The document outlines strategic sourcing and vendor selection methods, detailing processes for improving procurement through continuous assessment and market analysis. It describes the role of vendor management in establishing service quality, cost, and satisfaction goals, as well as various vendor selection methods. Additionally, it highlights sourcing criteria, categorization of orders, and supply positioning models to optimize purchasing activities and mitigate risks.

1. STRATEGIC SOURCING &
VENDOR SELECTION METHODSVENDOR SELECTION METHODS
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2. Experiences:
PT. Reksadaya Indonesia, Managing Partner, 2014 - now
PT. Barakati Jasa Manajemen,Consultant Partner, 2011 - 2013
Islamic Relief Indonesia, Logistic & Procurement Manager, 2006 - 2009
PT.CitraTransport Logistic,Assistant Manager, 2003 - 2006
PT. Inter-Pacific BankTbk.,Trade Finance Officer, 1995 - 1999
PT. Bank NiagaTbk., Exim Staff, 1993 - 1995
DENI DANASENJAYA, SE, MM, CNPE
Education background:
S2 Magister Manajemen, Program Pasca Sarjana, IPB, 2003
S1 Manajemen, STIE Mahardhika, 2001
D3 Perbankan, Ilmu Administrasi - FISIP, UI, 1993
Certification:
Certified National Procurement Expert (CNPE), LKPP, 2012
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3. STRATEGIC SOURCING
Strategic sourcing is an institutional procurement process that continuously
improves & re-evaluates the purchasing activities of a company. In a production
environment, it is often considered 1 (one) component of supply chain management.
Sources;Wikipedia, 2014
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4. VENDOR MANAGEMENT
Vendor management is the activities in
procurement for establishing; service,
quality, cost, satifaction goals, selecting, &
managing third party companies as
suppliers/vendors to consistently meet
these goals.
The nuances of vendor management is
that not all roles are the same. Somethat not all roles are the same. Some
vendor managers have responsibility for
operational day-to-day tasks. Other vendor
managers are responsible for outsourcing
strategies & governance. Some vendor
management roles are responsible for
implementing new programs. Others
vendor management roles are responsible
for training.
.
Sources:Wikipedia, 2014
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5. STRATEGIC SOURCING
The steps in a strategic sourcing process were defined, as:
1. Assessment of a company's current spending (what is bought, where, at what
prices?).
2. Assessment of the supply market (who offers what?).
3. Total cost analyses (how much does it cost to provide those goods or services?).
4. Identification of suitable suppliers.
5. Development of a sourcing strategy (where to purchase, considering demand &
supply situations, while minimizing risk & costs).supply situations, while minimizing risk & costs).
6. Negotiation with suppliers (products, service levels, prices, geographical
coverage, payment terms, etc.).
7. Implementation of new supply structure.
8. Track results & restart assessment (Continuous cycle)
Sources:
Nishiguchi,Toshihiro, Strategic Industrial Sourcing (NewYork: Oxford University, 1994
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6. 1. Who we are:
Manufacturer
Services business
Trading company
Government institution
Non Profit Organization
2. Categories of Order:
KEY POINT SOURCING
4. Sources of Vendor :
Sole sourcing
Single sourcing
Multiple sourcing
5. Environment of Markets:
Monopoly
Oligopoly
Regulated market
2. Categories of Order:
Repeat Order
Project Procurement
Emergency Order
3. Criteria of Order:
Product
Services
Combining of product & services
Regulated market
Competitive market
6. Nature of Orders:
Fixed order or blanket order
Inventory based order
Distributed materials
Comprehensive order
Back to back order
Trial order or transition order
Short terms or long terms order
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7. 7. Planning:
Fixed plan
Tentative plan
Without plan
8. Charracteristic of Orders:
KEY POINT SOURCING
9. Based on Supply Positioning Models:
Critical
Bottleneck
Leverage
Routine
8. Charracteristic of Orders:
Value
Volume
Complexity
Periods
Result basis
10. Based on Scope of Operation Models:
Manufacturing / Project / Technical /
Main Operations
Administration / Operational Support
Marketing Support / Commercial
Partnership
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8. M
H
riticallitytoBusiness
THE NEW SUPPLY POSITIONING MODELS
(REVISED FROM KRALJIC PORTFOLIO PURCHASING MODELS, PETER KRALJIC, 1983
BOTTLENECK
 Low profit impact
 High supply risk
 Low to medium sourcing difficulty
 Low to medium level in switching cost & risk
 Cost compare to risk & safety
 Medium level visibility
 Regulation mandatory
 Product/services related to HSSE, QC, &
supporting asset
CRITICAL
 High profit impact
 High supply risk
 High sourcing difficulty
 High level in switching cost & risk
 Long terms contract
 Strategic cost effective
 Executive visibility
 Competitive Advantage
 Product/services related to; materials & main asset
N
L
CriticallitytoBusiness
Expenditure
Great % of Items = Small % of Value Small % of items = Great % of Value
ROUTINE
 Low profit impact
 Low supply risk
 Low sourcing difficulty
 Low level in switching cost & risk
 Low level visibility
 Cost effective focus
 Transactional focus
 Minimise effort
 Product/services related to office supplies &
supporting needs
LEVERAGE
 High profit impact
 Medium supply risk
 Medium to high sourcing difficulty
 Medium to high level in switching cost & risk
 Executive or Medium level visibility
 High tollerance in budget
 Focus on services level
 Maximize profit & benefit
 Product/services related to management &
marketing
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9. ORDER CATEGORY BASED ON
OPERATION MODELS
9.a. Manufacturing / Project / Core Activities:
Raw material purchase
Main asset purchase
MRO (Maintenance, Repair, & Operations)
3rd Party Logistics
b. Operational & Admin Support:
c. Marketing Support / Commercial
Partnership:
Promotion Material
PPRM (Public Relations,
Promotion, & Media)
MICE (Meeting, Incentive,
Conference, & Exhibition)b. Operational & Admin Support:
CETS (Consultancy, Expert,
Training, & System Development)
FLA (Formalities, License, & Agencies)
OSGS (Operational Support & General
Services)
TALC (Travelling, Accomodation, Leisure,
& Catering)
Office supplies
Supporting asset purchase
Conference, & Exhibition)
Talent Services
Merchandising Purchase
Sub-Contracting
CSR scheme campaign
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10. KEY POINT SOURCING
13. Pre-Sourcing Information:
Whatever to procure
Likes what to procure
How much to procure
When to procure
Where to distribute
How many the expenses
11. Specification Methods:
By brand
By technical specifications
By design / engineering
drawing
By function & performance
By forecasting methods How many the expenses
14. Goal Setting:
Order fulfilment
Quality / services level
Sustainability
The best prices
By forecasting methods
By standardization based
12. Types of Product:
Standard items
Limited items
Customized
Made by order
Regulated product
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11. KEY POINT SOURCING
17. Vendor Selection Methods:
Quotations
Tendering Process
Direct Purchase
Collaborative Purchase
15. Vendor Criteria:
Generalist
Specialist
Distribution levelling
Canvasing
Partnership
18. Operations & Admin Process:
Involving user & whole team
Involving 3rd party expert
Done by Procurement/
Purchasing team only
Partnership
Subsidiary company
Community based
16. Sourcing Locations:
Domestic: in the same region
Domestic: within the country
Overseas: global sourcing
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12. Preference: brand new product, trend, demand changing, & old usage product
Purchase moment: starting periods (launching), mid periods, & end periods
(maturity)
Product information: desain, spesifikasi, features, versi/seri, compatibility, &
technology
License policy: restricted license to inventor & OEM, general license in competitive
markets, open sources license
Market popularity: population of user, other consumer preference, limited
utilization
PRODUCT LIFE CYCLE
utilization
Handicap: user rejection, generation gap
After sales support & after discontinue periods
Upgrade option & new generation series
Trade-in program & re-cycle option
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13. DISTRIBUTION LEVELLING
No
Distribution
Level
Status Business Activities
Volume of
Order
Market
Segmentation
1 Principal Copyright
owner
- Licensed owner
- Brand owner
- Original Equipment
Manufacturer (OEM)
High B to B
2 Manufacturi
ng
Production
maker
- Main producer
- Assembly
-Tool manufacturer
High B to B
3 Distributor Grocery - Main distributor Medium - B to B3 Distributor Grocery
seller
- Main distributor
- Sub distributor
- Grocery
Medium - B to B
- B to C
4 Sole agent Authorized
seller
- Agency sales
- Restricted sales territory
Medium B to B
5 Trading
company
Reseller - General product offer
-Added value services
Medium to
Small
B to B
6 Retail Reseller - Modern market
- Traditional market
- Store outlet
- Canvasing sales
- Multi level marketing
-Small - B to C
- C to C
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14. Calon Vendor harus setara, satu level, & sama kemampuannya, dalam hal:
1. Status badan hukum & peringkat perusahaan (kecil/menengah/besar)
2. Klasifikasi bidang & sub bidang produk atau jasa yang di tawarkan
3. Setiap vendor & kelompok usahanya hanya boleh menjadi vendor untuk 1 (satu)
kategori produk & jasa saja, tidak boleh melakukan upaya dominasi atau kartel,
terkecuali ada kebijakan strategic partnership sourcing dari Top Management
4. Peringkat kualitas produk & jasa (grading), garansi, & after sales services
5. Pemenuhan prasyarat standarisasi, sertifikasi, regulasi, prosedur, & standar
APPLE TO APPLE COMPARISON
5. Pemenuhan prasyarat standarisasi, sertifikasi, regulasi, prosedur, & standar
kerja
6. Kapasitas finansial (laporan keuangan, rekening koran, & laporan pajak)
7. Prasarana, infrastruktur, & teknologi yang digunakan/dimiliki
8. Kompetensi & kualifikasi SDM
9. Status supply & demand, serta kemampuan untuk memenuhi order
10. Pengalaman bisnis dalam menjual produk/jasa yang serupa atau menangani
proyek yang serupa
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15. Tahap pertama, dilakukan kategorisasi sourcing sbb:
 Material atau Non Material
 Main Activities atau Supporting Activities
 Supply Positioning Models
Kemudian di buat 5 level klasifikasi Supplier/Vendor:
 Level 1 : Kategori umum, misal; 3rd Party Logistics
 Level 2 : Kategori khusus, misal; Transportation Services
 Level 3 : Bidang, misal; Land Transportation Services
SUPPLIER/VENDOR CLASSIFICATIONS
 Level 3 : Bidang, misal; Land Transportation Services
 Level 4 : Sub bidang umum, misal; Transportation of Goods
 Level 5 : Sub bidang khusus, misal; Transportation of Dangerous Goods
Bagaimana jika terjadi kondisi sbb:
 Harus memilih antara vendor lokal, vendor nasional, atau vendor internasional
 Volume, nilai, & frekuensi order rendah, harga vendor specialist akan lebih mahal,
atau mereka tidak bersedia jika menerima order dalam jumlah yang kecil
 Tidak ada vendor specialist di lokasi pembelian
 Hanya ada general trading atau vendor berklasifikasi umum yang dapat menjadi
vendor di lokasi pembelian
 Adanya regulasi dan/atau tuntutan yang mempersyaratkan memilih vendor lokal
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16. DISKUSIKAN DALAM KELAS/KELOMPOK
1. Presentasikan klasifikasi sub bidang supplier/vendor, yang saat ini
berjalan di korporasi/institusi anda
2. Identifikasikan kendala yang anda hadapi saat ini dengan metode
klasifikasi vendor tersebut
CASE STUDY
3. Apa solusi yang anda usulkan untuk mengatasi kendala tersebut
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17. www.themegallery.com Company Logo

18. www.themegallery.com Company Logo

19. www.themegallery.com Company Logo