Overzicht van het eprocurement landschap!privé inkopen via het internet.!professioneel inkopen via het internet.!content.!spelers.!portal Standards.

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1 eprocurement bij de Nederlandse Aardolie Maatschappij Programma!Privé inkopen via het internet.!professioneel inkopen via het internet.!content.!spelers.!portal Standards.!Business case.!team samenstelling.!roll-out.!inrichting proces en content oplossing.!resultaten.!aanbevelingen. Privé inkopen via het internet 1

2 Privé inkopen via het internet SELLER / MANUF. Wehkamp ERP eproc. enabeler BUYERS Privé persoon A OTTO ERP eproc. enabeler ecat Privé persoon B ecat bol.com ERP eproc. enabeler Privé persoon C ecat Mogelijk landschap; professioneel inkopen via het internet SELLER / MANUF. PORTALS BUYERS BADOTHERM Trade-Ranger SAP NAM EBPro Req Halliburton OFS Portal Shell SAP EBPro Req Rolls-Royce Guilbert ERP EXOSTAR eproc. enabeler ecat BOEING 2

3 Content!Wat wordt bedoeld met content!wat zijn attributen!welke vormen kennen!wie managed en host content Content; voorbeeld Manometers,table display f f f f f f f f 3

4 Unit of Measure code volgens UN/ECE wordt niet getoond, maar gaat wel mee in transactie! Content; voorbeeld Manometers, item details dddddddd rrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrr common attibutes category specific attributes Indicator, pressure gauge, stainless steel, bourdon, 100, , bar, direct mounting, bottom BDT20 Content; voorbeeld Manometers, specificatie 4

5 Specification type & Content type Specification Type What we can buy based on Manufacturer/ Supplier or Contractor specifications What we want based on Buyer non-discriminative functional/technical specifications Content Type Content Lite Power Content Punch Out/Round Trip Configurator Content; options (who and were will content/master data be managed/hosted?)!buyer managed, Buyer hosted!supplier/contractor managed, Portal and Buyer hosted!supplier/contractor managed, Supplier/Contractor hosted; accessable with Punch Out (incl. roundtrip/configurator).!no Catalogue 5

6 Mogelijk landschap; content management, content exchange (CX) en hosting SELLER / MANUF. PORTALS BUYERS BADOTHERM cx Trade-Ranger cx SAP NAM EBPro edit Req Halliburton punch-out cx cx OFS Portal cx Shell SAP EBPro Req Rolls-Royce Guilbert ERP EXOSTAR eproc. enabeler ecat BOEING Spelers!Marktplaats: leveranciers/aannemers, kopers en portals.!inrichting proces en content keuze: leverancier/aannemer, key-user(s), expertise-houder/contract-houder, contract-engineer, standardiser, change-manager.!content creation: fabrikant (technical data), leverancier/aannemer (commerciële data), content factory.!onboarding: zelf doen of uitbesteden.!software Leveranciers en Consultancy!eProcurement stimulatie: stichting TxU Noord-Nederland. Informeer bij Kamer van Koophandel! 6

7 Voorbeelden van marktplaatsen (Portals) slide 1 Levensmiddelen: Jcommerce Retail WorldWideRetailExchange CPGMarket: Levensmiddelen Transora: Levensmiddelen Olie, Gas, (Petro)chemie en Energie: Chemconnect: Chemiebeurs ChemUnity: Chemicaliën Elemica: Chemicalien TradeRanger:Petrochem&Energy Oil Field Services industry: OFS Portal Voorbeelden van marktplaatsen (Portals) slide 2 Staal: STEEL24-7: Joint venture Arcelor, Corus en Thyssenkrupp Steel Quadrem: Mijnbouw, delfstoffen en metaal industrie Steeltrading: Neutrale Europese e-markt Vliegtuigindustrie: Exostar: Aerospace and Defense Industry's Online Trading Exchange Buyer / Supplier eigen: Wavin: Kunststoffen fabrikant Volkswagen groep: Fabrikant van diverse automerken 7

8 Voorbeelden van marktplaatsen (Portals) slide 3 Other: Industrienet: service provider (spareparts>equipment relatie) Links naar ebusiness Initiatief Noord Nederland: Om eprocurement bij toeleveranciers en uitbesteders in Noord Nederland op gang te krijgen, is de stichting TxU Noord-Nederland in het leven geroepen. TxU Noord-Nederland ( is een initiatief van een groep internationaal opererende Noord-Nederlandse uitbesteders, regionale overheden en de NOM (NOM < Het doel van de stichting is om via concrete en projectmatige activiteiten de positie van Noord-Nederlandse toeleveranciers te versterken. Portal Standards! Classificatie (category) structuur en attributen; Trade-Ranger TROCS Hoe staat dit in relatie met STEP Standard for the Exchange of Product model data, ISO 10303).! Attribute names; common en category specific.! Eenheden codes voor trade; conform UN/ECE ANSI T-355! Currency codes voor trade; conform UN/ECE Spend classificatie structuur; conform UN/SPSC (United Nations Standard Products and Services Code Catalogus transfer; Open Catalogue Interface standard (SAP-OCI).! Format voor transacties; XML (extensible Markup Language) varianten API/PIDX,CIDX Klanten bestand van leveranciers beslaat vaak meerdere markt sectoren, dus verschillende portals; strategie? Werken zonder Industry Sector Portal; afspraken tussen Leverancier en Buyer. Genormaliseerde content is een absolute voorwaarde voor eprocurement! 8

9 Portal Standards, Trade-Ranger s Open Content Standard (TROCS) Inkoop perspectief eprocurement ontwikkelt minder snel dan verwacht, maar gaat toch gestadig door. Pilots, mislukkingen en successen. 9

10 eprocurement accepteren als een onvermijdelijke ontwikkeling of business case opstellen? Pilot in voorjaar 2000 gestart:!geen integratie met back-end systeem.!weerstand onder merendeel van betrokkenen.!initieel een paar transacties, maar geen vervolg.!pilot gestopt. Huidige project gestart in het voorjaar van 2001:!Nadat beperkte integratie met back-end systeem technisch mogelijk werd.!eerst opstellen business case.!connectivity test met de eerste 3 leveranciers/aannemers eind 2001.!Januari/maart 2002 opzetten en testen EBPro.!Uitrol naar 18 leveranciers/aannemers april/mei 2002.!Daarna verdere uitrol naar leveranciers/aannemers, gebruikers en functionaliteit. Business case, benefits!transparency: spend management.!cost reduction by: - Increased compliance with contracts by improved visibility of contract info. - Better management information, resulting in better sourcing. - Increasing opportunities to use regional and global contracts. - Price reduction by increased volumes and reduced administrative costs. - Increased benchmarking capability in procurement. - Simplification of processes; - more efficient standardized buying processes, - increased speed in requisition-to pay process, - increased user friendliness, - further delegation of purchasing activities. - More accurate information (automatic update of documents); paperless. - Standardization of materials and services and reduction of stocks.!best practice sharing & Alignment with corporate strategy 10

11 Business case, savings Savings estimate NAM eprocurement 2003! Approx 1,0% capex; 1,5% opex! Benchmark: estimates are conservative.! 50% realized in 2003, 100% in % 14% 27% Strategic sourcing Compliance Supplier Price Reductions Efficiency 17% Standardisation\ 31% eprocurement kosten!portal lidmaatschap: bij Trade-Ranger alleen de Kopers.!Transactioneel: bij Trade-Ranger geen kosten.!data hosting op marktplaats: bij Trade-Ranger tot 500 MB geen kosten.!content management (creation en maintenance): zelf doen of door Content Factory.!Menskracht: Project team en additioneel. 11

12 eprocurement kosten; menskracht Totaal Manpower manyears Supplier Recruitment 0,3 1,8 1,0 3,2 Change Management 0,0 0,8 0,8 Systems & Processes 0,9 2,6 2,0 5,6 S&P Consultants 1,2 2,9 2,0 6,2 Content Management 0,4 2,8 2,7 6,0 Project Management 0,3 1,0 0,5 1,9 Total manyears 3,2 12,0 8,2 23,4 Additional manpower manyears CP engineer support 1,0 Contract holders support 1,0 User support 1,4 Total 3,4 Strategie!One team with all required disciplines; Multidisciplinaire samenstelling van het project team, waar Standaardisatie & Catalogue Management een volwaardig onderdeel van uit maakt. Dus niet alleen door inkoop gedreven.!first target specific areas with small user groups; geleidelijk aan nieuwe gebruikers voor bestaande catalogussen toevoegen.!relatively simple processes and catalogues!supplier recruitment process synchronized with technological maturation process!co-operate with Shell OU s and SAP Blueprint start small, grow fast! 12

13 Inrichting verwerving-proces Na evaluatie van de implementatie van de eerste groep vendors is voor een workshop aanpak met alle stakeholders gekozen.!schets bestaand verwerving/levering/betaling-proces Bij de koper en vendor.!bepaal eprocurement scenario!bij semi-optimaal scenario, spreek groei mogelijkheden af Om allerlei redenen kan ook besloten worden om bijvoorbeeld eerst alleen maar de Business Connector te installeren (geen print, Fax of EDI, maar een XML-bericht via Trade-Ranger). Example; current Business Process (Basic) Create Workorder NAM Purchasing Process Legend SAP Process Add Operation Choose Material Automated Process Approve Workorder Fysical, Not recorded Create Purch.Req. Pur.Req. Convert Pur.Ord. Send Purch.Order Fysical Receipt Returns Goods Receipt SAP R/3 Payment Purch.Order Send Call Report Delivery Ticket Return Receipt Invoice Vendor Business Process 13

14 Example; new Business Process (Basic) Create Workorder Legend EBP Process SAP Process NAM Purchasing Process Phase 1. Phase 2. Approve Workorder Create Shopping Cart Approve Shopping Cart Fysical Receipt Returns Approve Service Entry Create Purch.PO Send PO & Receive Confirmation Fysical, Not recorded Call Report Delivery Ticket Return Receipt Confirmation GR/SE Automated Process Vendor Business Process Phase 3. Payment ERS Invoice Content oplossing!content strategy angle: - NAM (per commodity or product/service-group). - Supplier/Contractor. - Industry sector. - Global Shell (per commodity or product/service-group).!strategisch keuze van content op basis van descision tree.!kennis van de strategische waarde van eigen spec s - Om niet onnodig door te gaan met het zelf beheren van content. - Om te voorkomen dat waardevolle kennis, opgesloten in what you want -type specificaties, verloren gaat en wordt ingeruild voor what you can buy en de link met de oorspronkelijke proces/omgevingscondities, wet/regelgeving, standaardkeuze en overige eisen verloren gaat. De "Development cycle" geeft inzicht in alle stappen. 14

15 Strategisch keuze van content op basis van descision tree Content Model Categories and suppliers Content Format Content Management 1 2a Can the items be Is the 3 purchased if they are Yes item integrated No Are the items custom No catalogued or closely with the configured? confiigured? ERP? Inventory, Bom s Special request Tasklist, etc. e.g. Transmitter, No Yes well head, PC etc. Enginered items Yes No Buyer Hosted Content Yes Internally Hosted Catalog Yes e.g. Deutag, Itag, Weatherford etc. 4 7 Do key Does the characteristics of supplier plan to or catalogue pass has generated a buyer hosted catalogue guidelines for TR? e.g Guilbert e.g.weatherford Yes Buyer Hosted No Catalog (Special Request / Free text) No Buyer Hosted Content Internally Hosted Catalog 2b Will the supplier provide Shell specific information in the catalog? 5 e.g. hoses 6 Evaluate No content channels for all suppliers in the category e.g. Wellhead Cameron Compare Suppliers selected e.g. IM/IT for punchout Services e.g. hoses Eriks SITI, Origin No clear Suppliers not selected strategy 8 available Do the sell sites meet for punchout Shell requirements Scope & OCI TR Managed (through Content Exchange) Supplier Managed (through CI - not currently available) Buyer Managed No e.g. Deutag, Itag etc. e.g.? e.g Guilbert e.g. hoses Eriks Yes Supplier Hosted Buyer Hosted Reconsider using TR or delay catalog integration Punchout Catalog (to Supplier) See additional considerations Buyer Managed Supplier Managed (through CI - not currently available) TR Managed (through Content Exchange) Supplier Managed DEVELOPMENT CHAIN FOR PLANT PIPING & VALVES. From process conditions to Piping component product specifications & selection of approved makes and types. What we want What we can buy Process Conditions Select Design Code Develop Piping Classes Develop Buying Descript. Sourcing 9 Vendor Qualification Selection of Solid Basis for Piping Class Material Masters Group of Qualified most used Design conform Selection Tables General MESC Potential Manufacturers Process PED & HSE Components Specifications Manufacturers & Suppliers Conditions Regulations Standard Ordering Notes & Suppliers Assemblies 2 Select Material 4 Design / Engineering 6 Tech. Requirem. & Rationalize 10 Tech. Product Evaluation Memorandum of Materials Risk Analysis Press. Integrity Compliance Stand. Drawings etc. Piping Classes, complying with: - PED & HSE Regulations - Variety Control Technically Approved Makes & Types Accepted Deviations 15

16 Resultaten!High complexity of roll out due to many interfaces.!valuable learning from each roll out.!issue list is long (95 issues) and dynamic (25 closed in three weeks).!supplier on boarding is not the challenge, keeping suppliers on board is (roll-back).!40 Vendors live.!8775 items beschikbaar in de ecatalogus voor materialen en diensten.!1 Punch-out catalogus operationeel.!1 Vendor met total integration binnenkort operationeel. eprocurement resultaten met nu 40 Vendors live slide 1 Number of e-procurement order items (cumulative) e-procurement orders Week 16

17 eprocurement resultaten met nu 40 Vendors live slide 2 Number of e-procurement order items versus total order items created Percentage 35% 30% 25% 20% 15% 10% 5% 0% Week eprocurement resultaten met nu 40 Vendors live slide 3 e-procurement spend (cumulative) Spend Target Power (Spend) Amount (x ) Phase II Phase III Week 17

18 Resultaten; What do the users think of the system?!faster process.!easier to find items with right specs.!easy to learn.!also accessable for less frequent SAP users e.g. approvers/line management.!users are keen to participate, see this as a logical next development step.!less paperwork. Recommendations to other Teams!Learn by doing: - EBP can exist in paralell with ERP. - No business risk (effort:yes).!secure that all disciplines in the project are connected and focussed.!define process (scenario) and content strategy in workshop with all Stakeholders.!Focus on what s possible instead of what s not possible.!avoid accommodating old way of working with new technology: re-design the processes.!most effective learning will come from batch-roll-out (multiple users and supplier). 18