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7 Conclusion and Future Prospects 71
7 Conclusion and Future Prospects
To be able to work performance-oriented as well as to achieve the ambitious targets of the
Board of Management, efficient and lean business processes are an unbeatable success factor.
Hence, for purchasing in the AA business sector the decision of a change become apparent as
necessary and important and was at last mastered successfully. The expected results, targets
and expectations that were set in this project could be already fulfilled by means of maximize
economic advantages and a more efficient work from now on. Moreover by the decision to
embrace this change, the business sector could handle with the new requirements and devel-
opments as well as to strengthen its position on the highly competitive market and is also able
to deal with the competitive pressure in future. Therefore in the centre of the present master
thesis was the development of the PU-Reference Model for the worldwide purchasing pro-
cesses in the AA business sector of the Robert Bosch GmbH. To guarantee a qualitative anal-
ysis and modeling result current BPM methods and approaches were identified and applied
which have been contributed to reach the targets of the present work and the project as well.
A central target of the reference model was a clear and simplified documentation of the
worldwide purchasing processes for Trade Goods. In comparison to a merely verbal descrip-
tion in forms of manuals, a graphical representation of a process is substantially more precise,
understandable and clearer. The new designed process map creates an overview of all pur-
chasing processes in a level concept and by modeling of the single purchasing processes in
BPMN, complicated processes became clear. A uniform and simpler documentation with a
process flowchart, the RASIC and a short description of the most important activities creates
a better process understanding for the employees, in particular for new ones. Another benefit
was the worldwide harmonization and the lean thinking of the purchasing processes for Trade
Goods. Furthermore additionally purchased companies were integrated with the whole reor-
ganization of the purchasing process map and lastly the processes were provided to them. In
addition, at the beginning the employees were incorporated in the project by which the ac-
ceptance was given from the start on and will raise by suitable trainings in phase 3. The re-
spective specialist knowledge as well as the ideas and suggestions of the employees were cru-
cial for the identification of weak spots, optimization potential and also for the creation of the
new processes. The new developed processes could be released by a regular consultation with
the management and afterwards was handed over to the Quality Management and Methods
Department (QMM). QMM prepared the processes according to the system for the implemen-
tation phase. The active integration of the management made clear additionally the strategic
Anna-Lena Jäger, Global Purchasing Processes in the Business Sector Automotive Aftermarket, BestMasters,DOI 10.1007/978-3-658-04648-4, © Springer Fachmedien Wiesbaden 2014
72 Conclusion and Future Prospects
significance of the project. The whole management was informed any time about the current
status of the project, related problems as well as the further course of action by continuous
meetings.
Beside the documentation and the harmonization of the worldwide purchasing processes the
reference model acts also as process optimization. Within interviews and group discussions
there were argued and analyzed the procedure of the current processes, identified weak spots
as well as developed, optimized and modeled the new processes. For instance in the discus-
sion about the process "S1.7.2 Reimbursement of Non-Conformity Costs" it became clear that
not all AA locations know and perform actively this process and that there is also no control
about the receipts of payment of the demanded costs from the suppliers. Hence, this point had
to be fixed explicitly and discussed together with CFA Function. Furthermore it was pressed
as a whole by the purchasing managers that the activity „perform project management“ has to
be integrated in the process "S1.1.2 Define and agree on RPP projects". The added activity
was needed because in the past an active project management was not or only parsley con-
ducted by the buyers. Nevertheless this aspect is of essential meaning for a project success
which was indentified more clearly by the fact that information as for example schedules or a
feasibility analysis is integrated in a corporate project charter and therefore cannot taken into
consideration.
As the handling of the 16 purchasing processes took up a lot of time, it was not possible to
play an active part in the implementation phase due to the given processing time of the master
thesis. The implementation of the processes will be realized in phase 3 of the internal project
planning and starts in September 2013 by employees of PUQ and QMM. Primary a process
champion was defined per department by the respective heads of department which was
trained first and operates in future as a process expert. A continuous improvement of the pro-
cesses as well as a better agreement within purchasing should be allowed by the introduction
of process champions. Afterwards the other employees were trained and in parallel the al-
ready modeled purchasing processes in inubit Suite were linked with the Intranet, embedded,
provided to all employees with the relevant documents and templates and finally rolled out in
the operational business.
The additional phase of the process controlling serves for the supervision of the implemented
purchasing processes and therefore should not be disregarded prospectively. The results of the
process controlling have again a direct influence on the strategic process management. By the
need to be able to react flexible to the changed strategy of the process management and to
7 Conclusion and Future Prospects 73
improve constantly the purchasing processes, there is required a regular maintenance and ad-
aptation of the processes. This should be realized in future by the process champions as well
as the employees of all affected and involved departments under inclusion of inubit Suite. The
revised processes will be made available after the validation by the Purchasing Area Manager
to the employees through the in-house Intranet.
Finally it can be said that the development of the PU-Reference Model was essential to defy
the future challenges and has already turned out as a success. The obsolete, extensive and
complicated manuals could be removed by the development of the new processes. The new
processes became leaner and were designed easier, however without losing important infor-
mation. In addition weak spots could be eliminated which were identified within the old pro-
cesses and together with the employees there were designed clear, understandable and easy
process flows. Therefore the fundament of the project success was laid with which the given
targets can be achieved. The competitive and ambitious targets of the Robert Bosch GmbH
can be reached in future by a continuous maintenance and advancement of all reference mod-
els and not only the PU-Reference Model as well as the introduction of process champions
and the integration of all involved employees. Further the company will withstand the com-
petitive pressure and match the new challenges. Indeed on a long-term view, Bosch must crit-
ically deal with the aspects of the continuous improvement of the processes, the comprehen-
sive process controlling and the fulfillment of the business targets as well as to keep the focus
on the constantly changing competitive conditions and requirements. By the optimization and
development of the purchasing processes it was also improved automatically the Supply
Chain of the company and therefore it was increased the added value. This positive benefit
was realized by the close link of business processes with the Supply Chain and furthermore
must remain prospectively in the focus of the company. A continuous improvement and adap-
tation of the Supply Chain to new circumstances is one of the most important success factors
to be able to perform successfully on the market, to handle the hard competition as well as to
maximize the competitive advantages in future.
Index to Appendixes 75
Index to Appendixes
Appendix 1: AA Business Process Map .................................................................................. 76
Appendix 2: PU-Reference Model ........................................................................................... 77
Appendix 3: RASIC of the define and agree on RPP projects process .................................... 78
Appendix 4: RASIC of the define PUR targets process........................................................... 79
Appendix 5: RASIC of the identification of potentials process ............................................... 80
Appendix 6: RASIC of the conduct contracting process ......................................................... 81
Appendix 7: RASIC of the supplier enabling process ............................................................. 82
Appendix 8: RASIC of the release series production process ................................................. 83
Appendix 9: RASIC of the maintain supplier master data process .......................................... 84
Appendix 10: RASIC of the negotiate and provide contract process ...................................... 85
Appendix 11: RASIC of the incoming inspection process ...................................................... 86
Appendix 12: RASIC of the monitor achievement of PUR targets process ............................ 87
Appendix 13: RASIC of the monitor supplier performance process ....................................... 88
Appendix 14: RASIC of the manage complaints with suppliers process ................................ 89
Appendix 15: RASIC of the non-conformity costs process ..................................................... 90
Appendix 16: RASIC of the supplier development quality process ........................................ 91
Appendix 17: RASIC of the supplier audit process ................................................................. 92
Appendix 18: RASIC of the SD projects with suppliers process ............................................. 93
Anna-Lena Jäger, Global Purchasing Processes in the Business Sector Automotive Aftermarket, BestMasters,DOI 10.1007/978-3-658-04648-4, © Springer Fachmedien Wiesbaden 2014
76 Appendixes
Appendix 1: AA Business Process Map
Cus
tom
er
Loya
lty /
Ord
er/P
aym
ent
Solv
ed P
robl
emD
eliv
ered
Se
rvic
e
Del
iver
ed
Prod
uct
Del
iver
able
Prod
ucts
M3
Dev
elop
D
ivisi
on
Portf
olio
of
Mar
ket O
ffer
M1
Dev
elop
Busin
ess
Stra
tegy
M2
Dep
loy
and
Con
trol
Stra
tegi
c O
bjec
tives
S1 P
rovi
de
Purc
hasin
g Se
rvic
es
S8 P
rovi
de
Infr
astru
ctur
e
S2 P
rovi
de
Fina
nce
& C
ontro
lling
Serv
ices
S5 P
rovi
deH
uman
Res
ourc
e Se
rvic
es
S3 P
rovi
de
Qua
lity
Serv
ices
S6 P
rovi
de
IT S
olut
ions
and
de
liver
Sup
port
S4 P
rovi
deC
omm
unic
atio
nSe
rvic
es
S7 P
rovi
de
HSE
Se
rvic
es
M5
Perf
orm
C
orpo
rate
Com
mun
icat
ion
M4
Ensu
re
Cor
pora
te
Gov
erna
nce
Cus
tom
erN
eeds
/ D
eman
d
Cus
tom
er
Prob
lem
/Ser
-vi
ce R
eque
st
Cus
tom
er
Prod
uct O
rder
/ Fo
reca
st
Cus
tom
er /
Prod
uctio
n O
rder
, EZR
S Su
pply
Mar
ket
Nee
dsC
1 M
anag
e Po
rtfo
lio u
nd C
reat
e C
ompe
titiv
e Pr
oduc
t
C3
Gen
erat
e C
usto
mer
Loy
alty
and
Sel
l Pro
duct
C5
Prov
ide
Serv
ice
Prod
ucts
C4
Sour
ce a
nd D
eliv
er P
rodu
cts
C2
Sour
ce M
ater
ial a
nd M
anuf
actu
re P
rodu
cts
Appendixes 77
Appendix 2: PU-Reference Model
S1.1 Material Field Strategy and Planning
S1.2 Search andSelect Supplier
S1.3 Release Supplier
S1.1.1 Global sourcing strategy for material field
S1.1.3 Define and maintain supplier pyramid
S1 Provide Purchasing
Services
S1.1.2 Define and agree on RPP projects
S1.4 Release Product
S1.2.3 Analyze market / technologies and search potential
S1.2.2 Identify necessity of new suppliers/technologies for new parts
S1.2.5 Identify and select potential sources (incl. RFQ)
S1.2.4 Ensure required capacity at suppliers (ramp-up)
S1.2.1 Evaluate existing parts to identify potential
S1.3.3 Supplier Enabling Projects with Suppliers
S1.3.2 Conduct Contracting
S1.3.4 Supplier and plant approval
S1.3.1 Sourcing decision
S1.4.2 Release series production
S1.4.1 Initial sample inspection (ISIR)
S.1.1.4 DefinePurchasing targets
S1.5 MakeSupplier Available
for Operations
S1.6 Monitor & ReportPerformance
S1.7 ManageNon Conformity
Cases with Source
S1.5.1 Maintain SupplierMaster Data
S1.5.3 Define and Conduct Incoming Inspection Process
S1.5.2 Negotiate and Provide Contract
S1.8 Appraise Supplier/ Supplier
Development
S1.6.3 Supplier Assessment (ISA)
S1.6.2 Monitor SupplierPerformance
S1.6.4 Crisis and Risk Management
S1.6.1 Monitor Achievement of Purchasing Targets
S1.7.3 Escalation Management
S1.7.2 Reimbursementof Non-Conformity Costs
S1.7.4 Supplier development quality
S1.7.1 ManageComplaints with Suppliers
S1.8.2 Supplier Development Project with Suppliers
S1.8.1 PerformSupplier Audit
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