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Bringing your marketing & sales approach in a pro-active way in line with the purchasing evolution of your client base
Supplier sales mirror Client purchasing Mirror
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Purchasing strategy – cascade
Company strategy
Objectives & KPIs
Purchasing strategy
Objectives & KPIs
Category strategy
Objectives & KPIs
Supplier
Objectives & KPIs
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Impact towards purchasing
• xx
• xx
• xx
• xx
• xx
• xx
1
2
3
Business
strategy
Purchasing
strategy
Supplier/SCM
strategy
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A great opportunity to build sustainable/solution/LT business
www.solvint.com
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Purchasing growth path
Commercial
orientation
Transaction
orientation Process orientation
Supply chain
orientation
Value chain
orientation
Procurement
coordination
1 2 3 4 5 6
Functional focus Cross functional focus
Contribution
to competitive
advantage
Time
From Price to Cost focus From TCO to Value focus
Availability Price Synergy XF Sourcing Integration Value
Transactionally integrated
Internally integrated
Externally integrated
Source: Van Weele & Rozemeijer
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Evolution towards solutions !
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four rings of innovation
business model innovation
product & service innovation
process innovation
technology innovation
SUPPLIERS
ARE THE
KEY TO
INNOVATION !
Turnover ratio
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A significant portion of our growth will come from innovation, delivering leading-edge products into the marketplace. We anticipate that around half of this innovation will come from our supply chain. That's why we invest in mutually-beneficial relationships with our key
suppliers so we can share capabilities and co-innovate for shared
growth. With some of our more strategic suppliers, we nurture open
relationships, with our research and development teams working with
theirs to jointly pursue new technologies and innovations that will make a
difference.
Our partners often do business with other companies that operate in the
same competitive markets as we do. That's why we pride ourselves on
doing business differently, moving away from traditional forms of
buying/selling relationships. Pioneering new ways of doing business so we
can partner to win.
If you believe you can help us deliver on innovation please contact your
Unilever Procurement Manager to discuss opportunities.
http://www.unilever.com/aboutus/supplier/innovation/
Innovation
partners
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Safety supply case
Impact on .....................
PRODUCT + SERVICE innovation
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Home office
employee
Head office
Flex workspace
Flex rent, parking
with recharger 1
CNG filling station
Regional
office
Fuel(card) station
CNG - Electricity
Bike station
with facilities
Railway
station
Railway
station
abonnement
Company
bike
Company
car
Cambio spot
Customer
‘billing’
Business model innovation
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6/05/2015
WHAT KIND OF INNOVATIONS/BUSINESS
CASES/BEST PRACTICES
CAN YOU BRING IN A PROACTIVE WAY
TOWARDS PROFESSIONAL BUYERS?
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Other costs 40 mio
Purchasing
60 mio
Turnover
105 mio
Total costs
100 mio
Profit
5 mio
Turnover
105 mio
Margin
4.7 %
Turnover
105 mio
Total assets
50 mio
Rotation
speed 2.1
ROI
9.9%
* 58.8 mio
98.8 mio
* 6.2 mio
* 5.9 %
12.4%
+25%
1
2
3
RONA
ROCE
HOT SHOWER Or COLD SHOWER
4 Dupont
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Specification/ requirements
Purchase Price
Material Cost Supplier
Labour cost Supplier
Overhead Profit
Transport Usage Maintenance Logistics Resell
Total Cost of Ownership Product Value Engineering
•Improved (cost-down) Purchase specifications •Input for internal cost reductions. •Support for Proposal Evaluation. •Basis for cost based targeting •Input for outsourcing dilemmas
•Negotiation Arguments •Input for supplier cost reductions. •Support for Proposal Evaluation. •Basis for cost based targeting •Input for outsourcing dilemmas
Total cost of ownership
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OPEN KIMONO
www.solvint.com
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What is value for your customer? -OUTPUT/DELIVERABLE/SOLUTION-
Know how combined with results
Resources delivering
Expertise combined with results
First time right
Speed: time to solution, time to market
Customer trends / wants
Technology
Product/Spec improvement, development & Innovation
Impact on customer responsiveness
Prototyping
Quality
Cfr Toyota 5 years warranty
Back to back coverage
Production continuity
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What is value? Some examples
Product offering
One stop shop
Product + service
Solution
Reducing need for internal follow up/resources
Flexibility
Avoidance of capital tied up
Resulting in lean cash flows
The ultimate value
Direct contribution to sales results
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WHAT IS YOUR OUTPUT PROMISE
SPECIFICATION REQUEST FOR INFORMATION
REQUEST FOR PROPOSAL
CONTRACTING SUPPLIER
MANAGEMENT NEGOTIATION
Deliverables
KPI’s
VALUE
UPFRONT SLA
TRADITIONAL SOURCING PROCESS
OUR NEEDS
OURSPECS
?
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Companies need ‘Solutions’ & clear output not just ‘specs’ and products or services
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What are the key remaining risks for your customers?
How to cover this?
guarantees & contract
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Bringing your marketing & sales approach in a pro-active way in line with the purchasing evolution of your client base
Supplier sales mirror Client purchasing Mirror
Page 25
