZAZIONE DEL REPORT FORNITORE: l’utente può creare propri template ad-hoc adatti per tutte le fasi ed obiettivi interni di analisi.
• PROFILAZIONE AVANZATA DEL VENDOR: effettua ricerche sofisticate basate su combinazioni di parametri finanziari, qualitativi, tecnici e di rischio
• SI INTEGRA FACILMENTE CON ERP’s E SRM’s, Web Services, ODBC’s
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Le 10 regole per costruire la perfetta Supplier Scorecard
1. Tecnologia e Operations
Principi di Procurement & Supply Management
by Giuseppe Stabilini
Le 10 regole per costruire la perfetta Supplier Scorecard
SDA Professor of Operations and Technology Management
Coordinatore dell’Executive Program in Procurement & Supply Management
2. Executive Program in Procurement and Supply Management
Processi e competenze
per la gestione strategica
delle operations e della
supply chain
Governare e
organizzare gli acquisti
Sviluppare e gestire
le relazioni con i fornitori
Settembre
17
Settembre
18
Settembre
19
Ottobre
8
Ottobre
9
Ottobre
10
Novembre
5
Novembre
6
Novembre
7
Le 10 regole per costruire la perfetta Supplier Scorecard
#1 Tipologie di fornitori, tipologie di scorecard
#2 I sistemi informativi sono importanti (a volte)
#3 Colloca il fornitore nel contesto economico
#4 Si valutano i processi del fornitore, non la ragione sociale
#5 Privilegia i numeri
#6 Dai un ritmo al sistema
#7 Valuta output, processi e input
#8 Coinvolgi il fornitore, comunicagli i risultati
#9 Lega la scorecard al business
#10 Usa la supplier scorecard per valutare la tua direzione acquisti
SDA Bocconi School of Management I Unit Produzione e Tecnologia
3. In azienda devono coesistere diverse scorecard e diversi
processi di alimentazione delle stesse
Classifica i fornitori per criticità, categoria di spesa,
contributo al business. Ognuno di questi entrerà in un
processo di valutazione differente
Evita di dover qualificare con il massimo livello di dettaglio il
100% del tuo parco fornitori
Parole chiave: segmentazione e focalizzazione
Tipologie di fornitori,
tipologie di scorecard
#01
rule
SDA Bocconi School of Management I Unit Produzione e Tecnologia
4. Automatizza tutti i processi di raccolta delle informazioni,
analisi dei dati, elaborazione dei report
Fatti aiutare dalle tecnologie e dai sistemi informativi
Centralizza la base dati in modo da facilitare la sintesi e le
analisi di dettaglio
Con un click la Supplier Scorecard si aggiorna
I sistemi informativi
sono importanti (a volte)
#02
rule
SDA Bocconi School of Management I Unit Produzione e Tecnologia
5. Le prestazioni del fornitore possono essere analizzate
ex-ante (sede di definizione del contratto) e ex-post
(controllo delle prestazioni)
Non dimenticare che le prestazioni dipendono anche dal
contesto economico nel quale il fornitore opera
Valuta e traccia le informazioni rilevanti relative al paese di
appartenenza e al settore industriale di riferimento
Queste informazioni le puoi usare come benchmark ma
anche come trend macro-economico
Colloca il fornitore
nel contesto economico
#03
rule
SDA Bocconi School of Management I Unit Produzione e Tecnologia
6. La valutazione non serve a dare un voto al fornitore, serve a
migliorare le prestazioni e a orientare il comportamento del
partner. A volte giustificano l’esclusione
Se il fornitore dispone di più sedi produttive o team di
erogazione di servizi, la valutazione deve essere riferita ad
ogni singola unità operativa
Lo stesso principi vale in caso di forniture di prodotti/servizi
aventi un contenuto di complessità o natura differente
Si valutano i processi del
fornitore, non la ragione sociale
#04
rule
SDA Bocconi School of Management I Unit Produzione e Tecnologia
7. Cerca il più possibile di costruire indicatori basati su dati
oggettivi
Se proprio non è possibile, sintetizza i giudizi di prestazione
con scale numeriche, guidando il soggetto giudicante nella
scelta del voto corretto
Se vi sono giudizi discordanti non fare la media tra questi.
Cerca di capirne le ragioni.
Privilegia i numeri
#05
rule
SDA Bocconi School of Management I Unit Produzione e Tecnologia
8. Nel sistema di valutazione convivono diversi tipo di
informazioni:
Informazioni legate al processo di ordine/consegna
Informazioni legate a eventi specifici
Informazioni «corporate» del fornitore
Definisci i tempi, le modalità di aggiornamento, come le fonti
di tali informazioni
Permetti a vari soggetti di caricare le informazioni, siano
essi buyer, utenti interni, fornitori o enti terzi.
#06
rule
SDA Bocconi School of Management I Unit Produzione e Tecnologia
Dai un ritmo al sistema
9. Non fermarti a valutare gli output, prodotti consegnati o
servizi erogati
Risali nelle attività, osserva e controlla i processi del
fornitore, i sistemi di controllo, le prassi adottate
Ancora a monte, valuta gli input, se necessario. Spesso le
prestazioni dipendono dalla qualità delle risorse impiegate.
#07
rule
SDA Bocconi School of Management I Unit Produzione e Tecnologia
Valuta output, processi e input
10. Ogni fornitore deve poter accedere alle proprie valutazioni in
ogni momento
Visualizza la loro performance rispetto ai diretti competitor e
permetti loro di fare confronti per categoria di spesa, per
periodo temporale, ecc.
Assicurati che la scorecard venga analizzata anche dal Top
Management del fornitore, non solo dal tuo contatto
commerciale. Solo il Top Management può attivare gli
eventuali progetti di miglioramento
#08
rule
SDA Bocconi School of Management I Unit Produzione e Tecnologia
Coinvolgi il fornitore,
comunicagli i risultati
11. Non lasciare i risultati della scorecard nel cassetto
Lega le performance rilevata allo status del fornitore.
Privilegiato, critico, in black list, ad esempio
Pianifica le attività di scouting sulla base dello stato di
salute del tuo parco fornitori
#09
rule
SDA Bocconi School of Management I Unit Produzione e Tecnologia
Lega la scorecard al business
12. I fornitori sono scelti, gestiti e coordinati dalla Direzione
Acquisti
Risulta così naturale usare le prestazione del parco fornitori
come metro di giudizio della bontà dei processi e delle
strategie della Direzione Acquisti
Ovvio, non dipende solo dai buyer, ma è un buon modo per
capire se il «supply management» è eccellente o meno
#10
rule
SDA Bocconi School of Management I Unit Produzione e Tecnologia
Usa la supplier scorecard per
valutare la tua direzione acquisti
14. Tecnologia e Operations
Principi di Procurement & Supply Management
Contatti
Le 10 regole per disegnare la Supply Chain Globale
www.sdabocconi.it/procurement
giuseppe.stabilini@sdabocconi.it