Performancemessung und steigerung im Einkauf

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1 Performancemessung und steigerung im Einkauf Dr. Wolfgang Bremer Group Finance Herzogenaurach,

2 AGENDA adidas Group Corporate Procurement Key Performance Indicators Savings & Success Summary 2

3 CORPORATE MISSION The adidas Group strives to be the global leader in the sporting goods industry with sports brands built on a passion for sports and a sporting lifestyle. 3

4 MAIN BRANDS 4

5 THE ADIDAS GROUP AT A GLANCE Group Revenue* *at bn Net income 245 m Employees worldwide 39,596 Subsidiaries 177 Important locations Herzogenaurach, Canton, Carlsbad, Portland, Amsterdam, Hong Kong, Panama City Partner of major sports events 2010 FIFA Football World Cup TM, 2012 Olympic Games 5

6 AGENDA adidas Group Corporate Procurement Key Performance Indicators Savings & Success Summary 6

7 Corporate Procurement - Team Structure Head of Corporate Finance (reports directly to CFO) Head of Corporate Procurement CRM for : Retail, Finance, F+S, etc. Category Competence : materials and goods, i.e. office supply, print, courier services, packaging CRM for : Marketing Category Competence : marketing, media, professional services CRM for : Global IT Category Competence : e- commerce, hardware, outsourced services, software Operations and Projects Competence: coverage of current request to pay activities, governance of policies, processes, systems and data; in lead for execution of projects 7

8 Roles & Responsibilities Department Procurement Contract expiring I A,R Demand Request (describe qualitative/quantitative) A,R C Contract amendment A C,R Existing/New Frame Contract A C,R Provide content (qualitative/quantitative) A,R C RfP Send out RfP and receive offers C A,R Evaluation of offers (scorecard)/supplier recommendation A,R C Negotiate Closure Align Negotiation strategy/ preparation A, R C Negotiation A C,R Supplier selection A,R I Finalize Contract (align with internal Stakeholder e.g. Legal) I A,R Sign / Initial Contract R A,R Supplier Relation Order processing / Purchasing I A,R Manage Vendor relationship A,R C 8

9 AGENDA adidas Group Corporate Procurement Key Performance Indicators Savings & Success Summary 9

10 Key Metrics Spend Procurement Penetration Savings 10

11 Spend Definitions Total Spend: expenditure for goods & services in the scope of the Corporate Procurement department Managed Spend: spend under control by Corporate Procurement either through frame contracts or individual price/contract negotiations Addressable Spend: this is the proportion of expenditure that is eligible for spend savings i.e. the proportion of the cost of a purchase or service that can be reduced by re-negotiating a contract. Question: Are Savings counted against addressable spend or total spend. 11

12 Spend & Savings an Example Total Spend: 500 Mio Negotiated in Previous Years with savings for current year To negotiate current year unmanaged Addressable Spend: 300 Mio Managed Spend: 350 Mio Strategy is to grow the Managed Spend By decreasing the addressable Spend Savings/Effort Ratio: High in green area Low in blue area 12

13 Matching Budget & Sourcing Figures There is a difference between cost savings and expense reductions. General -There s no DIN or EU definition or classification of Savings -There s a need for binding rules/definitions within company or purchasing Org. Possible Solution: Savings s what an organisation/company acknowledges as such. Lead by a Corporate Procurement Function Savings are defined. This definition must be reviewed and agreed with stakeholders (SMT, Internal Audit and CFO). 13

14 Procurement Penetration Contracts Frame Contract Savings in % Procurement Database SAP Negotiated Transactions Purchase Orders 14

15 AGENDA adidas Group Corporate Procurement Key Performance Indicators Savings & Success Summary 15

16 What s recognized as a Saving? Reduction in cost (price or discount) Avoidance of cost increase Design to costs principle e.g. Reduce SLAs to necessary Better-Than-Market Performance 16

17 Challenges How to report Savings when consumption/demand increases? Example: Managed Backup Service of 50TB (Cost: 100k /TB -> 5 Mil. p.a.) Procurement reports cost savings of 4% resulting in Price of 96 k /TB -> 4,8 Mil. p.a. What if next year backup volume increases to 55 TB (+10% -> 5,28 Mil. p.a.) - Costs increase = No savings (-0,28 Mil. based on old contract)? - Even bigger savings on base of (new consumption * old price)? - Somewhere in between? How to negotiate / report the market component? Better equipment / increased functionality? Influence of currency development? 17

18 Reporting Savings after Request for Proposal Example: Existing IT-Service from Provider A at Cost of $ 1,0 Mil. p.a. What sthebaseforthesavings? A B C (Incumbant) 1) Costs for existing Service 1st Offer 0,8 1,1 0,7 2) Best offer from initial RfP answers Shortlist 0,8 0,7 0,85 (Deselect) 3) Offer from Incumbant Negotiation 0,65 (Select) 4) Offer from initial RfP answer of chosen provider Saving Saving on Exisiting 0,15 0,45 0,35 0,05 18

19 Reporting Platform 19

20 AGENDA adidas Group Corporate Procurement Key Performance Indicators Savings & Success Summary 20

21 Summary Visibility of Spend Definition of Savings High Penetration Reporting / Communication 21

22 Q&A Dr. Wolfgang Bremer Sen.Manager Corporate Procurement adidas AG Bamberger Str Herzogenaurach Tel.:

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