Dagens agenda. Kompetens

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2 Syfte och krav. Introducera studenten till ett sätt att relatera till kompetensutveckling inom inköp. Det ges även en insikt i vilka kompetensområden som kan adresseras. onsdag den 24 mars

3 Dagens agenda Kompetens onsdag den 24 mars

4 Competence = Knowledge + Skills + Ability + Attitude According to SS Competence is the ability and willingness to perform a task by the use of knowledge and skills

5 Which competences will then be the outmost important to meet the future?

6 Inköpares kompetens bl.a. Inköpsteknik Kunskap (teknik IT etc) Engelska Försäljning (Övertyga) Excel Taktik Förhandla Projektledare

7 En undersökning gav svaret: First the basic competences: 1. Category management 2. Negotiation 3. Sourcing and contracting

8 And then those of increasing importance; 1. Total business understanding and managing (Through SCM including your co s customers) 2. Make/buy & design/buy (outsourcing and off shoring) analyzing and project participating, due to the increasing activity of change of core definition. 3. Through global sourcing (not only international buying)

9 6. Logistics, due to shorter lead times and longer transport distances. 7. Influence and communication, the difference between: To have right and to get the right decisions! 8 Languages, Global sourcing and international trade without agents!

10 When these competences is identified it is time to set target levels for all selected competences.

11 At this point you have to measure the present level

12 Mäta kompetens

13 Mäta kompetens Intervju Självuppskattning Frågeformulär

14 Mäta kompetens Skalor Noggrannhet

15 Competence development process Present level Purchasing Development - Way ahead Vision, goal and strategy - future purchasing Competence analysis Competence planning Conducting Evaluating Competence need Competence assessment GAP-analysis Long- and short term competence goal Competence development plans Competence development activities Evaluate fulfilment and change

16 When the Analysis is done you must make up a plan how to fill the GAP. Such a plan shall as a minimum contain:

17 Job rotation issues Layoffs Recruiting On the job training Take back on a experienced college Mentors Classroom training Projects Seminars Benchmarking

18 Vision, culture and competence must coincide Visible leadership and communication Visions and goals What does it take to be successful? Inspiring goals Can t do it! Culture/Attitude What do the organisation want? Success field Don t know how to do it! Don t want to do it! Capabillity What can the organisation do? Competence development

19 Vilka roller kan finnas på en inköpsavdelning? Function Responsibilities Skills required Corporate buyer Strategic commodities Specialist commercial skills Long-term planning horizon Communication skills Broad business orientation Purchasing engineer New materials and components. New suppliers All-round technical background. Medium-term planning horizon Commercial skills Communication skills Project buyer Equipement and services Specialist project manager skills. Team player. MRO buyer MRO supplies Generalist. Efficient order handling. Service oriented Commercial skills Materials planner Materials and order planning. Order handling. Vendor rating All-round common sense. Stress-resistant. Service oriented Problem-solving skills onsdag den 24 mars

20 Introduktion kompetensstjärna. Verktyg för att identifiera kompetens-gap och utvecklings-/utbildningsbehov. Används på bl.a. Ericsson, AstraZeneca och Saab. Etablerat inom många gebit. onsdag den 24 mars

21 Example of Competences Business skills Company environment/ context Company end customer market IS/IT- general General skills Languages Project management Company positioning and development Company business processes and IS/IT Leadership Creativity Supplier market Analysing skills Economy general & accounting Business process management Flexibility Human skills Influence & communication Legal Contract Negotiation Logistics Professional skills Purchasing technique Supplier development Cooperation

22 Kompetensstjärna Kompetensprofil inköpare - exempel Kvalitet Chefsskap 5 Team ledarskap Supply Chain 4 Utbildning Ekonom isk analys Risk Managem ent Förm åga att kom m unicera Medveten om andra kulturer Avtalskunskap 0 Språkkunskaper Leverantörsutveckling Kund krav Nisse Upphandlingskom petens Förm åga att förhandla Om världsanalys System kunskap Verksam hetsanalys Produkt- och företagskunskap Mål för gruppen onsdag den 24 mars

23 Öppna frågor Vad innebär de olika kompetensgrupperna? Hur noga skall man mäta? Hur ser krav bild ut:? Miniminivå för individ. Miniminivå för avdelning. Kompetensprofil inköpare - exempel Chefsskap Kvalitet 5 Teamledarskap Supply Chain 4 Utbildning 3 Ekonomisk analys Förmåga att kommunicera 2 Risk Management Medveten om andra kulturer 1 0 Avtalskunskap Språkkunskaper Leverantörsutveckling Kund krav Nisse Upphandlingskompetens Systemkunskap Mål för gruppen Förmåga att förhandla Verksamhetsanalys Omvärldsanalys Produkt- och företagskunskap Önskvärd nivå för individ att klara framtida behov. Önskvärd nivå för avdelning att klara framtida behov. onsdag den 24 mars

24 Hur kan man använda kompetensstjärnan? Detaljerad inventering av individs kompetens. Analysera kompetensbehov på avdelningen för att säkerställa total tillgång till kompetens. Individ kompetensansvarig inför gruppen? Kompetensprofil inköpare - exempel Chefsskap Kvalitet 5 Teamledarskap Idéer????? Supply Chain Ekonomisk analys Risk Management Utbildning Förmåga att kommunicera Medveten om andra kulturer 0 Avtalskunskap Språkkunskaper Leverantörsutveckling Kund krav Nisse Upphandlingskompetens Förmåga att förhandla Omvärldsanalys Systemkunskap Verksamhetsanalys Produkt- och företagskunskap Mål för gruppen onsdag den 24 mars

25 It s a cross-functional team work! Handelshögskolan - Purchasing development and modern purchasing roles 25

26 The Symphony Orchestra You need to play the same tune You need to get al to play coordinated You need to have al follow the conductor You need to motivate al to perform on the same stage/arena You need to have al realize their part of the act You need to have al to respect the role of others

27 The Symphony Orchestra Coordinated it sounds better Some are in charge, 1st violinist and the director Without support it does not work Can you accept soloists? YES! as long as they play in harmony with the others To get full efficiency must al be part

28 Role description Category manager The role description describes the main tasks for a Category manager connected to the different setups in the purchasing process. The overall description of the process is based on Generic Purchasing Process. - Demand & requirement analysis Market analysis process - Agreement process Supply process Follow up process 1.Demand & requirement analysis The process step includes mapping and determining the company s sourcing need by looking at the nature of the product, quality, volumes e t c in other words pin-pointing those internal company needs that can be satisfied by external resources. Responsibility: question and challenge demand specifications with the purpose of open a lager supplier market, and/or standardisation of used products and services Main tasks Analyse the company spend data Analyse in- or out-sourcing opportunities Determining the purchasing requirements by examining the functional or technical specification regarding quality-, logistics-, maintenance specifications, legal and environmental requirements and target budget etc Compare with needs from other user situations to determine possible benefits from economies of scale Suggest alternative or adjustments to the demand specification Transform the functional or technical specification to a RFQ- document or a purchasing order content.

29 Role description Category manager The role description describes the main tasks for a Category manager connected to the different setups in the purchasing process. The overall description of the process is based on Generic Purchasing Process. Demand - - & Market Agreement requirement analysis process analysis process Supply process Follow up process Market analysis process Mapping the supplier market total possibilities to solve the company s needs and to make a selection of potential suppliers that can for fill this need. Responsibility: To compare the purchasing order content with the supplier market offering and match them together Main tasks 1.Inquire if there is a frame agreement with the preferred supplier 2.Examine how the product previously been sourced. Examine the evaluation of previously used suppliers. 3.If there is no previous suppliers or the used suppliers has a bad record scan the market for new suppliers. 4.Determine, depending on the characteristics, if you should scan global, national or local. 5.Pre-qualification of possible suppliers 1.Agreement process The process step includes transforming the matching internal needs and external offerings to a purchasing agreement. Responsibility: To include and optimize al, necessary but no more, agreement content that is required to assure AstraZeneca the best possible deal with the most suitable supplier for that order taking al aspects into the decision. Main tasks Preparation of the request for quotation Analysis of the bids received. Semi qualification of suppliers to select suppliers to negotiate with. Preparing and conducting negotiation with supplier in order to establish an agreement. Final selection of supplier

30 Role description Category manager The role description describes the main tasks for a Category manager connected to the different setups in the purchasing process. The overall description of the process is based on Generic Purchasing Process. - Demand & requirement analysis Market analysis process - Agreement process Supply process Follow up process 1.Supply process The ordering and delivery stages including establish efficient ordering and payment routines between the buying company and the supplier Responsibility: To transfer the order form to the selected supplier using IT-supported system included al other administrative instructions needed to achieve a firm administrative process. Main tasks Issue PO s Take action if needed to adjust instruction on supply of al kind. Take action on al reclamations or deviations If needed conduct invoice control 1.Follow up process The process step includes: measuring and follow up on the hole purchasing process as well as the suppliers efficiency and identifying areas for improvements and development Responsibility: To measure the indicators needed to give feedback to internal customers and data to analyze and discuss with suppliers if the result of the supply have reach the goals set. Main tasks Carry out supplier evaluation Identify other areas that shall be measured Assure that the measurement is correct Collect and present data in a communicative way Discuss and value the data with the responsive functions