Procurement CAMELOT

Transcription

1 Walldorf; November, 25 th 2015 CAMELOT Keynote at the CAMELOT -Excellence-Forum November 2015 in Walldorf Value Chain Excellence. Strategy to Results.

2 Agenda Content WHY SHOULD PROCUREMENT BE A MISSION CRITICAL FOCUS TOPIC OF EACH COMPANY? Contribution of (advanced) procurement to companies profitable growth WILL WE THERFORE STILL HAVE A UNCHANGED PROCUREMENT FUNCTION IN 2020? (Historical) evolution & CAMELOT s vision of the procurement in 2020 et. seqq. WHERE ARE THE STARTING POINT(S) OF THAT JOURNEY? The maturity-status of procurement in several industries HOW DO PILLARS AND ROADMAP OF RELATED CHANGE PROJECTS LOOK LIKE? Design & characteristics of optimization projects in procurement Slide 2

3 The leverage-effect of procurement for companies success & profitable growth Please imagine, you would be a CEO having the target of increasing the companies EBIT and therefore value. What would you do? Mio Alternative 1: Increase the turnover by 10% p.a (corresponding to a 200 Mio. higher turnover (assuming a stable EBIT-baseline)) Alternative 2: Approx. 55% 200 Target +10% 220 Reduction of cost of material by 1.82% (corresponding to a 20 Mio. higher EBIT (assuming a stable turnoverbaseline)) 10% (11%) Turnover (As-is) Cost of material (As-is) EBIT (As-is) EBIT (To-be) Slide 3

4 The leverage-effect of procurement for companies success & profitable growth To be able to increase the value contribution, the shift from a traditional towards a more extensive focus in procurement is clearly evident allover Classical procurement-focus Write inquiries Negotiate prices and conditions Process orders Take opportunistic decisions General challenges and trends Not directly influenceable risks in fragile supply chains Raw materials and particular know-how become more and more a venture-bottle-neck Innovations are becoming more and more the decisive competitive factor Time-to-market still continuously decreasing Further reduction of «pure» sub-contractors Widespread sellers-markets Still increasing cycle time and automization/digitalization Enhanced requirements towards the procurement-function Transfer of strategic tasks in a forceful procurement-organization Technology- and trend-scouting (innovations etc.) Simultaneous engineering (SE) Optimization of the complete value chain processes in the supply network Development of supply network and all partners within Internal and external interface-management Relationship-manager to globally persuaded topsuppliers Economic boundary conditions Globalization still going on Undammed influence of financial markets Increasing ecological and social responsibility High impact on companies from VUCA 1) VUCA = Volatility, Uncertainty, Complexity, Availability Slide 4

5 Agenda Content 1 Contribution of (advanced) procurement to companies profitable growth 2 (Historical) evolution & CAMELOT s vision of the procurement in 2020 et. seqq. 3 The maturity-status of procurement in several industries 4 Design & characteristics of optimization projects in procurement Slide 5

6 The evolution of procurement in accordance with the related business-strategy The focus in procurement is changing from a pure price management towards an integrated LCC- & risk management in supply networks History - Strong Price Focus - Today (generally) - Category Management - Future (major trend) - Risk Sharing Partnerships (RSP)- Major characteristics High number of suppliers Significant number of pure suppliers Strong price- & price cutting-focus (major risks mainly on ultimate buyerside) Major characteristics Category management (ideally sliced, manageable units with unique supplier market) Enlarged TCO- & partly LCC-focus Concentration of suppliers (within category) High volume design-development orders (for complete products and/or modules for best bidding prices) Major characteristics Risk Sharing Partnerships (having sole responsibility for design, manufacturing & budget) Digital Mock Ups One global information-system (unique methods & processes, one data source & unique tools, unique understanding of the product, integrated risk management etc.) Complexity Slide 6

7 The evolution of procurement in accordance with the related business-strategy The proactive procurement-leaders are managing the (due to the complexity of RSPs required) specific preconditions quite professionally Preconditions Worldwide supply- & spend market-transparency Worldwide cost-/price-transparency Worldwide supply tiering-transparency Purchasing collaboration & cooperation (at respective supply tier-level) Dedicated innovations- & partnership-methodologies Integrated process management-capabilities Value creation-/target costing-capabilities Real-time, in depth risk- & alert-management-methodologies Cross functional teams with VUCA-planning-capabilities Integrated IT-landscape (ERP, Collaboration etc.) within a digitalized and connected supply network Slide 7

9 Achieved maturity-level of procurement excellence Maturity-level of the procurement-organization The maturity-status of procurement in several industries CAMELOT procurement study Based on CAMELOT-studies and the resulting CAMELOT-maturity model in procurement, the potential also for most industries is evident 2,5 5 Automotive- OEMs Telecomm. Retail Chemi cal 1) Automot.- 1 st -Tie. Aerospace Value Manager Lifecycle- Manager Commodity-/ Category-Manager Proactive 0 Furniture Machine Constr. Plant Constr. Pharma Complexity of the respective supply market 2,5 Rail 1) Just Blue Chips, SMEs judged (significantly) lower 5 Reactive Administrative Source: CAMELOT project-investigations and customer-analysis, valued and evaluated in CAMELOT Score-Test (PST) Slide 9

10 The maturity-status of procurement in several industries CAMELOT procurement study Best-in-Class companies do currently work on the professional management of the mega-trends in procurement (high-level excerpt) Cost Management Value Creation Management Simultaneous engineering & DtXapproach Supplier life cycle & risk management Strict TCO- & LCC focus as well as -management Closed loop spend management (based on reliable master data & governance) ANC & relationship manager for globally persuaded top suppliers BiC-Megatrends in Comprehensive value chain- / -creation focus Supply chain tiering & optimization of value-adding process Operational Excellence integrating digitalization & connectivity Integrated planning in the VUCA world Supply Chainfinancing-models alliances for PRand NPR-materials Technology- & trend-scouting Supplier Relationship Excellence Advanced TCO: Total Cost of Ownership LCC: Life Cyle Costing VUCA: Volatility, Uncertainty, Complexity, Ambiguity DtX: Design to-cost/-supportability etc. Slide 10

12 Gen. Goods & Services Spare Parts Investm. goods Telcommunication Infrastructure Design & characteristics of procurement transformation projects (status quo) Project example CAMELOT-procurement-transformation-projects are always aiming to increase the profitable growth of the company from strategy to results Structure & Basics Visions & Targets Category Strategies Transparency Sustainability Quick-Scan/ Score-Test (PST) Cost- & Performance-Benchmarking (of major -KPIs) Organizational Excellence (purchasing, cross-functionalstructures etc.) (Stakeholder-)/ Change Management Communication concept Manual for «Category Management» Methodology «RFQ»- Excellence (esp. for public tendering) Spend Cube Saving Guideline (approx. 70 rules for serial-, project- & purchasing & capital investm.) Priorization Modell for Category Optimization («Wave modell») Strategic guidelines for purchasing («10 commandments») International sourcing teams & alliances Concept for Demand Planning with Stakeholders (companyinternal) Role & responsibility of purchasing (e.g. governance within company) Added value of purchasing (with regard to the company-strategy «Vision 2020») 4 dimensions for optimizing the match of demand and supplier market (within the «Vision 2020») Amendment of demand planning with regard to an Integrated Planning Concept (with the supplier market) Market- & price transparency (per category) Active cost management (in categories) Development of short-, middleand longterm category strategies «Degree-of- hardness»- model (for savingscontrolling, incl. toolbasedclearance workflow with business partners) Implementation monitoring (monitoring all implementation degrees in all categories) Rolling adaption of business solutions (per category) Supplier evaluation, classification & management (incl. target agreements) Kaizen Qualification & training (within Corporate University) ANC («Advanced Negotiation Concept», e.g. auctioning, game theory etc.) - Seneca - Slide 12

13 Acceptance in the company Design & characteristics of procurement transformation projects (status quo) This evolution is an even midterm journey and needs sustainable management-of-change at bottom in two strategic dimensions 1 operator Quick-Scan/ Score-Test (PST) Cost- & Performance-Bench- marking (of 1 major -KPIs) Organizational Excellence (purchasing, Value- & cost-manager Value contribution cross-functionalstructures etc.) of purchasing (Stakeholder) Change Management Basic needs and measures: Establishment of operational Communication excellence in procurement as a basis for change within the company 2 2 Basic needs and measures: Not the demand carriers (dc) challenges the purchasing organization, the supply network manager in purchasing challenges continuously the demand carriers. This means in practice: Day-by-day, close relationship & coordination with dc Sustainable acceptance level and 4-eyes-principle Listing, adaptation and solution design for valid requirements and criteria due to profitable demand Support in innovation management Agility and effectiveness Change Management Establishment of alliances in the company (integrator) Qualification and talent management in purchasing Etc. Development, coordination concept and establishment of a saving guideline as an overall accepted basis for the value contribution of purchasing Manual for Unique strategies and «Category derived targets of the company, purchasing and the related cross-functional processes and boards (e.g. CFTs, SCs, PuCs, Management» PCs etc.) Established standards Methodology especially in the sourcing-process incl. related BiC-process model and quality-/tollgates Methodology of procurement «RFQ»-excellence and especially accepted EPI has to be sustainably conducted Design, management and Excellence controlling (esp. of worldwide markets and 3-dimensional supply-networks Digitalization of procurement for public (incl. all concerned department, E2E-digitalization incl. e. g. smart invoicing etc.) Etc. tendering) Slide 13

14 Design & characteristics of procurement transformation projects (status quo) CAMELOT strongly believes, that innovation and partnership have currently a higher contribution to companies success than a pure pricing-focus Source: BME, BMÖ Slide 14 Quick-Scan/ Score-Test (PST) Cost- & Performance-Benchmarking (of major -KPIs) Organizational Excellence (purchasing, cross-functionalstructures etc.) (Stakeholder) Change Management Communication concept Manual for «Category Management» Methodology «RFQ»- Excellence (esp. for public tendering) Potenzial in % Innovationsorientierte Hebel

15 Design & characteristics of procurement transformation projects (status quo) Project example CAMELOT mainly develops 10 commandments of procurement within its procurement transformation-projects eyes-principle: is a value creation-partner at eye height with especially the demand carriers and the management. Institutionalization of cross-functional SE-teams: Early purchasing involvement (EPI) and simultaneous engineering (SE) are basic elements for achieving value- and cost excellence. Integrated demand generation and decision process: Integrated platforms and escalation-scenarios securing, that all company activities are focused on the profitable growth of the company. Sourcing-Process: Definition, coordination and animation of a sourcing-gateway-processes with process- as well as performance KPIs & -management. Market- & cost transparency: Based on global transparency of the markets, definition of valid, quantitative target prices. Supplier consolidation & partnership: Consolidation of the supplier base aiming strategic- and risk sharing partnerships. Modularization: Segmentation of complex (investment) goods in components incl. the strategic provisioning of parts & conditions. Planning accuracy: In form and content valid & stable demand planning (preventive & historical), committed from the demand carrier. Network-management and -controlling: Horizontal- and vertical collaboration models in the N-tier supply network. Rolling risk- & supplier lifecycle management: Rolling risk management incl. dedicated measures for avoidance, shifting, reduction etc.. Slide 15

16 Contact details CAMELOT Group Walldorf; November, 25 th 2015 Alexander Frisch Head of Sourcing & Transportation CAMELOT Management Consultants AG Radlkoferstrasse Munich, Germany Phone: Fax: [email protected] Slide 16