In Part I.i we reviewed the introduction to Bob & Doug’s (& Michael & Shelley’s) classic Straight to the Bottom Line: An Executive’s Roadmap to World Class Supply Management in anticipation of Bob and Bob’s new text on Next Level Supply Management Excellence: Your Straight to the Bottom Line Roadmap which is coming out next month on June 28. Then, in Part I.ii, we reviewed the seven-step process that an organization could follow to get from where it is to where it needs to be. This was followed with a review of some case studies and insights from best in class in Part II. Our last post, Part III.i, covered four of the best practice ABCs that will help an organization get to best-in-class more efficiently while increasing the effectiveness of your Supply Management organization. Today’s post reviews the remaining six ABCs.

Negotiations Management

Nothing captures the inherent complexity of negotiations management better than this quote straight from the bottom line:

This is why it’s challenging, why a buyer needs a strategy, why a buyer has to define a MDO (Most Desired Outcome), a LAA (Least Acceptable Agreement), and a BATNA (Best Alternative To Negotiated Agreement) before starting a negotiation and be prepared to stick to her guns. And she needs to be aware of all of the basic factors that can affect a negotiation — summarized and discussed in the text.

Contract Management

Contract Management goes beyond using a contract management tool to create templates, capture contracts, and track expiration dates to supplier-centric strategies. An organization that does so will not only reduce (contract) creation time, reduce maverick buying, and properly prepare for sourcing efforts, but also optimize the total relationship with its key suppliers through a holistic review of the relationship.

Risk Management

Risk Management is the process of analyzing the possible exposure to loss and reducing loss potential. Proper risk management recognizes that some loss potentials may be avoided, others can be modified to limit their financial consequences, and not all risks must be accepted as they first present themselves. The risks that will be addressed are those with a loss potential that is unpalatable to the organization. The type of mitigation will be dependent on the risk in question, and may take the form of change in sourcing strategy, interest rate hedging, commodity hedging, credit insurance, and/or asset insurance, depending on the risk in question. For detailed examples of market, social, property, casualty, employee, and financial risks and mitigtions, which can be quite complex, see the text.

Consortium Buying / Group Purchasing Organizations

Consortium buying, the process of pooling your needs with those of other companies, is a great idea in theory but, in practice, it generally hasn’t worked. First of all, direct competitors are not good candidates for a consortium due to a natural reluctance to share basic information and best practices with each other. Secondly, most of the initial companies will be at different stages of procurement sophistication and it will be difficult to get all of the companies on the same page. Third, the quality of data available from each company regarding total spend will be vastly different. As a result, most consortia failed. There are some examples to the contrary, including Corporate United, but unless the participants are:

• centralized or center-led
• relatively sophisticated
• from different industries
• from diverse markets
• apples-to-apples with quality spend data

the chances of a consortium working are not very good.

Asset Recovery

Used equipment dealers seemed to prefer (and be able to afford) new Cadillacs in their line of business. Why? Because, traditionally, when a plant facility had an idle piece of equipment somewhere in the plant, someone in the plant would declare the equipment as “surplus”, it would be subsequently written off for accounting purposes, then stored somewhere and forgotten until it got in someone’s way who would then seek out a scrap dealer who would get the equipment simply by offering an amount close to the scrap or write-off value. In reality, the asset would be worth considerably more, and if the scrap dealer could find another buyer, the scrap dealer would net a very high return.

However, an organization with an effective asset recovery program in place will match unused equipement with needs in other parts of the business and strategically dispose of unneeded assets in profitable used equipment sales.

Business Process Outsourcing (BPO)

Often defined as “the delegation of one or more IT-intensive business processes to an external provider that in turn owns, administers, and manages the selected process based on defined and measurable performance criteria”, the BPO market exceeded 100 Billion in 2004 and may exceed 1 Trillion today. The Procurement BPO market is (significantly) smaller, but if the organization is not up to snuff in certain categories, it might be the better option. The advantages of BPO include rapid cost reduction, the ability to focus scarce resources on strategic catgories, and the ability to upgrade systems and people across the enterprise. The main disadvantage is higher costs and reduced efficiency if done wrong. For an overview of the organizational state required for BPO success, see the text.

Finally, the authors also provide a detailed discussion of when to use a consultant (intelligently).

For more details on the effective use of outsourcing, negotiations management, contract management, risk management, consortium buying, and asset recovery, (re)read Bob & Doug’s (& Michael & Shelley’s) classic Straight to the Bottom Line. It’s packed with insights on every single page. And even though, at five posts, this is SI’s longest book review, it’s only scratched the surface at summarizing the deep and varied insights that can be found in this classic text. When Bob & Doug put pen to paper, not only do they match the insights of Canada’s own Bob and Doug, but the content is so rich that a proper review would be longer than the book itself. So give it a(nother) read. You won’t be disappointed.

In Part I.i we reviewed the introduction to Bob & Doug’s (& Michael & Shelley’s) classic Straight to the Bottom Line: An Executive’s Roadmap to World Class Supply Management in anticipation of Bob and Bob’s new text on Next Level Supply Management Excellence: Your Straight to the Bottom Line Roadmap which is coming out next month on June 28. Then in Part I.ii we reviewed the seven-step process that an organization could follow to get from where it is to where it needs to be. This was followed with a review of some case studies and insights from best in class in Part II. In the next two posts that comprise the third and final part of our book review, we will cover the best practice ABCs that will help you get to best-in-class more efficiently while increasing the effectiveness of your Supply Management organization.

In this third part, the authors cover ten techniques that an organization can use to take its Supply Management up a notch. In a nutshell, these techniques, which will be covered in today’s and tomorrow’s post, are:

Strategic Sourcing

Strategic Sourcing is the cornerstone of World Class Supply Management and without the foundatons it provides, an organization will not get to the next level. The fact based, rigourous process that involves substantial internal data gathering and evaluation, and extensive external data gathering and interactions, in order to select the most appropriate strategy and negotiations approach and ultimately select the right supplier(s), it transforms conventional purchasing into a strategic process involving all appropriate stakeholders in a company and add[s] significant value by reducing total costs relating to purchased goods and services. Depending on whom you consult, it is usually a five to nine step process, with seven steps being the most common. The classic A.T. Kearney model has the seven steps of sourcing group definition, sourcing strategy, supplier portfolio, implementation path, negotiations management, operational integration, and continuous market benchmarking where the right strategy depends on business impact and supply market complexity.

Sourcing events will be tackled in waves where easy, high opportunity categories will be tackled first, followed by moderatly complex, high opportunity categories and then, finally, by difficult high opportunity categories. Only once the high opportunity categories have been sourced will catgories with lesser opportunities be considered, and only if it’s not time to circle back to new, easy, high opportunity categories.

Supplier Relationship Management

Companies at either end of the supply chain can sharply differentiate themselves if they apply a differentiated structural approach to their relationships with each other. Given that new product development time in 2005 was 12% less than 2000, that revenues from new products was 70% higher in 2005 than it was in 1998, and that product development time was trending downward while new product revenue was trending upwards, competitive pressure is increasing and the chances of success in key categories without collaboration are getting smaller by the day.

Strategic relationships with strategic suppliers are becoming more important by the day. However, the right relationship is needed with each supplier, and the right relationship depends on the category, the readiness of each party for a true partnership, and the complexity of the market. Depending on these factors, and the supplier’s view of the buyer, the right relationship might be transactional, basic, strategic, or equity. However, regardless of the relationship, management is important and management should be done to metrics that measure what’s important.

Supplier Diversity & Supplier Recognition Programs

Diversity, which fits into corporate social responsibility (CSR) programs, is an imperative for many companies, and those that do business in the public sector in particular as some government programs are only for those organizations that award a certain amount of their business to minority suppliers. Furthermore, with minority-owned businesses expected to be 37% of the market by 2020, getting a jump start is a good idea.

Supplier recognition programs recognize and reward an organization’s best suppliers. They are important because:

• they reinforce your company’s expectations that suppliers must perform
• they create a powerful incentive for a winning supplier to work even harder to win again
• they create a powerful incentive for a non-winning supplier to step up their game for a chance to win next year
• they raise the “performance bar” which benefits your company

Low Cost Country Sourcing (LCCS)

Low Cost Country Sourcing (LCCS) was the name of the game in the early naughts, with the trend in some industries (like electronics) to source from low cost locales being dramatic. Some companies source over 70% of their supply from India and China. This is not surprising considering that, when done right, LCCS can take 15% to 25% off of a category’s costs, and there are documented savings of 29% at some companies.

However, LCCS is not a one-size fits all approach and a fair amount of complexity has to be resolved before a decision can be made. LCCS involves the following, often unique, complications that must be addressed

For more details on the effective use of strategic sourcing, proper supplier relationship management (SRM), effective use of supplier diversity and supplier recognition programs, and LCCS (re)read Bob & Doug’s (& Michael & Shelley’s) classic Straight to the Bottom Line. It’s packed with insights on every single page. In our next post, the final of this series, we will review, at a high level, the final set of best practices covered in Bob & Doug’s (& Michael & Shelley’s) classic text in anticipation of Bob and Bob’s new text on Next Level Supply Management Excellence: Your Straight to the Bottom Line Roadmap.

In Part I.i we reviewed the introduction to Bob & Doug’s (& Michael & Shelley’s) classic Straight to the Bottom Line: An Executive’s Roadmap to World Class Supply Management in anticipation of Bob and Bob’s new text on Next Level Supply Management Excellence: Your Straight to the Bottom Line Roadmap which is coming out next month on June 28. Then in Part I.ii we reviewed the seven-step process that an organization could follow to get from where it is to where it needs to be. This post will discuss two of the three detailed case studies presented in the book that illustrate why an organization wants to transform itself into a best in class organization.

In 2003/2004, when Colgate-Palmolive’s stock dropped 25% on an earnings warning (per share) that was 10 cents less than what the analysts expected and when Unilever’s net income was only half that of some of its peers, Proctor & Gamble’s (P&G) stock price had double its 2000 value and cumulative sales over the past three years had increased 30%. P&G was the quiet giant that could, and did.

How did P&G succeed in a market when so many of its peers where struggling? A major component was an important, but low key, story of supply chain creativity that not only lowered costs but dramatically increased access to external technology.

P&G built a Global Product Supply organization in the late 1980s that included purchasing, manufacturing, engineering, and logistics and organized its purchases on a global basis in 1992 — before its giant business units were organized globally. Purchasing staff members were embedded in the global business units to insure a close alignment with corporate goals. Supply Management was a corporate priority because it impacted 55% of the company’s revenue stream and up to 70% of product costs in some business units. A 5% improvement in costs translated to a 20% improvement in process.

P&G cautiously implemented electronic technology solutions in the dot-com era and today is a leader in optimization and innovation. It built 20 communities of practice internally to make sure technology ideas were shared internally. It launched the Connect-and-Develop program to boost access to innovation from outside sources. P&G scientists and commercial professionals work as equals on product development teams. And it has a tool called Navigator that allows it to view and manage all of its interactions. (Think of it as a drill-down dashboard on steroids.)

P&G was an early adopter of e-auction and strategic sourcing decision optimization and saved over 300 Million with expressive bidding and optimization back in 2003-2004. And, due to its advanced supply management capability, P&G estimated that its acquisition of Gillette would generate 14B to 16B in incremental shareholder value, with 10B to 11B, or 63% to 79%, coming from cost structure improvements alone.

The next case study that we will review is that of United Technologies Corp. (UTC) In 1994, the new CEO saw the need for improved perfomance in UTC. A believer in the power of cost-driven enterprises, the new CEO hired a new VP of Supply Management in 1996 to define the future of purchasing at UTC.

In the beginning, the new VP was focussed on cost reduction. He appointed a director of worldwide sourcing, embraced internet auctions, and outsourced tactical functions of general procurement. From 1996 through 2001, UTC sourced more than 2.5B of goods and services through FreeMarkets and achieved savings in excess of 18% on this spend alone.

UTC was the first customer of IBMs new procurement services offering that included strategic sourcing consulting, purchasing services, and IT systems support. Experienced IBM buyers became consultants on UTC supply teams and helped them build data warehouses, identify suppliers, study markets, and develop processes for continual improvement. Then IBM installed an automated purchasing system, req-to-check, that allowed requisitioners to order approved goods (such as desktop computers) on their own, subject to approval rules based on level of authority. Purchased orders went through the system and were automatically dispatched to suppliers who issued electronic invoices upon shipment. The new system was capable of generating detailed spending reports by group and requisitioner and helped UTC stop maverick buying in its tracks. Soon inventory levels were reduced as users found faith in the process. Not only did compliance create savings, but the speed of transactions improved cycle time.

After delivering significant savings in the first five years of its focus on supply management, in 2001 UTC embarked on phase 2 of its supply management transformation which takes a more strategic approach to cost reduction and value creation. Whereas phase 1 focussed on automation, phase 2 focussed on rethinking the business rules and processes to find greater savings. The goal of phase 2, called UT500, is to orchestrate cross-functional groups to cut inventory, standardize, and save money through a combination of big and small ideas, including lean. The program reached its 500M savings goal in just two years, one year ahead of schedule and in 2004 was on track to save 1B in just four years. In other words, your organization has 1 Billion reasons to embark on a supply management transformation, all of which will make your CFO, CEO, and shareholders very happy.

For deeper insights into how P&G and UTC achieved their supply management transformation and, collectively, saved billions of dollars, as well as how Chrysler succeeded while GM failed, I strongly urge you to (re)read the brilliant case studies in Bob & Doug’s (& Michael & Shelley’s) classic Straight to the Bottom Line: An Executive’s Roadmap to World Class Supply Management. It’s worth a review while we wait for Bob and Bob’s new text on Next Level Supply Management Excellence: Your Straight to the Bottom Line Roadmap which is coming out next month on June 28.