Repetition SCM Produkt-, informations- och varuflödet TPS Toyota Production system Ökad vinst minskad risk Outsourcing Försäljning, bolagsbildning, överlåtelse, omforma Fokusera på kärnverksamhet Nästan allt kan outsourcas men det är inte lätt
Dagens ämne Category Management Kategoristyrning
Cost Risk Value by Arjan van Weele To create customer value Work on cost reduction Risk management
HP merger with Compaq 2001 $ 43 billion in production materials spend / yr Hybrid approach (centralized and decentralized) Procurement council Core teams
IKEA Bygg konkurrenskraft kring inköpsfördelar Ikea har drivit kategoritänkandet långt Stenhård sortimentsstruktur, sortimentsstorlek Ett värdekedjeperspektiv på hela inköpsarbetet
Category Management
Category Management in Purchasing /Jonathan O'Brien
Category Management in Purchasing /Jonathan O'Brien
Current situation analysis and stakeholder comments The category management process Category Management Process work flow outline Segment potential analysis SWOT analysis Supplier profiles Goals and performance metrics Target Matrix Agenda Intro Verify current situation Segment potential SWOT Supplier profiles Sum-up and next step Goals and performance metrics Kraljic Analysis Detailed action plan for the work going forward Implementation
Main deliverables Effso Sourcing Development Transformation framework consists of a holistic approach of processes and tools 2a. Strategic planning 1. Spend analysis 2b. Category planning 3. Capability development and category realization 4. Follow-up and continuous improvement 2c. Quick wins realization Activities Verify existing spend analysis and supply market assessment Verify existing overall target matrix (targeted quantified improvement potential) Category plan and target matrices Quick wins realization Capability development will target one or more of the following key aspect of the procurement function Processes Organization Resources (System & Personnel) Continuous improvement of the procurement function driven by the line organization Post-transformation evaluation and reviews
Tvärfunktionella team
Kategoriträd
Grupparbete Två företag Korsnäs och E.ON nordic behöver hjälp med sin kategoristyrning. Med hjälp av utdelat material är uppgiften: Diskutera inom gruppen vilka volymer % det kan röra sig om per kategori Placera in kategorierna i Kraljics matris Vilka funktioner / personer skulle ni vilja ha med i ett tvärfunktionellt team (per kategori)
Affärsrisk Lönsamhetspåverkan Hög Inköpsstrategierna - förflytta sig i matrisen alternativt stå kvar Utveckla strategiskt partnerskap Dra fördel av köparens förhandlingsstyrka LH 7 6 Hävstång Strategisk 1 2 3 HH Behåll strategiskt partnerskap Acceptera inlåst partnerskap Avsluta partnerskap, finn ny leverantör Samla ihop behov Individuell beordring, sträva efter effektiv orderprocess Låg LL 8 9 Stapel Icke kritisk Flaskhals Leveransrisk Leveranskedjans komplexitet 4 5 HL Hög Acceptera beroende, reducerad negativa konsekvenser Reducera beroende och risk, sök andra lösningar Källa: M.C.J. Caniëls, C.J. Gelderman / Journal of Purchasing & Supply Management 11 (2005) 141 155
Tillväxthastighet Bostonmatrisen Hög Problembarn Stjärnor Låg Byrackor Mjölkkossor Liten Stor Marknadsandel
Val av strategimodell och positionering en eller flera strategimodeller några vanliga är Kraljic, Boston eller relationssegmentering
Category Management Konkurrentanalys (var köper andra) Prisindex Teknikutveckling Upplevda problem Framtida utmaningar
Kraljic nuläge Category Management Analys Bef inplacering i Kraljic Vald position eller tvingad Styrkeanalys Tillämpas basstrategi Framgångar och misslyckanden vid tillämpning
Category Management Kraljic framåt Önskas förflyttning av position i Kraljic? Vad krävs för att flytta? Är det värt besväret? Strategi för förflyttning
Category Management Strategisk plan Kartläggning Analys Målformulering Aktiviteter Tidssätt
Achieving Purchasing Excellence Low switching time / costs Significant competition Commodity suppliers Non-critical / low volume and value Higher switching time / costs Limited competition Potential risk Higher volume / value High switching time / costs Many personnel/functions are involved Significance for risk/return is high High volumes/value Strategic item BASIC STRATEGY ADVANCED STRATEGY MOST ADVANCED STRATEGY Three basic types of commodity strategies can be identified... (adapted from Monczka (1998))
Kraljic s purchasing matrix as a basis for choice of strategy Financial impact High Low Leverage items (Competitive procurement) Standard items (System agreement + e-business solution) Strategic items (Partnership) Bottleneck items (Reliable supply + search alternative) Low Supply risk High Source: van Weele, Purchasing and Supply Chain Management, 2002 33
Portfolio Management - Kraljic High Impact on financial result Low Leverage products Competitive bidding Routine products E-Procurement solutions and e-catalogues Low Supply risk Strategic products Performance based collaboration Bottleneck products Secure supply and search for alternatives Buyer perspective High Source: A van Weele, Purchasing and Supply Management 2002
Portfolio Management - Kraljic Customer portfolio analysis High Attractiveness account Low Development segment Pamper customer Provide new ideas and new products Nuisance segment Give little attention to customer If not profitable: say goodbye to customer Low Core segment Keep customer at all cost Provide superior service and quality Exploitation segment Charge premium price Beware for losing customer Competitive Position Relative to other suppliers Seller perspective High Source: A van Weele, Purchasing and Supply Management 2002
Kraljic s matrix Systems, working with reduction of administration and logistic costs (order, confirmations, invoice, controls and storage). Reducing the number of suppliers increase orders to fewer suppliers Seek standardisation, standardize cooperation Reduce transactional costs Use frame agreements Minimizing transactional costs
Kraljic s matrix Portfolio management - create larger volumes and fewer variations/adjustments Coordinate purchasing with other units for maximal purchasing/negotiation power Reduce the number of suppliers, though at least two Seek a mix ox contracting and spot buying Total cost thinking (TCO, LCC) e.g through improved information and Supply Chain Management Follow price and index development Change volumes and suppliers to maximize competition Price focus
Kraljic s matrix Use safety storage and back-up planes Make shortage analyses and risk analyses of assortment but also make/buy analyses Seek substitutes If possible integrate vertically, buy suppliers, constructions or patent Try to make long term analyses concerning the coming marketand capacity development to avoid shortage Delivery precision
Kraljic s matrix Stable and long term relations Mutual trust and seek win-win Cooperation and shared product development Early involvement of supplier in product and market development, sharing risk, costs and competences Certify supplier, shared goals Shared projects and teams with frequent and open information exchange Top management commitment, stimulate benchmarking Consider make/buy, often single sourcing TCO- focus and cooperation
Kraljic s matrix and power balance Handling the power balance High Financial impact Leverage products Buyer dominated Routine products Strategic products Bottleneck products Supplier dominated Low Low Supply risk High Source: A van Weele
Kraljic s matrix and power balance High Leverage products Strategic products Buyer dominated Financial impact Routine products Bottleneck products Supplier dominated Low Low Supply risk High Source: A van Weele
Category Management Förbättrad produktspecifikation Processförbättringar med leverantör Ändra leverantörsrelationen Volymkoncentration Global sourcing Kostnad/Pris analys
Grupparbete Med hjälp av tidigare gjord kategoriindelning skriv en strategi per kategori uppdelad på: Övergripander fokus och en mer detaljerad inköpsstrategi Behöver vi flytta produkterna i Kraljics matris eller inte?
e-sourcing SRM Category Management Supply Side CSR Lean in the supply chain
Kraljics inköpsmatris Olika företag har olika fingeravtryck Systemleverantör fordonsindustrin Byggföretag LH HH LH HH Hävstång Strategisk Hävstång Strategisk Stapel Icke kritisk Flaskhals Stapel Icke kritisk Flaskhals LL HL LL HL Grossistföretag Medicinteknikföretag LH HH LH HH Hävstång Strategisk Hävstång Strategisk Stapel Icke kritisk Flaskhals Stapel Icke kritisk Flaskhals LL Exemplen är hypotetiska, verkligheten kan skilja sig väsentligt HL LL HL
Power Matrix
Summering Ursprunget från marknadsföring Kategoriserar spenden till marknadsorienterade kategorier Kräver strategiskt tänkande marknadsfokus och förändringsdriv Processen kombinerar strategiska inköpsverktyg med förändringsvilja och bättre affärer Ger dramatiska besparingar, reducerar risker och ökar innovationer