Daten schlafen nicht - Prioritäten in der Beschaffung: Fünf Themen bei denen sich CPOs am wenigsten zuversichtlich fühlen - Economic Conditions Snapshot - Strategie zur Erfassung von Produkt- und / oder Serviceinnovationen aus der Lieferbasis

1. EINKAUF 4.0 TASK FORCE
Daten schlafen nicht
Michael Klemen
Mitglied des Vorstandes
Bundesverband Materialwirtschaft, Einkauf und
Logistik in Österreich
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2. Daten schlafen nicht
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3. #makeaustriadigital
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The most important skill in the future will be the ability to "connect the dots"​ in your own way!

4. Montag, 16. Dezember 2019 4

5. The Gartner Supply Chain Top 25 for 2019
Rank Company
Peer Opinion1
(162 voters)
(25%)
Gartner
Opinion1
(38
voters)
(25%)
Three-
Year Weighted
ROA2
(20%)
Inventory
Turns3
(10%)
Three-
Year Weighted
Revenue
Growth4
(10%)
CSR Component
Score5
(10%)
Composite Score6
1
Colgate-Palmolive 961 347 19.9% 5.0 -0.2% 10.00 4.88
2 Inditex 1,091 341 16.2% 3.8 6.5% 10.00 4.80
3 Nestlé 1,262 374 6.9% 4.8 1.2% 10.00 4.27
4 PepsiCo 997 368 11.7% 9.0 1.2% 8.00 4.22
5
Cisco Systems
699 518 4.0% 10.2 0.7% 10.00 4.13
6 Intel 576 454 12.4% 3.7 9.6% 6.00 4.12
7 HP Inc. 293 353 11.7% 8.2 7.3% 10.00 3.81
8
Johnson & Johnson
737 348 7.6% 3.1 5.8% 10.00 3.80
9 Starbucks 900 167 19.3% 12.7 9.0% 4.00 3.74
10 Nike 1,194 186 13.3% 3.9 6.0% 4.00 3.73
11
Schneider Electric
677 256 5.4% 4.9 0.7% 10.00 3.71
12 Diageo 625 404 9.8% 0.9 4.3% 10.00 3.44
13 Alibaba 1,095 72 10.6% 23.4 52.6% 0.00 3.43
14 Walmart 1,415 268 4.6% 8.6 2.5% 5.00 3.40
15 L’Oréal 858 229 9.9% 2.7 3.6% 8.00 3.38
16 H&M 582 155 13.7% 2.7 5.1% 10.00 3.35
17 3M 597 192 14.3% 3.8 3.2% 8.00 3.34
18
Novo Nordisk
86 54 36.4% 1.1 0.8% 10.00 3.31
19
Home Depot
402 124 22.2% 5.0 7.0% 5.00 3.29
20
Coca Cola Company
1,329 196 5.8% 4.2 -10.7% 6.00 3.13
21
Samsung Electronics
748 83 13.2% 9.8 8.7% 7.00 3.05
22 BASF. 597 252 6.4% 3.9 -0.6% 8.00 2.89
23 Adidas 714 172 9.2% 3.2 7.9% 5.00 2.75
24 Akzo Nobel 137 0 20.9% 4.6 -8.6% 8.00 2.61
25 BMW 733 131 3.8% 3.8 1.3% 10.00 2.57
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Notes:
1. Gartner Opinion and Peer Opinion: Based on each panel's forced-rank
ordering against the definition of "DDVN orchestrator."
2. ROA: (2018 net income/2018 total assets)*50% + (2017 net
income/2017 total assets)*30% + (2016 net income/2016 total
assets)*20%.
3. Inventory Turns: 2018 cost of goods sold/2018 quarterly average
inventory.
4. Revenue Growth: (Change in revenue 2018-2017)*50% + (change in
revenue 2017-2016)*30% + (change in revenue 2016-2015)*20%.
5. CSR Component Score: Index of third-party corporate social
responsibility measures of commitment, transparency and performance.
6. Composite Score: (Peer Opinion*25%) + (Gartner Research
Opinion*25%) + (ROA*20%) + (Inventory Turns*10%) + (Revenue
Growth*10%) + (CSR Component Score*10%).
2018 data used where available. Where unavailable, latest available full-year data used. All
raw data normalized to a 10-point scale prior to composite calculation. "Ranks" for tied
composite scores are determined using next decimal point comparison.
Source: Gartner (May 2019)

6. Big
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7. Mid size
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8. Prioritäten in der Beschaffung:
Fünf Themen bei denen sich CPOs am wenigsten zuversichtlich fühlen:
• Die Beschaffungsmärkte ändern sich und wachsen zu schnell, als dass die Mitarbeiter über
Marktinformationen auf dem Laufenden bleiben könnten.
• Unbekanntes / unsichtbares Risiko in unserer Beschaffungsbasis
• Die Art und Weise, wie eingekauft wird passt sich nicht schnell genug an sich ändernde
Geschäftspläne an
• Zu geringe Nutzung von Analysetechnologien (z. B. Tools zur Ausgabenanalyse und
Datenvisualisierung)
• Keine zusammenhängende Strategie zur Erfassung von Produkt- und / oder Serviceinnovationen
aus der Lieferbasis
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9. Strategie zur Erfassung von Produkt- und /
oder Serviceinnovationen aus der Lieferbasis
• Strategische Priorisierung: In welchen Produkt-, Technologie- oder Prozessbereichen sollten wir
mit Lieferanten Innovationen entwickeln?
• Partnerauswahl: Wer sollten unsere Innovationspartner sein?
• Ausrichtung: Was sind die Anreize für beide Partner? Wie werden wir mit den Risiken umgehen?
• Infrastruktur und Governance: Wie werden Projekte ausgeführt und verwaltet?
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10. Magic Quadrant for Procure-to-Pay Suites
• E-purchasing functionality to give casual users — employees who are not
procurement professionals — a self-service solution for requisitioning and
ordering goods and services. This is achieved through the use of catalogs,
e-forms or free-text orders. A requisition is routed for approval through a
predefined rule-based workflow. Once approved, the requisition is
converted to one or more purchase orders (POs). The POs are then
transmitted to the supplier(s) by email, autofax, portal, electronic data
interchange (EDI) or XML integration. The final step in the workflow is
receipt, which can be via mobile device, desktop PC or dock.
• Access to catalog content to enable requisitioners to “shop” for needed
goods and services and place them in their cart. Solution functionality
includes support for internal catalogs, access to a marketplace or punch-
out access (via cXML) to third-party catalogs.
• E-invoicing for the exchange and storage of legally valid invoices in
electronic format. Functionality includes one or more means by which
suppliers can get invoices in an electronic format to buyers. These means
include EDI, punch-out, supplier self-service PO flip, comma-separated
values (CSV) file upload and print drivers. Invoice acceptance status and
remittance details are available to suppliers on a self-service basis
through network or portal functionality.
• Accounts payable invoice automation (APIA) to process incoming
invoices. This capability includes rule-based matching against POs; or
when no PO is issued, routing of an invoice for approval and account
coding. APIA tools manage exceptions arising from transportation costs or
other fees (for example, taxes) that may not be represented on the PO.
They also address cases where the cost or quantity received doesn’t
match the preapproved PO.
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11. Economic Conditions Snapshot, September 2019
The share of respondents saying the global economy is worse now than six months ago has grown
over the past year. Current global economic conditions, compared with 6 months ago, % of respondents
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Source: McKinsey (Sept 2019)

12. Economic Conditions Snapshot, September 2019
In India, respondents’ views of current conditions at home have turned negative since June, while
the opposite is true among respondents in Asia–Pacific and Latin America. Current economic conditions in
respondents’ countries, compared with 6 months ago, % of respondents, by office location
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Source: McKinsey (Sept 2019)

13. The share of respondents who say they expect conditions in their countries to decline in the next six
months has increased since last September.
Expected economic conditions in respondents’ countries, next 6 months, % of respondents
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Source: McKinsey (Sept 2019)

14. Überlegungen / Schlüsselerkenntnisse für 2020
• CPOs nutzen fortschrittliche Technologien nicht aus, um die
Beschaffungsdaten besser zu analysieren.
• Der Einkauf muss lernen, komplexe Lieferbasen besser zu managen,
um Risiken schnell zu erkennen und die Leistung zu verbessern.
• Der traditionelle Beschaffungsprozess muss aktualisiert werden, um
mit den sich ändernden Geschäftsanforderungen Schritt zu halten
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15. Frohe Advents- & Weihnachtszeit
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#Futurecamp #accenture #makeaustriadigital