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1、010411Ac-Bestpracticeindustryexamples,CONFIDENTIAL,Best-Practice Industry Examples for Direct Material Procurement Fact Pack,Jrgen Laartz,BT-FKGeorg Rau,BT-FKStle Svenning,BT-LSStafano Vittor,BT-LS,June 5th,2001,This report is solely for the use of client personnel.No part of it may be circulated,qu
2、oted,or reproduced for distribution outside the client organization without prior written approval from McKinsey it is not a complete record of the discussion.,010411Ac-Bestpracticeindustryexamples,1,Findings from best-practice industry examples for direct material procurement,Source:Team,Best-pract
3、ice industry examples show that you need to have a procurement strategy firstDirect material procurement begins with the early stage of product development and is of strategic importance throughout the product lifecycleOEMs select,monitor and control suppliers beyond their first tier suppliers and f
4、ocus besides contract manufacturers in particular on core component manufacturersThroughout the production phase an open exchange of information with suppliers is the key success factor to manage the supply chain,Most B2B solutions support the procurement process during the production phase not duri
5、ng the development phaseMost B2B solutions help reduce procurement costs,only few support on-time delivery and quality assuranceTypical marketplace solutions do not address the key issues of direct material procurement,Many B2B solutions are available,Key success criteria of direct procurement are o
6、n-time delivery and high-quality,not low costsTo achieve this,close relationships with the suppliers are necessary that need to be built up from the early product development phase onwardsHowever,relationships with direct material suppliers are complex and hence not obvious to handle,Supplier relati
7、onships are key,What are the natural roles of the different participants in the value chain?How should the procurement process be optimized and what are the benefits from that?Which IT tools and structural set-ups would be beneficial?,010411Ac-Bestpracticeindustryexamples,2,Focus of this document,So
8、urce:Team,Key focus areas for direct procurement,Procure-ment,Consulting services,Necessity services,Education,IS/IT,Capex,Market communication,Others,Systems,Core components,Standard components,Type of goods,Industry specific Highly specializedMade to specification,Industry specific Specialized(som
9、etimes commodity)Made to specification,Industry specific(sometimes generic)CommodityStandardized,GenericCommodityStandardized,Strategic importance,High,High,Medium,Low,Focus on timely delivery and high quality,010411Ac-Bestpracticeindustryexamples,3,Direct material procurement implies active managem
10、ent of suppliers,Source:Team,Requirements,Procurement strategy,Accurate,up-to-date forecasts to provide suppliers with information on current demand Visibility of inventories to provide suppliers with information on current supplyTransparency of in-bound supply chain to recognize bottlenecks for mis
11、sion-critical components/systems early,Careful screening and selection of suppliersDetailed design specifications developed in close collaboration with suppliers Ongoing evaluation of suppliers,Broad overview over supply base Clear understanding of production costsof standard components Efficient pr
12、ocurement processes,Supplier switching,Supplier development and integration,010411Ac-Bestpracticeindustryexamples,4,For successful direct material procurement both strategic and operational processes have to be mastered,Source:Team,Product lifecycle,Strategic procurement processes,Key success factor
13、s for direct material procurementTimely delivery High quality Low costs,Operational procurement processes,Strategy design,010411Ac-Bestpracticeindustryexamples,5,Procurement process for direct material spans across both product development and production phase,*Total cost of ownershipSource:McKinsey
14、,Identify new,innovative materials and technologiesQuantify TCO*Survey supply marketsDecide on sourcing,Set awarding strategyIdentify and assess suppliersNegotiate and award contract,Jointly design and develop new productSpecify material require-mentsManage specification changes,Determine long-term
15、forecasts annually and sendto suppliersTrack incoming ordersEstimate short-and mid term demand and transmit to suppliers,Track inventory level and production schedulePlan procurementPerform ongoing analysis of price and cost trendsPlace order/call-off,Track order statusManagein-bound transport-ation
16、Test productInitiate payment,Continuously measure performance of supplierFocus on suppliers requiring improvement and help them improveUpdate supplier on latest development within buyer company,Product development,Production,010411Ac-Bestpracticeindustryexamples,6,Relationships with and among direct
17、 material suppliers are typicallyquite complex,Source:Team,Physical flow,Strategic agreement,For active supply management a procurement strategy is needed for systems,core components and standard components that defines theProcurement processLevel of interaction between the various participants of t
18、he supply chain,Main direction of value chain,Original equipment manufacturer,Systems manufacturer(contract manufacturer),Core component manufacturer,Standard component manufacturer,Distributor/Third party logistics provider,?,010411Ac-Bestpracticeindustryexamples,7,Findings from best-practice indus
19、try examples for direct material procurement,Source:Team,Best-practice industry examples show that you need to have a procurement strategy firstDirect material procurement begins with the early stage of product development and is of strategic importance throughout the product lifecycleOEMs select,mo
20、nitor and control suppliers beyond their first tier suppliers and focus besides contract manufacturers in particular on core component manufacturersThroughout the production phase an open exchange of information with suppliers is the key success factor to manage the supply chain,Most B2B solutions s
21、upport the procurement process during the production phase not during the development phaseMost B2B solutions help reduce procurement costs,only few support on-time delivery and quality assuranceTypical marketplace solutions do not address the key issues of direct material procurement,Many B2B solut
22、ions are available,Key success criteria of direct procurement are on-time delivery and high-quality,not low costsTo achieve this,close relationships with the suppliers are necessary that need to be built up from the early product development phase onwardsHowever,relationships with direct material su
23、ppliers are complex and hence not obvious to handle,Supplier relationships are key,What are the natural roles of the different participants in the value chain?How should the procurement process be optimized and what are the benefits from that?Which IT tools and structural set-ups would be beneficial
24、?,010411Ac-Bestpracticeindustryexamples,8,A wide range of tools is available to support procurement and supply management,Source:McKinsey,Online web sites and tools that bring buyers and suppliers together to transact business,Communities Market places/exchanges,Order-to-payment auto-mation(product
25、selection,purchase order generation,order approval,order tracking and payments),Online procurement catalogues Financial risk management tools,Online networks focused on linking buyers and suppliers through a secure internet connection to facilitate information exchange and cooperation,Procurement to
26、ols,Description,Examples,Market making tools,Intimate supplier networks,Supplier extranetsSupply chain collaboration toolsSupply chain integration toolsSupply chain optimization tools,010411Ac-Bestpracticeindustryexamples,9,Procurement tools can create value in various ways,Source:McKinsey,Lower pri
27、ces through increased competition between suppliers Increase transparency of demand and supply Access to new suppliersLower transaction costMore efficient communication mechanismReduced lead-times for sourcing through easier supplier identification and selection,Higher compliance and reduced maveric
28、k buyingReduced transaction costsStreamlined,more efficient processBuyer time freed up for more strategic tasks Volume discounts,Reduced procurement costs,Sharing of forecast and inventory informationImproved distribution and logistics Reduced returns/order errorsSharing of new product development i
29、nformation,Increased reliability of deliveryImproved quality of components,Source of value creation,Main effect,Procurement tools,Market making tools,Integrated procurement solutions,Intimate supplier networks,010411Ac-Bestpracticeindustryexamples,10,Product offerings and features of market making t
30、ools,Source:McKinsey,Information and services capturing the needs and interests of a specific community of individuals,professionals and businesses,High-quality editorial contentDiscussion forums News about industry On-line catalogue of products On-line directories of participants,vendors,buyers and
31、 key contacts,On-line services for companies to seek new partners,exchange information,make purchases(via spot buying,surplus disposition auction)and to do settlements,Definition,Product offerings/features,Need2BuyBroker Forum Chip CenterVerticalNetQuest Link,Examples,Auctions(excess inventory spot)
32、,forward and reverse auctions,fulfillmentMatching buy and sell orders between multiple buyers and suppliers Collaboration(product planning,design,sourcing),Ariba Commerce OneFree MarketsVirtual Chip ExchangeOracle,Communities,Marketplaces/exchanges,010411Ac-Bestpracticeindustryexamples,11,Product of
33、ferings and features of integrated procurement solutions,Order-to-payment automation tool,Browser-based electronic cataloguesSupplier selectionItem search Purchase order generation and approval,Services to managethe financial part of transaction,Definition,Product offerings/features,AribaCommerce On
34、eOracle,Examples,Payment enablementEscrow servicesCredit InsurancePurchasing card,American Express VISAI-Escrow,Online procurement catalogues,Financial risk management tools,Source:McKinsey,010411Ac-Bestpracticeindustryexamples,12,Product offerings and features of intimate supplier networks(1/2),Sec
35、ure web pages open to selected suppliers for sharing of forecast,ordering and inventory data,Access to research and development information Sharing of forecast ordering,and inventory dataMonitoring of delivery status,Software and services to let business automate processes,exchange and share informa
36、tion both within the enterprise and across the whole value chain,Definition,Product offerings/features,CiscoFord,Examples,Tools to communicate information within the organization,across business partners Inter-/Intra-enterprise business process automation/integrationWork Flow enablementInter/Intra e
37、nterprise communication infrastructure,Agile SoftwareDViewlocity,Supplier extranets,Supply chain collaboration tool,Source:McKinsey,010411Ac-Bestpracticeindustryexamples,13,Product offerings and features of intimate supplier networks(2/2),Intra-company applications to manage resource planning,invent
38、ory management,logistic planning and tracking,Resource planning/optimization Inventory planning/managementLogistics/shipping/warehouse management Production planning,Inter-enterprise business intelligence tools to proactively analyze data for multi-enterprise supply chain effectiveness,Definition,Pr
39、oduct offerings/features,I2 Technologies IBMManugistics Group,Examples,Data analysis/query across heterogeneous data sourcesDomain-specific metrics,best practices Event-based modification,reporting,MicroStrategyECnetHarmony,Supply chain integration tools,Supply chain optimization tools,Source:McKins
40、ey,010411Ac-Bestpracticeindustryexamples,14,Findings from best-practice industry examples for direct material procurement,Source:Team,Best-practice industry examples show that you need to have a procurement strategy firstDirect material procurement begins with the early stage of product development
41、and is of strategic importance throughout the product lifecycleOEMs select,monitor and control suppliers beyond their first tier suppliers and focus besides contract manufacturers in particular on core component manufacturersThroughout the production phase an open exchange of information with suppli
42、ers is the key success factor to manage the supply chain,Most B2B solutions support the procurement process during the production phase not during the development phaseMost B2B solutions help reduce procurement costs,only few support on-time delivery and quality assuranceTypical marketplace solution
43、s do not address the key issues of direct material procurement,Many B2B solutions are available,Key success criteria of direct procurement are on-time delivery and high-quality,not low costsTo achieve this,close relationships with the suppliers are necessary that need to be built up from the early p
44、roduct development phase onwardsHowever,relationships with direct material suppliers are complex and hence not obvious to handle,Supplier relationships are key,What are the natural roles of the different participants in the value chain?How should the procurement process be optimized and what are the
45、 benefits from that?Which IT tools and structural set-ups would be beneficial?,010411Ac-Bestpracticeindustryexamples,15,Industry examples for best-in-class procurement demonstrate need for control over second tier suppliers,Source:Team,Example 1:Datacom industry,Example 2:Computer industry,Example 3
46、:Automotive industry,Production is outsourced to a large extent to 1st tier suppliers(contract manufacturers);thus companies source mainly on system level Companies choose strategic 2nd tier suppliers(core component suppliers),negotiate contracts and purchase the strategic components on behalf of fi
47、rst tier suppliersFirst tier suppliers only choose standard component suppliersCompanies directly provide core component suppliers with design specificationsDistributors handle the operations manufacturing supply-side logistics and the transportation of parts to assembly line on a just-in-time basis
48、,Description,Procurement strategy,Provides end-to-end networking solutions(e.g.,networking devices,operating systems,service and support programs)To Enterprises,service providers,small/medium businessesIn 115 countries,Provides end-to-end solutions for doing business in the new net economy(e.g.,ente
49、rprise server,network storage,desktop-systems,etc.)To companies across all industriesIn more than 170 countries,Provides passenger cars and commercial vehicles in all segments of the automotive marketTo a broad range of private and business customersIn 190 countries,010411Ac-Bestpracticeindustryexam
50、ples,16,Key player in Datacom industry facts,Source:Internet,Team,To shape the future of Internet and networking To create unprecedented value and opportunity for customers,employees,investors and ecosystem partners,Mission,Products and services,Customers,Networking devices(hardware)Internetworking
