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10 PESTLE/TRENDER (ett axplock för livsmedels-, lantbruks- & energiindustrin) The industry life cycle (travel & pharmaceutical industry) Porter s 5 forces model Political terrorism instabila politiska förhållanden (t ex Mellanöstern) avreglering Economical globalisering EU utvidgning ökade spannmålspriser ökade råvarupriser färre och större jordbruk ökad konkurrens och prispress (daligvaruhandeln har egna varumärken) outsourcing av arbetsintensivt arbete österut (t ex helpdesk, AP, Contract Management iindien, Malaysia och Kina) konkurrens om inköpstalanger Technological Environmental integrerad teknik (internt/externt mellan företag & olika tekniker) naturkatastrofer (i.g. tsunamis) epedemihot (SARS, fågelinfluensa, galna kosjukan) klimatförändringar ökad miljömedvetenhet (klimatmärkning) alternativa energikällor (biobränsle) INTRODUCTION GROWTH MATURE DECLINE new travel industry (i.g. LCC, web travel agents) pharmaceutical industry traditional travel industry Social ökad internet användning, mobilkommunikation ökad leisure-work balance fokus Legal hälsomedvetenhet kunder villha sundaprodukter, veta ursprung och innehåll störreförtroendeattteknikspar tid ochpengar Corporate Social Responsibility EU direktiv/lagar Create generic market Take risks Many products Develop technology Rapid response Develop mkt position STRATEGIC THRUSTS Become mkt leader Establish distribution Establish technology Establish manufactrg Invest for the future Massmkt Standard product Invest to reduce cost Operating efficiency Maintain mkt share Rationalization Profitability Consolidation Cash throw-off Manage investment Maximize cash throw-off Time

11 Income Segmentation and Classification the basis for prioritization and strategies Increased income Effektivitet & Besparingar Non-critical Categorizing Spend analysis Prioritization Purchasing Strategy Purchasing Process Leverage Bottleneck Profit Other Costs Purchased Goods and Services Category A Category B Category C Category D Category E Category F Category G Business impact High Low Copy paper (Office supplies) Supply Market complexity High Decreased costs Sourcing Contracting Purchase to Payment Supplier Purchase Purchase Delivery Invoice Supplier requisitioning ordering management Processing Payment Transaktionsorientering Kännetecken: Decentraliserat Alla köper in Orderläggare i produktion Kommersiell orientering Fokus: Servicefunktion Kostnadssänkningar Dilemma: Ingen helhetsbild Inköpsstrategi & mål saknas Upphandlingsfokus Inköp egen avdelning Besparingar mäts Styrning av leverantörsbas Samordning av inköp Besparingar genom synergi Strategi & mål Gemensamma policies, processer & system Globala leverantörer Styrning av kontrakt CSR Intern integration Totalkostnader Tvärfunktionella inköpskategoriteam Processinriktat inköp Klassificering av leverantörer Strategic Extern integration Optimering av leveranskedjan Make or buy outsourcing Innovationssamarbete med leverantörer Avtalssystem & e-procurement Kommunikation & Socialt motstånd samarbete Nya kompetenskrav Informationsinfrastruktur Integration av värdekedjan Total kundnöjdhet Kunddrivna värdeskapande aktiviteter Globalt leverantörsnätverk Hela organisationen delar en gemensam vision Globalisering HRM - Human resource management Tid Spend analys Identifiera: Total inköpsvolym Inköpsvolym - per inköpskategori - per leverantör - avd/bolag/ao/land Antal leverantörer Antal fakturor m m Internt/Externt Externt Källa: H Edvall 2009 Totalt Inköpsvolym per inköpskategori Summa av SummaförSpend Produktion Mafö & sälj Emballage Fastigheter Media Övrigt gemensamt Fordon IT Arbetsplats & kontor Tvätt & arbetskläder HR Telefoni Affärsresor Post & bud Konferenser & möten Ekonomi Säkerhet Juridik Släpp seriefält här Totalt Inköpsvolym, leverantörer och fakturor Huvudkategori

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16 Entire external spend divided into categories Category Map 36 Categories Sub-Categories Cross functional category teams responsible for managing the spend. Category Teams Global/National Teams Cross functional Cat Team X A category plan for each category provides overall direction and lists prioritized value projects Category Plan At category/sub-category level Sourcing strategies provide detailed direction Sourcing Strategy Sub-category level, or other cluster Sourcing Strategy Sub-category level, or other cluster Sourcing Strategy Sub-category level, or other cluster Cross functional teams deliver value through sourcing projects Sourcing Projects & Value Tracking Sourcing Projects & Value Tracking Sourcing Projects & Value Tracking

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18 Income Increased income Categorizing Spend analysis Prioritization Purchasing Strategy Purchasing Process Profit Other Costs Purchased Goods and Services Category A Category B Category C Category D Category E Business impact High Sourcing Contracting Purchase to Payment Category F Category G Low Copy paper (Office supplies) Supply Market complexity High Purchase requisitioning Purchase ordering Delivery management Supplier Invoice Processing Supplier Payment Decreased costs

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21 The members of the Global Business Travel Team David Snow North America John Cole Business Champion & Lead (& UK) Roland Johansson Finance & Sweden Didier Collin ISMO Rep Global Business Travel Team Helena Brynolfsson Category Lead & Purchasing SME s The category team is empowered to make sourcing decisions for AZ Subject Matter Experts - support and advise the team when required - lead projects in their respective areas, Airlines: Jo McGregor Hotels: Magnus Thelander Rental Cars: Jo McGregor Travel Agents: TBD by team

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29 Income Increased income Profit Other Costs Purchased Goods and Services Categorizing Spend analysis Category A Category B Category C Category D Category E Category F Category G Business impact High Low Prioritization Purchasing Strategy Copy paper (Office supplies) Supply Market complexity High Purchasing Process Sourcing Contracting Purchase to Payment Supplier Purchase Purchase Delivery Invoice requisitioning ordering management Processing Supplier Payment Decreased costs

30 Income Increased income Profit Other Costs Purchased Goods and Services Categorizing Spend analysis Category A Category B Category C Category D Category E Category F Category G Business impact High Low Prioritization Purchasing Strategy Copy paper (Office supplies) Supply Market complexity High Purchasing Process Sourcing Contracting Purchase to Payment Supplier Purchase Purchase Delivery Invoice requisitioning ordering management Processing Supplier Payment Decreased costs

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33 The members of the Global Business Travel Team David Snow North America John Cole Business Champion & Lead (& UK) Roland Johansson Finance & Sweden Didier Collin ISMO Rep Global Business Travel Team The category team is empowered to make sourcing decisions for AZ Helena Brynolfsson Category Lead & Purchasing SME s Subject Matter Experts - support and advise the team when required - lead projects in their respective areas, Airlines: Jo McGregor Hotels: Magnus Thelander Rental Cars: Jo McGregor Travel Agents: TBD by team

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