Introduction to E-Procurement

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1 Introduction to E-Procurement Tania Seary Michael Kirk The Faculty Management Consultants November 2005

2 Agenda Introduction What is E-Procurement How to get started with E-Procurement Analysis and Strategy Case Studies Key success factors How to setup a Reverse Auction Key Success Factors

3 The Faculty Activities The Faculty has undertaken: Development of E-Procurement strategies for corporate and government clients Review of eprocurement demonstration projects at Australian Government Agencies E-Procurement survey Case studies of 10 leading companies E-Sourcing survey of top 100 companies and E-Sourcing report Involved in implementations of Oracle, Ariba, SAP E- Procurement systems at multiple companies Procurement benchmarking Procure to pay implementation tools for Services Research into Australian procure to pay processes Frontline experience in strategic sourcing and procurement

4 1. What is E-Procurement?

5 What is E-Procurement? E-Procurement: The automation of any part of the Procurement to Payment process with electronic tools

6 What is E-Procurement? E-Procurement: The automation of any part of the Procurement to Payment process with electronic tools Sourcing Tools Transactional Tools Payment Tools Sourcing RFQs / RFPs Contract management Reverse Auctions Tender Evaluation Tools Transaction Catalogues Electronic POs Automatic workflow ERP Systems Vendor Managed Inventory (VMI) Payment P-Cards Expense Management Systems (EMS) Evaluated Receipt Settlement (ERS RCTI) Recurring Payments

7 2. Getting Started with E- Procurement

8 Getting Started Conduct Spend Analysis and Current State Assessment Determine budget and initiative prioritisation Which categories are suitable for which type of E-Procurement tools? What tools are already in place? ERP system, E-Procurement Transactional / Sourcing tools, P-Cards, Supplier Websites Consult stakeholders and prepare change management plan

9 Spend Analysis Drives E-Procurement

10 Spend Analysis Drives E-Procurement High Spend by Category Low High Value / Low Volume Sourcing Electronic P/Os EFT Recurring Payments Address Governance Low Value / Low Volume P-Cards One Time Vendors Minimise Nuisance Activity Low High Volume / High Value Electronic P/Os ERS / RCTI Direct Connect esourcing Tools Systems Focus High Volume / Low Value Electronic Catalogues Electronic P/Os P-Cards Electronic RFX Reduce Overhead High Frequency of Activity

11 E-Procurement Is Part Of The Purchasing Mix 0%

12 E-Procurement Is Part Of The Purchasing Mix Current State Desired Future State 100% Purchasing Card No P/O E-Procurement System Core ERP System Eases compliance Easier to use Designed for infrequent users Cheaper than ERP Lower licensing costs Less training Wider usage Maintenance System Production System 0%

13 The Faculty eprocurement Framework

14 Case Study 1 Transactional E- Procurement Systems Option 1 Internal System with catalogues Install transactional E-Procurement system in-house May leverage ERP technology or utilise stand-alone system Catalogues can be hosted in-house or can use punch out to supplier site Advantages Keeps purchasing information in control within internal system Allows for customised hierarchy and workflow rules Enables simple suppliers without their own systems Can support punch-out catalogues to decrease catalogue maintenance burden Disadvantages Can be expensive to setup Difficult to cater for complex categories eg travel Catalogue maintenance can require significant work

15 Transactional E-Procurement Internal Catalogues End users Transactional E-Procurement System Internal Catalogues 1. End Users browse Catalogue using internal E-Procurement system Order details and spend limits ERP Supplier System 2. Order is created and sent to Supplier for processing

16 Transactional E-Procurement Punch Out Catalogues 1. End Users browse Supplier Catalogue via punch out from internal E-Procurement system Supplier Catalogues End users Order details and spend limits Transactional E-Procurement System ERP Supplier System Real time pricing and stock availability 2. Order is created using punch out details and sent to Supplier for processing

17 Case Study 2 Transactional E- Procurement Systems Option 2 Supplier Website with P-Cards or consolidated invoicing Employees access Supplier Website, browse catalogue and create order Orders processed immediately within supplier system Spend data can be provided via supplier reporting Advantages Supplier responsible for web site development and maintenance Category specific knowledge improves usability Quick and easy to setup Most up to date pricing and stock availability is provided Disadvantages May tie you into one supplier Approval workflow may be restricted Limited to technology savvy suppliers Requires significant investment on supplier part Using multiple suppliers may require staff to learn multiple systems

18 Transactional E-Procurement Direct Supplier System Access 1. End Users browse Supplier Catalogue directly using Supplier E-commerce system End users Supplier Catalogue 2. Order is created and lodged directly in the Supplier system ERP Supplier System Real time pricing and stock availability 3. Order is paid either by P-Card or by separate invoice

19 Case Study 3 Print Portal Quick RFX Large organisation with existing panel of print suppliers All suppliers pre-qualified and classified according to location and capability (eg offset, digital, etc) Print jobs posted to Print Portal based on requirements All printers receive electronic notification of jobs and can provide quote via Print Portal Winning quote selected on combination of price and delivery time Quotes include freight to allow interstate bidders to compete for large jobs Unsuccessful bidders notified automatically Benefits Greater use of Print Panel versus faxing requirements to multiple printers Accelerated time to market Best utilisation of available printing capacity on the day Provides audit trail of all print jobs Improves spend analysis on print types and supplier usage

20 Case Study 4 ERS for Contract Labour Evaluated Receipt Settlement (ERS) Large organisation with numerous internal contractors All contractors setup on ERP system with blanket order specifying agreed rate and total value of contract Contractors fill out electronic timesheet with workflow approval from their line manager Timesheet is automatically converted into a receipt against the blanket order for the hours worked Benefits Dramatically cuts down on number of paper invoices received at AP Ensures compliance with contracted rate Leverages investment in ERP system Improves speed of payment for contractors Ensures integrity of approval process

21 3. How To Setup A Reverse Auction

22 esourcing Trends: Strong Future Demand in Australia 100% 0% Supplier Identification Spend Analysis Category Planning Electronic RFx Tender Evaluation Electronic Auctions Contract Management Supplier Management

23 esourcing Trends: Strong Future Demand in Australia 100% 0% Supplier Identification Spend Analysis Category Planning Electronic RFx Tender Evaluation Electronic Auctions Contract Management Supplier Management

24 esourcing Trends: Strong Future Demand in Australia 100% 0% Supplier Identification Spend Analysis Category Planning Electronic RFx Tender Evaluation Electronic Auctions Contract Management Supplier Management

25 What are Reverse On-line Auctions? Interactive software and network technology that allow suppliers to submit real-time bids on products and services Many steps of the traditional sourcing and negotiation process are the same, it is the actual negotiation of the final price that is done on-line Starting price Bid Price Reserve price Start Time

26 What are Reverse On-line Auctions? Interactive software and network technology that allow suppliers to submit real-time bids on products and services Many steps of the traditional sourcing and negotiation process are the same, it is the actual negotiation of the final price that is done on-line Starting price Bid Price Reserve price Start Finish Time

27 What are Reverse On-line Auctions? Interactive software and network technology that allow suppliers to submit real-time bids on products and services Many steps of the traditional sourcing and negotiation process are the same, it is the actual negotiation of the final price that is done on-line Bid Price Start Starting price Reserve price Finish Buyer Tips Lack of good communication from the buyer to the supply base is the number one factor in poor auction results There is a tendency to blame the tool if the auction does not have perfect results Time

28 Key Stages Build Internal Buy in for reverse auction strategy Prepare RFX which specifies terms and requirements Pre-qualify suppliers to participate in bid Structure event and prepare for bid day Decide on lot strategy, bid decrement etc Communicate with Suppliers Hold event Analyse results and award business

29 Which products are Candidates for Electronic Auctions? Categories suitable for Electronic Auctions have: Detailed spend information available Solid specifications including logistics, quality and service requirements Multiple potential suppliers (ideally >3) Attractive business opportunity for potential suppliers Contractually available to change supplier Belief that there may be excess capacity in the market Potential suppliers that want market penetration Suitable market conditions

30 Electronic Reverse Auctions Stationery/Office Supplies Commodities Energy & Utilities Packaging Raw Materials Information Technology Fleet Transport/Logistics Capital Equipment Travel & Entertainment MRO Telecommunications/Mobiles/Data Contract Services Marketing & Advertising Professional Services

31 Electronic Reverse Auctions Stationery/Office Supplies Commodities 84% 80% Energy & Utilities Packaging Raw Materials 68% 68% 64% Information Technology Fleet Transport/Logistics Capital Equipment Travel & Entertainment MRO Telecommunications/Mobiles/Data Contract Services 52% 48% 48% 44% 44% 40% 40% 40% Marketing & Advertising Professional Services 28% 24%

32 Electronic Reverse Auctions Stationery/Office Supplies Commodities 84% 80% Energy & Utilities Packaging Raw Materials 68% 68% 64% Information Technology Fleet Transport/Logistics Capital Equipment Travel & Entertainment MRO Telecommunications/Mobiles/Data Contract Services 52% 48% 48% 44% 44% 40% 40% 40% Marketing & Advertising Professional Services 28% 24%

33 Electronic Reverse Auctions Stationery/Office Supplies Commodities 84% 80% Energy & Utilities Packaging Raw Materials 68% 68% 64% Information Technology Fleet Transport/Logistics Capital Equipment Travel & Entertainment MRO Telecommunications/Mobiles/Data Contract Services 52% 48% 48% 44% 44% 40% 40% 40% Marketing & Advertising Professional Services 28% 24%

34 Potential esourcing Candidates: Australian Packaging Industry High Complexity Strategic Value to Customer Low High # Suppliers Level of competition Low

35 Potential esourcing Candidates: Australian Packaging Industry High Complexity Strategic Value to Customer Strategic Partnerships Glass Bottles Aluminium Cans Low High # Suppliers Level of competition Low

36 Potential esourcing Candidates: Australian Packaging Industry High Complexity Strategic Value to Customer Leveragable Steel Cans PET Strategic Partnerships Glass Bottles Aluminium Cans Low High # Suppliers Level of competition Low

37 Potential esourcing Candidates: Australian Packaging Industry High Complexity Strategic Value to Customer Low Leveragable Steel Cans PET Commodities Glass Jars Cartons Corrugated Boxes Folding Cartons Strategic Partnerships Glass Bottles Aluminium Cans High # Suppliers Level of competition Low

38 Potential esourcing Candidates: Australian Packaging Industry High Complexity Strategic Value to Customer Low Leveragable Steel Cans PET Commodities Glass Jars Cartons Corrugated Boxes Folding Cartons Strategic Partnerships Glass Bottles Aluminium Cans High # Suppliers Level of competition Low

39 Top Myths (for buyers) De-bunked It makes me look like I haven t been doing my job It saves time during the sourcing process Only works for commodities Damages supplier relationships Adds time to the process There is no way you could get these results using a traditional negotiation method It takes you just as long to prepare the RFQ (if not longer), but the negotiation process is expedited Most products/services with competition can be used Can, if handled poorly Should not add time if done properly and includes total cost of ownership issues

40 Top Myths (for sellers) De-bunked It s all about price, not the total value delivered I have no control over the outcome Sellers need to ensure total cost of ownership issues are addressed There are many opportunities to influence the selection criteria and process Damages relationships It can do if not managed properly Doesn t give buyer best solutions If all considerations are included, it does provide the best solution for the buyer

41 4. Key Success Factors For E-Procurement

42 Key Success Factors Embed a robust procurement strategy that incorporates e- procurement, complements broader business needs and strategies, and includes policies and procedures Identify and manage key stakeholders both internal and external their needs, issues and concerns; secure support and maintain communication Know the requirements and use them to drive the implementation and technology Understand and manage the impact of change on the organisation and its impact on policies

43 The Good, The Bad and The Ugly of E- Procurement The Good Processes have been streamlined for certain categories Significant reduction in invoices Increased governance and spend visibility Increased speed to market for sourcing, procurement and payment The Bad Some high cost projects designed to automate purchasing of simple items Overlap with ERP systems Limited take up by end users and suppliers Return on investment targets not achieved The Ugly Suppliers not getting paid Utilities turned off at production sites! More FTEs required to work around system issues Not changing process prior to system implementation

44 Next Steps The Faculty has detailed reports available on: Transactional E-Procurement Tools and Techniques Electronic Sourcing Tools and Techniques Reports are business focused, technology neutral E-Procurement strategy development available Spend analysis, category prioritisation Current state analysis and audit Visit our Booth for more information

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