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Strategic Supplier Relationships New Strategies for Changing Times ISM Chemical Group Las Vegas, Nevada 2006.

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Presentation on theme: "Strategic Supplier Relationships New Strategies for Changing Times ISM Chemical Group Las Vegas, Nevada 2006."— Presentation transcript:

1 Strategic Supplier Relationships New Strategies for Changing Times ISM Chemical Group Las Vegas, Nevada 2006

2 2 Agenda Background – Trends in Strategic Supplier Relationships – Characteristics of Strategic Supplier Relationships – Selection Criteria New Approaches for Strategic Supplier Relationships Real-Life Management of Strategic Relationships – How This is Different From Other Approaches – Challenges Q&A

3 3 Introduction

4 4 About Denali Consulting and SupplyStaff Management consultancy, formed in 1996 Focus is exclusively in Supply Chain Management consulting Primary industries include service based and capital-intensive clients Electric & Gas Utilities Financial Institutions Oil & Gas Mining Services include Strategic Sourcing & Procurement Improvement Logistics Optimization Supply Chain Strategy & Assessment Organizational Development & Design Supply Chain Staff Augmentation and Search / Recruiting Typical positions include: Sourcing & Logistics Analysts Sourcing & Logistics Managers Supply Chain Directors & V.P.s Offer temp-to-perm conversions at no extra cost after 6 months Since Supply Chain Management is our only focus, we are experts at finding the best talent for todays Supply Chain organizations Provide payroll, benefits, HR services for all resources Denali Consulting and Supply Staff are certified as woman- owned businesses by WBENC

5 5 Sample of client engagements that are used to create the basis of this presentation Lucas Aerospace

6 6 Denali Commodity Expertise Across Many Commodity / Service Categories Transformers Build-Up Trucks Wire & Cable Chemicals Gases Facility Design & Construction Vegetation Management/Line Clearing Meters Janitorial Services Turbines & Generators Automated Metering MRO Plant and Facility Maintenance Travel Related Services Computers & Desktop Services Benefits Management Pipeline Maintenance Injection Molded Parts Pole Replacement Castings Drug & Alcohol Testing Fuel & Lubricants Drilling Equipment Rotors Motors & Generators Supplemental Personnel Boilers Switchgear Line Hardware Application Development Services Engineering Services Office Products & Furniture Printing & Reproduction Services Freight & Logistics Underground Construction Packaging Circuit Breakers Construction Services Partial Listing of Commodities & Services Sourced by Denali

7 7 Background

8 8 What Is A Strategic Supplier Relationship? Strategic Supplier Relationships Definition: A supply strategy based upon joint opportunities, mutual trust, respect and open & honest communication between the supplier and the customer. This strategy is focused on reducing related supply chain costs and improves the quality of goods and services.

9 9 Once Again a Procurement Best Practice Introduction of Strategic Sourcing & Strategic Alliances Emergence of eSourcing tools & eMarketplaces Beginning of Volatile Commodities Markets Perceived Importance of Strategic Supplier Relationships Low High Industry Consolidation Waves

10 10 Why are Strategic Supplier Relationships More Important Now Than Ever? Volatile Markets – Price-focused sourcing strategies dont work in periods of increasing commodity prices – More sophisticated relationship-based approaches are required to meet utility cost reduction targets – Based on recent increases in raw material, especially fuel, traditional unit based savings will not generate substantial savings, suppliers must be willing to provide creative solutions to remove costs from how they service or re- engineer the procured materials Merger & Acquisition Trends – Larger, national/global presences of utilities require more strategic supplier relationships to support growth and cost synergy targets Expansion of Supplier Value-Added Services – Suppliers continue to expand their value-added services offerings, increasing the value of strategic supplier relationships – Outsourcing

11 11 Strategic Relationship Characteristics u Types of Goods & Services l High $ Spend l Critical business implications l Custom engineered l Limited availability or alternatives e.g. Line Construction Services, Transformers u Buying Considerations l Trust is a major issue l Cross-functional involvement l Highly resource intensive l Long range planning required Competitive Advantage Driven u Supplier Relations l Longer Term Agreements l Total interaction l Close working relationship l Aligned objectives and philosophy Teamwork

12 12 Strategic Relationship Criteria MANAGED BUSINESS RELATIONSHIPS STRATEGIC RELATIONSHIPS GENERAL PROCUREMENT BULK PRODUCT SOURCING Potential for impact Common values Aligned goals Proper environment VALUE / COST COMPLEXITY/IMPACT

13 13 Elements Of Successful Supplier Relationships Six critical elements support the development of successful relationships with Key Suppliers: FocusA common vision for the relationship, with agreed strategies and activities TrustOpen communication and disclosure of business drivers PerformanceContinuous improvement towards agreed targets and KPIs PeopleClearly defined roles and responsibilities ProactiveAnticipating business needs and providing creative solutions Profit at RiskEstablishing real metrics to drive behaviour for both parties

14 14 Focus A Team of representatives from the Buying Company and the Supplier jointly develop a Business Plan for the Relationship, addressing: Vision and Mission Drivers and Values Breakthrough Strategies Continuous Improvement Strategies Key Activities for the Period of the Plan Key Measures of Success A common vision for the relationship, with agreed strategies and activities

15 15 Trust Open communication and disclosure of business drivers Development of Total Cost of Ownership Model to understand our joint supply chain costs Open Book arrangement for Contract Cost Drivers and required margins More use of incentives to create business drivers for suppliers to provide R&D support…for cost savings or driving new revenue avenues

16 16 Performance Continuous improvement towards agreed goals Establish Continuous Improvement Program to Generate and document opportunities for value adding and process improvement Implement ideas Document benefits achieved Develop KPIs to quantify progress against Key Measure of Success identified in the Business Plan Customer specific measures Jointly review progress on a regular basis

17 17 Sample KPI Scorecard Example

18 18 People Customer Category Manager/Lead Buyer Manages the performance of the contract and supplier across the organization Customer Representative Responsible for the application of contract to a specific customer group Supplier Development Team Representatives of major customer groups who the determine strategy for the category and monitor supplier performance against KPIs Supplier Account Manager Responsible for provision of goods or services under Terms of Contract/Agreement. Customer Contract Manager and decision maker. Operations Manager Responsible for the application of contract and improvement program, working directly with the customer Clearly defined roles and responsibilities

19 19 Proactive Customer & Supplier Quick responsiveness in sharing ideas Risk taking behaviour rewarded and encouraged New ideas move through system of approval on fast track

20 20 Profit at Risk Bottom-Line Impact Performance to agreed upon targets is expected-not rewarded Insist that suppliers proactively know their market for raw materials, technological advances, industry best practices

21 21 New Approaches to Strategic Supplier Relationships

22 22 Typical Supplier Development Process Contract Start-up Contract Start-up Planning and Implementation Planning and Implementation Supplier Relationship Management Supplier Relationship Management Contract and Performance Management Contract and Performance Management Value Discovery Value Discovery Develop Detailed Transition Plan Develop Detailed Transition Plan Conduct Implementation Conduct Implementation Plan Competitiveness Assessment Plan Competitiveness Assessment Review and Define Category Strategy Review and Define Category Strategy Develop Supplier Relationships Develop Supplier Relationships Manage Stakeholder Communications Manage Stakeholder Communications Develop Communication Approach Develop Communication Approach Perform Relationship Check-Ups Perform Relationship Check-Ups Manage Contract Variations Manage Contract Variations Review Category Performance Review Category Performance Conduct Internal and External Assessment Conduct Internal and External Assessment Develop Options and Recommendations Develop Options and Recommendations Obtain Stakeholder Approval Obtain Stakeholder Approval Manage Contract and Supplier Performance Manage Contract and Supplier Performance Manage Contract End Manage Contract End Create Total Cost Model (if not already in place) Create Total Cost Model (if not already in place) Conduct Value Analysis Workshop (s) Conduct Value Analysis Workshop (s)

23 23 Whats New With Strategic Supplier Relationships New approaches are being required to deal with new environmental factors in the supply chain Volatile Markets Volatile Markets Broader Supplier Offerings Broader Supplier Offerings Industry Consolidation Industry Consolidation New Approaches to Supplier Relationships New Approaches to Supplier Relationships

24 24 Volatile Markets Require Greater Cost Modelling Sophistication Volatile markets are tough for both customers and suppliers. Unless cost transparency is achieved in the relationship and pricing structure, larger contingencies will be built into prices. Working closely with your core strategic suppliers is the best means to continue realizing ongoing savings through volatile markets. Understand how to approach suppliers price increase requests critically but fairly. Share cost increases with suppliers who do a good job of managing their cost by collaboratively working with their suppliers and demonstrating good supply chain management. Better understand the costs of your purchases and what market forces are effecting them. In times of volatile markets, its more important than ever to have an in-depth understanding of supplier cost structures and total supply chain costs. Proactively work to ensure that the pricing structure of your contracts are appropriately motivating suppliers to decrease cost while maintaining or increasing quality and service.

25 25 Total Cost of Ownership The present value of all costs associated with a product, service, or capital equipment that are incurred throughout the supply chain. Typically these are broken into 4 categories: Purchase price Acquisition costs Usage costs End of life costs

26 26 $$ Purchase Price Procurement Practices Supplier Best Practices Leverage Supplier R&D Leverage Specifications Inventory Practices Service Measures tracking Transactional Process Remnant/Obsolete Practices Perceived Opportunity Actual Opportunity Across a Companys boundaries: Where do we get the benefits?

27 27 Identify Need Procurement Distribution Warehousing Disposal Specification Receiving Application Out-of-Service Cradle to Grave Costing Total ownership costing of the supply chain Analysis of the supply chain is done using a concept called Activity Based Costing

28 28 Example Example of Total Cost Comparisons

29 29 Strategic Supplier Relationships in M&A Environment As companies continue to consolidate, strategic supplier relationships can play a critical role to support growth and cost management targets Broader territories will require stronger, more strategic relationships Broader territories will require stronger, more strategic relationships Supply chain synergies are often key elements of M&A business cases Supply chain synergies are often key elements of M&A business cases Strategic suppliers can be key members of an M&A joint team Strategic suppliers can be key members of an M&A joint team Sophisticated cost modelling is required to understand customer and supplier cost savings in an M&A environment Sophisticated cost modelling is required to understand customer and supplier cost savings in an M&A environment (Hot issue - Maintaining supplier diversity goals, while consolidating the supply base)

30 30 Broader Supplier Offerings and Strategic Supplier Relationships The more value added services provided by a supplier, the more strategic the relationship Typical OfferingsBroader Offerings As companies continue with the trend toward increased variable costs & outsourcing, strategic supplier relationships, along with broader offerings will become the norm Supplier Managed Inventory Product training Warranty utilization Kitting Business process outsourcing Full assembly or category vs. component sourcing Combination of products and installation

31 31 Strategic Supplier Relationships In Action

32 32 Why Should Strategic Relationships Be Important to You? Continuity of Supply - Especially During Tough or Volatile Times A Single, Unbroken Supply Chain - From the Supplier Through to the Customer Continual Dialogue - When Costs Go Up…and Down Cost Performance Below Market Indices

33 33 Continuity of Supply Strategic Supplier Relationships help to ensure continuity of supply for strategic material and service categories. This is especially important: – During tough times (e.g. the California utility financial crisis) – During periods of tight supply conditions – When markets are volatile – To ensure alignment with strategic priorities Raw Material Prices Rising: What Does This Mean to Energy Consumers? Edison Stays in Financial Limbo as Lawmakers Debate Rescue Plans; Energy: CFO of utility's parent worries that creditors may force bankruptcy if action is stalled in Legislature

34 34 The Single, Unbroken Supply Chain The Single Customer/Supplier Supply Chain Supply Chain should be one single, unbroken chain from the suppliers processes through the customers Buyers must have the same expectations from themselves and their companies as they have of their suppliers One weak link can disrupt the entire supply chain ID NEED PROCUREMENT RECEIVING DISTRIBUTION MAINTENANCE DISPOSAL SELL RECEIVE ORDER SCHEDULE/PLAN MANUFACTURE SHIP PAYMENT

35 35 Examples of Strategic Relationships in Action $36M contract awarded based on Total Cost of Ownership in 1994, delivered originally 34% savings. – Years , delivered an additional 12% TCO savings – 2006 awarded 5 th 3 year extension with 3% annual TCO goals included in the contract While facing bankruptcy, only 1 of the 24 Strategic Suppliers to a $1.8B spend base changed terms or delivery options When one Strategic Supplier faced pending bankruptcy, their major customer pre-paid their orders to help them with cash flow When faced with escalating prices in raw materials, one Strategic Supplier worked with their major customers to secure 1 year of material on their behalf without confirmed orders

36 36 The Importance of Continual Dialogue Must have continual dialogue with suppliers - not just when prices go up Continuous improvement to reduce total supply chain costs is expected Must be willing to look at costs and process for both the buying company as well as the supplier Strategic Relationships cant be thought of as

37 37 The Expectation of Better Than Market Performance Strategic Supplier Relationships should deliver performance that is better than market Cost trends should be below market indices Pricing volatility should be passed onto those customers that buy marginal capacity, not those who have firm, long term commitments This applies to quality, service and total cost performance

38 38 Why Strategic Supplier Relationships are Important 1. A new supplier commences operations every minute 2. A supplier files bankruptcy every 8 minutes 3. A supplier ceases operations every 3 minutes 4. A judgment is filed against a supplier every 14 seconds 5. A supplier name change happens every 2 minutes 6. A supplier ownership change happens every 4 hours 7. A suppliers risk profile changes every minute …world of constant change and challenges (opportunities) Source: Dun and Bradstreet

39 39 Q&A

40 40 For Further Information Please contact Dawn Tiura President Denali Consulting cell office


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