Inkoop vs Supply Chain Management

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1 Inkoop vs Supply Chain Management Institute For Next Generation Procurement 8 November, 2016 NEVI Kring Oost - Arnhem Prof dr Frank Rozemeijer Powered by

2 1922

3 Price Product

4 Traditional view of buyers and sellers Buyer Introvert Rational Task oriented Insecure Financial impact Price focus Risk averse Standardise Seller Extravert Emotional People oriented Self consciousness Business impact Value creation Risk seeking Differentiate Source: Rietveld, 2013

5 Het Inkoopproces (Van weele, 1990) -> Wat heb ik nodig? -> Bij wie ga ik kopen? -> Tegen welke condities? -> Wanneer / hoeveel? -> Wordt er op tijd geleverd? -> Ben ik tevreden?

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7 Inkoop Besparingen

8 Price is what you pay Value is what you get! Warren Buffet

9 Inkoop en Ketenmanagement hebben direct invloed op de totale kosten en vergroten de aandeelhouders waarde! 1887

10 45% savings potential à XF teamwork Source: Chapman et al, 1997

11 Silo thinking, lacking info, conflicting targets, S u p p l i e r s Purchasing Manufacturing Logistics Sales SUPPLY CHAIN Purchasing targets Operations targets Logistics targets Sales targets C u s t o m e r s

12 Silo thinking, lacking info, conflicting targets, 3rd-tier suppliers 2nd-tier suppliers 1-tier supplier Internal functions Internal end user 1-tier customer Product value? Logistics? Capital/finance? Labour? Specs/Innovation? Physical distribution? Stock points? Administration & control? Sustainability? Quality? Time (speed)? Ownership? UPSTREAM YOUR COMPANY DOWNSTREAM

13 OP WEG NAAR KETENSAMENWERKING

14 N=651

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16 Prof dr Arjan van Weele Want een slecht contract kan een goed contact in de weg staan, maar een goed contract kan nooit een slecht contact verbeteren.

17 During his tenure as president, Chrysler was the most profitable company in the auto industry It is easier to work with a supplier we know that has problems than a supplier we don t know whose problems may be worse! (Thomas Stallkamp, Chrysler Corporation)

18 THE SEVEN SOURCING BUSINESS MODELS Product & Price Relationship & Return BUY Market Hybrid MAKE Hierarchy SOURCING CONTINUUM TRANSACTIONAL RELATIONAL INVESTMENT Basic Supplier Model Approved Supplier Model Preferred Supplier Model Performance Based/ Managed Services Model Outcome based / Vested Business Model Joint Venture Model Equity Partnership Keith et al, 2015

19 CONTINUUM of RFx APPROACHES Request for Information -or- Request for Qualification Request for Price / Request for Quote Request for Proposal / Invitation for Proposal Request for Solution / Request for Proposed Solution Request for Partner / Request for Collaboration Procurement Involvement and Effort Business Stakeholder Involvement and Effort Supplier Involvement Business Impact Increasing level of effort, time, & resources Increasing level of effort, time, & resources Increasing level of effort, time, & resources Increasing Strategic Value, Competitive Advantage & Complexity Adapted from : Unpacking Competitive Bidding, Vitasek 2013

20 Strategic sourcing > Bewuste keuzes maken INTERNAL Stakeholder mapping MARKET Spend analysis Supplier market analysis SUPPLY Portfolio Specification CHAIN analysis Supply Market Business trends Chain needs & Mapping evolution Supply Supplier Strategic Chain profiling priorities Cost analysis Supply Chain Value analysis Supply Chain Risk analysis

21 INKOOP VS SCM

22 Afhankelijk van welke professor er naar kijkt, zal SCM anders gedefinieerd worden! Logistiek Marketing Er zijn ook nog steeds silo s in de academische wereld! Operations Inkoop

23 Aantal CPO s neemt af, aantal CSCO s neemt toe! Wagner & Kemmerling (2014) JPSM (N = 211 Fortune 1000 companies)

24 Next Generation Procurement?

25 Creativity to Innovate

26 CREATIVITEIT Origineel? Radicaal nieuw? Onconventioneel? Toepasbaar? Relevant? Effectief? Implementeerbaar? Basis condities? Vaardigheden? Concrete acties? Plan? Communicatie? NIEUW RELEVANT HAALBAAR CONCREET Business Creativity Idee generatie + Idee selectie!

27 CREATIEVE KETENTEAMS?

28 Wij stimuleren gedrag dat wederzijds vertrouwen bevordert Ieders bijdrage wordt serieus genomen Wij bouwen voort op elkaars ideeën Wij delen onze ideeën zonder angst van afwijzing Wij proberen graag nieuwe dingen uit of verkennen onbekende paden Wij moedigen elkaar aan om nieuwe manieren van werken uit te proberen Wij zoeken actief de constructieve discussie op Wij streven ernaar cross-functioneel te denken Wij staan open voor elkaars gedachten en ideeën Source: Kiratli et al, 2016

29 Courage to Challenge

30 To act requires courage. To innovate requires even more courage. Rosabeth Moss-Kanter, 2015 even when confronted with resistance or unfamiliar circumstances. Shell, 2014

31 Connected to Collaborate

32 Look over the fence and conect with other functions and business units and try to understand what they are doing, and why! You have to connect Internally before you can collaborate externally!

33 Inkoop gedreven Functional focus Business gedreven Cross functional focus Tenders Cross-functional teamwork Raamovereenkomsten Supplier development Inkoop proces Value based sourcing Onderhandelen Keten integratie Besparingen Innovatie & CSR Mate waarin Leveranciers bijdragen aan waarde creatie voor de klant Availability Price down Synergy Cost down Cost out Value in Transaction orientation Commercial orientation Procurement coordination Process orientation Supply chain orientation Value chain orientation Time

34 Dank voor uw aandacht! Mobiel: [email protected] [email protected]