The document discusses the results of procurement surveys and introduces seven strategies for future procurement. It summarizes that economic conditions are increasing pressure to achieve savings targets through procurement. While many organizations focus on traditional procurement practices, there is an ambition to shift procurement into a more innovative role. However, many organizations still lack the basics of closed-loop procurement. It also notes trends in procurement technology like software as a service and the consolidation of dedicated procurement software.

1. Future Procurement
‘Seven Strategies’
ESIZE event - 13 oktober 2011

2. De wereld is in beweging
De rol van inkoop?
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3. Roerige tijden – worden we depressief of zien we de kansen?
Wij zien kansen voor inkoop!
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4. Agenda
 Introduction
 CPO survey
 SRM survey
 ‘Seven Strategies’
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5. Twee-jaarlijks wereldwijd CPO survey
 Vierde keer dat dit onderzoek is
uitgevoerd.
 Door de tijd 750 CPO’s gesproken
over hun agenda van heden en
toekomst.
 Onderzoek naar hoe inkoop van
verschillende organisaties
omgaat met de economische
situatie.
 Trends door de jaren heen in
ontwikkeling en nieuwe topics.
Copyright © 2011 Capgemini Consulting. All rights reserved.

6. Economische situatie laat een stijgende druk zien op de targets voor besparingen die door
inkoop gerealiseerd moeten worden.
 62% ziet een stijging in
targets voor
besparingen
 Gevaar voor inkoop of
een kans?
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7. De focus van 2010 geeft een sterk beeld van focus op “the good old procurement practice”
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8. Geplande toekomstige activiteiten laten een shift zien in aandachtsgebieden – verbetering
van spend informatie blijft in de top 3
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9. Wat is het percentages “spend under management”?
 33% meer dan 80%
under control
 Vanuit sourcing
perspectief
 What about
compliance?
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10. Welk percentage van de spend wordt gemanaged door middel van eProcurement?
 Bij slecht 7% gaat meer
dan 80% door
eProcurement.
 Verklaring voor het
topic “spend
information”.
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11. Welke aanpak wordt gekozen om inkoop organisatiebreed op de kaart te zetten?
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11

12. Wat zijn de uitdagingen om inkoop op de kaart te zetten?
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13. Samenvatting CPO survey 2010-2011
 De economie heeft een grote invloed op de rol van
inkoop.
 Druk op besparingen realiseren stijgt.
 Ambitie voor een shift naar een innoverende rol voor
inkoop.
 Maar, in veel organisaties mist de basis van “closed
loop procurement”.
Copyright © 2011 Capgemini Consulting. All rights reserved.

14. Agenda
 Introduction
 CPO survey
 SRM survey
 ‘Seven Strategies’
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15. Twee-jaarlijks wereldwijd Supplier Relationship Management (SRM) survey 2010-2011
 Onderzoek sinds 2005
 Functionaliteit van de
beschikbare software voor
procurement
 Ontwikkelingen in de markt met
betrekking tot software
 Onze visie op software voor
procurement
Copyright © 2011 Capgemini Consulting. All rights reserved.

16. Closed loop procurement
Procurement intelligence
Analyseer Beheers Vraag
en plan leveranciers- bestelling Beoordeel
behoeften prestaties aan aanvraag
Contract
Selecteer management
Analyseer Inkoop leverancier Selecteer Bestel Vaardig
leveranciers- en goederen en inkooporder
markt cyclus onderhandel diensten cyclus uit
contract Contract
implementatie
Ontwikkel Controleer Ontvang
Voer tender
inkoop en verwerk goederen en
uit
strategie factuur diensten
Projectmanagement
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17. Trends in technologie en gecombineerde diensten veranderen de markt
 SAAS
 Cloud computing
 Combinatie met managed services
 Procesdenken
Versus
 ERP tenzij
 In house
 Systeemdenken
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18. Functionaliteit laat een verdere consolidatie zien met een duidelijker onderscheid in full
service software en dedicated inkoopsoftware
Onderscheid:
 “ERP”, “dedicated
procurement”, of “niche”
 Geografische dekking
 Functionele dekking die
organisatie nodig heeft
inclusief toekomst visie is
uiteindelijke bepalend
 Integratie met back end
systemen
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19. Agenda
 Introduction
 CPO survey
 SRM survey
 ‘Seven Strategies’
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20. Externe en interne factoren die van invloed zijn op de veranderingen in de inkoop functie
Globalisatie
en
Emerging
Markets
Technologie Supply Markt
en uitdagingen
innovatie En kansen
Inkoop
functie
Product M&A en
variëteit en leveranciers
kortere PLC consolidatie
Corporate
Overheids
Social
regulatie
Responsibility
Source: CAPS Research – Succeeding in a Dynamic World: Supply Management in the Decade Ahead
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21. Veel bedrijven die de eerste volwassenheidsfasen hebben bereikt zijn op zoek naar de
volgende stap in inkoop
Waarde
Leading
Mastering
Managing
Understanding
Recognizing
Time
Externe en interne invloeden vragen om nieuwe strategieën van inkoop
Copyright © 2011 Capgemini Consulting. All rights reserved.

22. Inzicht in volwassenheid is de basis voor het ontwikkelen van een roadmap om een shift te
maken van kosten focus naar waarde
Recognizing Understanding Managing Mastering Leading
Focus Price Spend Control Performance TCO Value
• Objectives and plans • Procurement strategy
Procurement • Non-existing
limited to departmental aligned with overall
• Strategy co-developed
with internal customers
• Integrated strategy for the
E2E value chain
actions business strategy
Strategie • Savings realization • Functional optimization
• X-functional integration • External integration
• Adaptive hybrid
• Center-led stand alone • Hybrid organization
Governance & • Fragmented within the • Centralized for key spend function • Right sized, right shored
organization
• Cross functional teams
organisation areas • Organized around & right sourced
Organisatie categories • Cross functional teams
incl. vendor team
members
• Supply network
Categorie • Informal sourcing processes
• Supply base
rationalization
• Formalized sourcing
• Vendor segmentation
• Supply risk management management
• Value engineering • Innovation Driven
Management. • Savings realization and vendor rating
Procurement
• End-2-end integration
• P2P standardization
Procurement • No / limited controls
• Basic controls in place to
manage spend and
• Supply planning using
• Optimized channels
• Forecast & planning
across functions
• Transaction, planning &
• Transaction management MRP and SIC inventory
Operation inventory
mgt
shared with vendors product data sharing with
vendors
• eProcurement, eRFx, • Harmonized data • Processes & systems
• Phone / Fax / email /
• ERP and spreadsheets spend database processes & systems integrated with vendor
spreadsheets
Enablers • Administrative staff
• Basic sourcing skills
• High level spend data
• Procurement specific
HRM policies
• Procurement career
development program
• Use of open standards
• Standard KPIs across the
• No performance mgt.
• Function specific KPIs • X-functional KPI’s value chain
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23. De “Seven Strategies” die organisaties volgen voor het ontwikkelen van een world class
inkooporganisatie
1. Closed Loop Procurement
2. Hybrid Organizational Models
3. Supplier Value Management
4. Supply Risk Management
5. End-2-End Supply Network Management
6. Develop Talent
7. Leverage Technology
De roadmap is afhankelijk van de volwassenheid van de organisatie
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24. Strategie 1: Closing the Loop
Veel bedrijven hebben moeite om de “closed loop” te implementeren
Sourcing
Inzicht Compliance
World class inkoop start met “closing the loop”
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25. Strategie 2: hybride organisatie model
Op categorie niveau is een verdere differentiatie te zien
Product related Non Product Related
Packaging
Metals
Plastics
PCBs
Units
Power Supply
Motors
Components
Electronic
Connectors
Cables and
Entertainment
Travel &
Services & HR
Professional
Logistics
Insurance
MRO
ICT
MarCom
Management
Facilities
Categories
Processes
Procurement Strategy
Strategic
Governance & Organization
Category Planning
Purchase Demand Management
Tactical
Supplier Relationship Management
Sourcing (supplier contracting)
Operational
Supply Planning & Control
Provision of Goods & Services
Procurement IT management
Enablers
Procurement Intelligence
Procurement People Management
Legend Centralized Local Captive Offshore Outsourced
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26. Strategie 3: Supplier value management
Leidende inkooporganisatie halen meer waarde uit de supply base, innovatie is key
Procurement Innovation Driven Procurement
Value KEY KEY
ACTIVITIES ACTIVITIES
Team
 Support supplier search and selection  Search/scout for new supply base technologies
Supplier Business  Support co-development with suppliers  Connect supplier technology with customer demand
 Define and execute supplier involvement and  Co-define technology roadmaps
development strategy  Manage development process in entire supply chain
 Source and contract development and production  Source and contract development and production
partners partners
KEY KEY
RESOURCES
Procurement RESOURCES
Dual Lead
Procurement involvement in innovation  Supplier Interface Mgt (SIM) and Project
Management (PjM) competences
Lead  Technology Development Mgt (TDM), Supplier
Interface Mgt (SIM), Project Management (PjM) and
 Dual-lead team structure with processes, roles & Product Management (PdM) competences
Cost reduction
responsibilities embedded in business function  Team-based structure with processes, roles &
opportunities
 Flexible deployment of skills in different stages responsibilities embedded in business function
 Flexible deployment of skills in different stages
CAPABILITY
KEY
KEY
Innovation Driven Traditional ACTIVITIES
ACTIVITIES
Procurement Procurement
Involvement Involvement  Support business actors with supplier search and  Verify new technology feasibility with suppliers
selection techniques 
 Support target costing Supplier Manage supplier (performance) development
 Source and contract specifications Process  Manage value engineering
Management  Source and contract specifications
Support Support
OPENNESS
KEY
Supplier Involvement KEY
RESOURCES
RESOURCES
 Traditional procurement competences  Supplier Interface Mgt (SIM) and Product
 Procurement deployment on consulting basis Management (PdM) competences
 Mandatory stage gate validation by procurement in  Project structure with Procurement membership as
Life cycle development projects
value supply base interface
 Traditional procurement oversight through sourcing  Traditional procurement oversight through sourcing
determined teams teams
Concept stage Project stage Prototype stage Revision stage Product stage
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27. Strategie 4: Supply Risk Management
Deze strategie is de kern van supply management in de veranderende wereld
Objective
Setting
Sourcing
Risico
Before implementation of the measure After implementation of the measure
10 10
9 (13) 9
(2;
8 5;9;10;1 8
Risk 7
1;14)
(16;17) (15) 7
6 6 (14)
Assessment
Impact
Impact
5 (18) (4;7;8) (1;3;12) 5 (5;11;15) (3)
(2;10;16;
4 4 (12) (9)
Socio-Economic
17)
3 3 (8) (7;18) (1)
2 (6) 2 (13) (4;6)
1 1
1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10
Possibility Possibility
Risico 10
Before implementation of the measure
10
After implementation of the measure
9 (13) 9
(2;
8 5;9;10;1 8
Define Risk 7
1;14)
(16;17) (15) 7
6 6 (14)
Response
Impact
Impact
5 (18) (4;7;8) (1;3;12) 5 (5;11;15) (3)
(2;10;16;
4 4 (12) (9)
17)
3 3 (8) (7;18) (1)
2 (6) 2 (13) (4;6)
Continuiteit 1
1 2 3 4 5
Possibility
6 7 8 9 10
1
1 2 3 4 5
Possibility
6 7 8 9 10
Risico
Control &
Monitor
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28. Strategie 5: End-2-End Supply Network Management
Leading inkooporganisaties hebben de regie op multiple supply networks
Tier 2 Design Plan Buy Make Move Sell Service
Tier 1
Product /
Tier 2 Standaard producten Market segment
EMS
Tier 2
&3
Tier 1
Product /
Tier 2 Projecten Market segment
Tier 1
Tier 2
Tier 1
Product /
Tier 2 Services & Onderdelen Market segment
3PL
Tier 1
• Product life • Planning cycle • Supply location • Factory locations • Distribution network • Channels
SC Configuration
cycle • MRP / • Single vs multi-source • Production technology design • Service levels
Parameters
• Level of Kanban / SIC • Supplier capabilities • Make-to-stock / make- • Central vs
innovation • Replenish. • Type of supplier relationship to-order / configure-to- decentralized
• In-sourced vs Policy • Material inventory policies order inventory mgt.
outsourced • Allocation • Sourcing value drivers • In-sourced vs • Transportation mode
R&D policy (quality, cost, technology, outsourced • LSP service
speed, sustainability, etc.) manufacturing requirements
Copyright © 2011 Capgemini Consulting. All rights reserved.

29. Strategie 6: Talent development
Talent is de onderscheidende factor voor de verdere ontwikkeling van inkoop
Inkoop EN
Specialisatie Carrière ontwikkeling
business skills
- Materialen en - High potentials
installaties - Training in inkoop en
Commercieel - Trading commodities businesss
- Innovaties en nieuwe - Career path
Procurement
Excellence technologie - Evaluatie op mastery
- Services
Organisatie Business
GENERAL BUSINESS / MANAGEMENT SKILLS
General business awareness
4
3, 5
3
4) Experience / ability as team 2, 5
People management skills
knowledge expert
2
1, 5
1
0, 5
0
Interpersonal skills
3) Experience / ability as team
(communication and
facilitator
presentation)
2) Experience / ability as 1) Experience / ability as
Team Member Team Leader
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30. Strategie 7: Leverage technology
Een trend van meer gebruiksvriendelijker tools gericht op proces integratie en analyse
Recognizing Understanding Managing Mastering Leading
 Automated
 Spend  Predictive
Spend Intelligence  Excel Cleansing &
Cube Analytics
Enrichment
 eAuction  Project  Expressive
Sourcing & Supplier Management Bidding
 eRFX
Management
 Vendor Rating
 Document  Integration with  Compliance
Management sourcing & P2P Tracking &
Contract Management
 Sharing & Reporting
Alerting
 Catalogues &
 P-Card  Temp.
Procurement Self service
 ERP Labor Mgt.
Operations Procurement  Supplier
 eVMI  E-Invoicing Collaboration
Platforms
 Supplier
Supplier Connectivity  EDI XML
Portal
web-based, more user-friendly, real-time, better integrated, more powerful analytics & simulation capabilities
Copyright © 2011 Capgemini Consulting. All rights reserved.

31. Copyright © 2011 Capgemini Consulting. All rights reserved.

32. Capgemini Consulting Procurement Research
Download the reports through:
http://www.capgemini.com/insights-and-resources/by-publication/
Copyright © 2011 Capgemini Consulting. All rights reserved.

33. T. (Ton) van Dolder
Vice President
Capgemini Nederland B.V.
Papendorpseweg 100, P.O. Box 2575,
3500 GN Utrecht - The Netherlands
T. +31 30 689 1323
F. +31 30 689 55 60
Mob. +31 651 267 717
Ton.van.Dolder@capgemini.com
www.nl.capgemini.com