Samen werken aan Samenwerken

Samen werken aan Samenwerken Presentatie NSI Denktank November 17, 2014 Prof dr Frank Rozemeijer NEVI Chair Purchasing & Supply Management Maastricht University

Purchasing = Everything you receive an invoice for

Procurement at a glance Total Spend 26 billion Indirects: 11.5 billion 5.2bn Marketing, Advertising & Media 1.3bn Copacking Raw materials & packaging: 14.5 billion 3.8bn Chemicals 3.1bn Factories & Distribution 3.9bn Packaging 3.2bn General Enterprise Services Global turnover 2010 44,3 miljard Purchasing quote = 58,7% 5.5bn Food Raw Materials (of which 3.6bn are commodities)

Purchasing Process Define specification Select supplier Contract agreement Ordering Expediting Evaluation Follow up Proc. Role Elements - - - - Get specification Functional specification Technical changes Bring supplier engineering knowledge to - Assure adequate - Negotiate supplier selection contract - Prequalification of suppliers - Request for quotation - Contracting expertise - Negotiating expertise - Establish Order routine - Develop Order routines - Establish expediting routine - Expediting - 'Troubleshooting' - Vendor performance evaluation - Settling contract problems - Vendor rating - Vendor evaluation Documents - Functional specification - Norm/spec. control Supplier selection Contract Order Overdue list - Vendor score card / rating - Vendor profile Source: Van Weele, 2014

Purchasing portfolio High Bulk chemicals Steelplate Raw materials Commodities Engines, Gearboxes Bottling equipment Systems Packaging Company wide ICT systems Kraljic, 1983 Business impact Low Leverage Products Cleaning materials Office supplies Maintenance/MRO supplies Fasteners Routine Products Strategic Products Natural flavourings Pigments Catalytic products Spare parts Bottleneck Products Low Supply risk High

NEW FORM OF LEADERS Paul Polman, CEO Unilever

Transactional versus Relational

Wat kenmerkt jullie ideale ketenpartner? (Bron: Rozemeijer, 2014) Begrijpt onze business Voegt proactief waarde toe Deelt (technologische) kennis Zet deskundige mensen in Open en transparant Eerlijk en betrouwbaar Lange termijn focus Zakelijkheid Flexibiliteit Continuïteit Innovatief Niet te veel gedoe Goede prijs/kwaliteit Risico s delen Wederzijds respect Inkopers

Large buying companies have the tendency to think they are good customers, that it is easy to do business with them and that every supplier loves them Cordon en Vollman (2008)

Wat kenmerkt jullie ideale ketenpartner? Leveranciers Business gerelateerd Winstgevendheid Goede contracten Vroegtijdige betrokkenheid Continuïteit van de business Forecasting / Planning Communicatie gerelateerd Rollen en verantwoordelijkheden Openheid Vertrouwen Feedback Gedeelde waarde en normen SUSANNA MAUNU SUPPLIER SATISFACTION:THE CONCEPT AND A MEASUREMENT SYSTEM PhD Thesis, University of Oulu, November 2003

High A"rac&veness Low + Pampering Innova3on support Improvement sugges3ons How can I help you? Development + Neglec&ng No service No a1en3on Willing to loose customer Say yes, do no Nuisance + Partnering Collabora3ve Win- Win Value crea3on Con3nuous improvement Long term Core + Exploi&ng Charge premium prices Maximizing revenue Abuse your power posi3on Prevent losing the customer Exploitable Low Compe&&ve posi&on High

Return on Relationship

Relational Capital Theory Supplier Governance (SPM) & Capability Development (SRM) Relational Capital Trust Commitment Reciprocity Preferential Buyer Benefits & Supplier Benefits Sourcing: Blonska et al., 2013

SD increases RC, mediating role for RC X X X X

To score big with suppliers, you have to win their hearts. [ Dave Nelson, former vice president of purchasing, Honda of America]

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)

Stallkamp left

Collaboration asks for a holistic view Business growth Maximize top line growth Contribute to Customer responsiveness Contribution to product & process innovation Contribution to reputation & brand equity Contribution to sustainability/csr Contribution to entering new markets Contribution to corporate social responsibility goals Financial value Total cost of ownership Price stability Cost avoidance Working Capital reduction Asset utilization Return on assets & ROI Reduction in supply risk revenue and profits generated Operational excellence Simplifying and speeding up supply chain Six sigma/ LEAN Cycle time reduction Quality (e.g. PPM defect rates) Delivery (e.g delivery reliability) Flexibility (ability to respond to changes) Service level (time to resolve problems) Admin processing (e.g. Invoice accuracy) Relationship quality Level of trust Frequency and quality of communication Degree of mutual understanding Quality of feedback Degree of strategic alignment Quality of joint problem solving Level of mutual commitment Source: Adapted from Hughes, 2005

Measuring Relationship Quality 25

Basisvoorwaarden samenwerking UITNODIGEN TOT SAMENWERKEN 1. Uitnodigen tot meedenken bij visie en strategie 2. Vroegtijdig betrekken bij formuleren operationele plannen 3. Om advies vragen 4. Aanmoedigen om te komen met verbetersuggesties 5. Suggesties serieus nemen en implementeren VERTROUWEN 1. Geen verborgen agenda s 2. Komt beloften na 3. Is te allen tijde eerlijk tegen ons 4. Weegt ons belang als het eigen belang

De kern van samenwerking transparantie INFORMATIE UITWISSELEN 1. Informeert ons tijdig over veranderende behoeften 2. Geeft tijdig alle informatie die wij nodig hebben 3. Informeert ons tijdig over alle zaken die ons direct raken 4. Informatie die we krijgen is betrouwbaar KENNIS DELEN 1. Gezamenlijke training 2. Kennis van Operations delen 3. Advies geven Technologie 4. Advies geven Innovatie 5. Advies geven Kwaliteit 6. Advies geven Logistiek FEEDBACK GEVEN 1. Kwaliteit 2. Logistiek 3. Product ontwikkeling 4. Proces verbetering 5. Kostenreductie 6. Ketenoptimalisatie

Resultaat van samenwerking SPECIFIEKE INVESTERINGEN 1. Werkprocessen aanpassen op ketenpartner 2. Mensen en middelen aanpassen op ketenpartner TEVREDENHEID OVER 1. Betalingscondities 2. Contracten 3. Support / ondersteuning 4. Samenwerking algemeen BIJDRAGE AAN BUSINESS GOALS 1. Financieel resultaat 2. Kostenreducties 3. Betere concurrentie positie 4. Aantrekkelijkheid voor andere klanten

Totaal resultaat over 3 roundtables (Sept. 2012) Bouwer Installa&e Opdrachtgever Overall Uitnodigen tot samenwerken 3,25 2,98 4,70 10,93 Vertrouwen hebben in.. 2,91 3,71 4,06 10,68 Informa&e uitwisseling door 3,77 3,60 4,13 11,50 Kennis uitwisseling door 3,44 3,43 3,62 10,49 Feedback door.. 3,69 3,53 4,12 11,34 Specifieke investeringen voor 3,85 3,46 5,16 12,47 Tevredenheid samenwerking met.. 3,98 4,00 4,32 12,30 Resultaat samenwerking met.. 3,32 3,88 4,46 11,66 28,21 28,59 34,57 Bouwer survey N=11 Installateur survey N=13 Opdrachtgever survey N=21 50% 51% 62% max score

Totaal resultaat Ketenacademie Zuid (Mrt. 2014) Klant Leverancier Uitnodigen tot samenwerken 2,7 1,5 Vertrouwen hebben in.. 3 1,5 Informa&e uitwisseling door 3,5 3,5 Kennis uitwisseling door 2 2 Feedback door.. 4 3,7 Resultaat samenwerking met.. 3,5 2,2 Tevredenheid samenwerking met.. 4,5 6,5 28,21 28,59 47% 42%

Purchasing development model Purchasing driven Functional focus Business driven Cross functional focus 1 2 3 4 5 6 Tenders /Rfx Cross-functional teamwork Frame agreements Supplier development Buying proces Value based sourcing Negotiating savings Supply chain integration E-procurement Innovation Supplier s contribution to competitive advantage Availability Price Synergy XF Sourcing Integration Value Transaction orientation Commercial orientation procurement coordination Process orientation Supply chain orientation Value chain orientation Time