Esize Event - Future Procurement

771 views

Published on

Presentatie Seven strategies for future procurement - Esize event oktober 2011

0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
771
On SlideShare
0
From Embeds
0
Number of Embeds
4
Actions
Shares
0
Downloads
0
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide

Esize Event - Future Procurement

  1. 1. Future Procurement‘Seven Strategies’ESIZE event - 13 oktober 2011
  2. 2. De wereld is in beweging De rol van inkoop? Copyright © 2011 Capgemini Consulting. All rights reserved.
  3. 3. Roerige tijden – worden we depressief of zien we de kansen? Wij zien kansen voor inkoop! Copyright © 2011 Capgemini Consulting. All rights reserved.
  4. 4. Agenda  Introduction  CPO survey  SRM survey  ‘Seven Strategies’ Copyright © 2011 Capgemini Consulting. All rights reserved. 4
  5. 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. 6. Economische situatie laat een stijgende druk zien op de targets voor besparingen die doorinkoop gerealiseerd moeten worden. 62% ziet een stijging in targets voor besparingen Gevaar voor inkoop of een kans? Copyright © 2011 Capgemini Consulting. All rights reserved. 6
  7. 7. De focus van 2010 geeft een sterk beeld van focus op “the good old procurement practice” Copyright © 2011 Capgemini Consulting. All rights reserved. 7
  8. 8. Geplande toekomstige activiteiten laten een shift zien in aandachtsgebieden – verbeteringvan spend informatie blijft in de top 3 Copyright © 2011 Capgemini Consulting. All rights reserved. 8
  9. 9. Wat is het percentages “spend under management”? 33% meer dan 80% under control Vanuit sourcing perspectief What about compliance? Copyright © 2011 Capgemini Consulting. All rights reserved. 9
  10. 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”. Copyright © 2011 Capgemini Consulting. All rights reserved. 10
  11. 11. Welke aanpak wordt gekozen om inkoop organisatiebreed op de kaart te zetten? Copyright © 2011 Capgemini Consulting. All rights reserved. 11
  12. 12. Wat zijn de uitdagingen om inkoop op de kaart te zetten? Copyright © 2011 Capgemini Consulting. All rights reserved. 12
  13. 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. 14. Agenda  Introduction  CPO survey  SRM survey  ‘Seven Strategies’ Copyright © 2011 Capgemini Consulting. All rights reserved. 14
  15. 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. 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 Copyright © 2011 Capgemini Consulting. All rights reserved. 16
  17. 17. Trends in technologie en gecombineerde diensten veranderen de markt  SAAS  Cloud computing  Combinatie met managed services  Procesdenken Versus  ERP tenzij  In house  Systeemdenken Copyright © 2011 Capgemini Consulting. All rights reserved. 17
  18. 18. Functionaliteit laat een verdere consolidatie zien met een duidelijker onderscheid in fullservice 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 Copyright © 2011 Capgemini Consulting. All rights reserved. 18
  19. 19. Agenda  Introduction  CPO survey  SRM survey  ‘Seven Strategies’ Copyright © 2011 Capgemini Consulting. All rights reserved. 19
  20. 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 Copyright © 2011 Capgemini Consulting. All rights reserved.
  21. 21. Veel bedrijven die de eerste volwassenheidsfasen hebben bereikt zijn op zoek naar devolgende 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. 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 strategyProcurement • Non-existing limited to departmental aligned with overall • Strategy co-developed with internal customers • Integrated strategy for the E2E value chain actions business strategyStrategie • Savings realization • Functional optimization • X-functional integration • External integration • Adaptive hybrid • Center-led stand alone • Hybrid organizationGovernance & • Fragmented within the • Centralized for key spend function • Right sized, right shored organization • Cross functional teams organisation areas • Organized around & right sourcedOrganisatie categories • Cross functional teams incl. vendor team members • Supply networkCategorie • Informal sourcing processes • Supply base rationalization • Formalized sourcing • Vendor segmentation • Supply risk management management • Value engineering • Innovation DrivenManagement. • Savings realization and vendor rating Procurement • End-2-end integration • P2P standardizationProcurement • 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 inventoryOperation 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 spreadsheetsEnablers • 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 Copyright © 2011 Capgemini Consulting. All rights reserved.
  23. 23. De “Seven Strategies” die organisaties volgen voor het ontwikkelen van een world classinkooporganisatie 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 Copyright © 2011 Capgemini Consulting. All rights reserved.
  24. 24. Strategie 1: Closing the LoopVeel bedrijven hebben moeite om de “closed loop” te implementeren Sourcing Inzicht Compliance World class inkoop start met “closing the loop” Copyright © 2011 Capgemini Consulting. All rights reserved.
  25. 25. Strategie 2: hybride organisatie modelOp 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 Copyright © 2011 Capgemini Consulting. All rights reserved.
  26. 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 teamsConcept stage Project stage Prototype stage Revision stage Product stage Copyright © 2011 Capgemini Consulting. All rights reserved.
  27. 27. Strategie 4: Supply Risk ManagementDeze 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 Copyright © 2011 Capgemini Consulting. All rights reserved.
  28. 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 • ChannelsSC 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. 29. Strategie 6: Talent developmentTalent 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 - ServicesOrganisatie 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 Copyright © 2011 Capgemini Consulting. All rights reserved.
  30. 30. Strategie 7: Leverage technologyEen 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  ExpressiveSourcing & 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  SupplierSupplier 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. 31. Copyright © 2011 Capgemini Consulting. All rights reserved.
  32. 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. 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

×