Weigel / Ruecker The Strategic Procurement Practice Guide

Know-how, Tools and Techniques for Global Buyers
1. Auflage 2017
ISBN: 978-3-319-57651-0
Verlag: Springer Nature Switzerland
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 209 Seiten

Reihe: Management for Professionals

This practice guide on procurement strategy brings together methods and tools used by global purchasers across different industries. The authors lay major focus on the themes of global sourcing, risk management, and the dynamic topic of negotiation strategy. The authors present their perspectives on all important questions of strategic procurement such as: how to manage a heterogeneous supplier structure across different branches and how to deal with partners from diverse cultures? How to solve procurement crisis and proactively avoid them? How does off-shore team management work and how to increase the value-add for both internal and external purchasing? These themes are discussed along with numerous practice-based cases. The authors lay an ideal ground for global purchasers to help with their strategic and operational needs, including technological topics such as e-procurement.

Autoren/Hrsg.

Weigel, Ulrich

Ruecker, Marco

Inhaltsverzeichnis

1;CoreTrust Europe;6
2;Preface;7
2.1;Science Meets Reality: A Guide for the Modern Buyer;7
3;Preface for the First German Edition (Translated from German Original Text);9
3.1;Science Meets Reality: A Guide for the Modern Buyer;9
4;Contents;11
5;1: Principles of Modern Purchasing;13
5.1;1.1 Introduction;13
5.2;1.2 Purposes and Aims of Purchasing;14
5.2.1;1.2.1 Operational Purchasing;15
5.2.2;1.2.2 Strategic Purchasing;15
5.2.3;1.2.3 Project Purchasing;15
5.3;1.3 The Growing Importance of Purchasing Within the Company;17
5.4;1.4 Future Challenges to Purchasing;19
6;2: The Strategy of Purchasing;21
6.1;2.1 Strategic Principles;21
6.2;2.2 Principles of the Purchasing Strategy;22
6.3;2.3 The Process of Developing a Strategy;23
6.3.1;2.3.1 Strategic Analysis;24
6.3.1.1;2.3.1.1 Analysis of the Internal Requirements;24
6.3.1.2;2.3.1.2 Analysis of the External Environment;26
6.3.1.3;2.3.1.3 SWOT Analysis;27
6.3.2;2.3.2 Target Setting;27
6.3.3;2.3.3 Strategy Development;29
6.3.3.1;2.3.3.1 Commodity Group Strategy;29
6.3.3.2;2.3.3.2 Supplier Strategy;32
6.3.4;2.3.4 Tactical Implementation;35
6.3.5;2.3.5 Commercial;35
6.4;References;38
7;3: The Purchasing Organisation;39
7.1;3.1 Introduction to the Organisation;39
7.2;3.2 Structural Organisation;40
7.2.1;3.2.1 Centralised Purchasing;41
7.2.2;3.2.2 Decentralised Purchasing;42
7.2.3;3.2.3 The Lead Buyer Concept;43
7.2.4;3.2.4 Outsourcing of Purchasing Activities;45
7.3;3.3 Operative Organisation;46
7.3.1;3.3.1 The Purchasing Process;46
7.3.1.1;3.3.1.1 Assessment of Demand;47
7.3.1.2;3.3.1.2 Enquiry;48
7.3.1.3;3.3.1.3 Evaluation of Tenders;48
7.3.1.4;3.3.1.4 Award;49
7.3.1.5;3.3.1.5 Purchase Order;49
7.3.1.6;3.3.1.6 Order Confirmation;50
7.3.1.7;3.3.1.7 Supervision and Control of Deadlines;50
7.3.2;3.3.2 Roles in the Decision-Making Process;51
7.3.3;3.3.3 Process Optimisation;52
7.3.3.1;3.3.3.1 Quantity Contracts;52
7.3.3.2;3.3.3.2 Consignment Stores;52
7.3.3.3;3.3.3.3 Special Price Agreements;53
7.3.3.4;3.3.3.4 General Terms and Conditions of Purchase;54
7.3.4;3.3.4 Project Purchasing;54
7.4;Reference;56
8;4: Supplier Management;57
8.1;4.1 Introduction to the Supplier Management;57
8.2;4.2 Supplier Strategy;58
8.3;4.3 Supplier Selection;60
8.3.1;4.3.1 Supplier Identification;60
8.3.2;4.3.2 Supplier Analysis;61
8.3.3;4.3.3 Supplier Selection;62
8.4;4.4 Supplier Evaluation;64
8.5;4.5 Supplier Development;67
8.6;4.6 Supplier Controlling;71
8.7;4.7 Conclusion;72
8.8;Reference;73
9;5: Global Sourcing;74
9.1;5.1 Principles of Global Purchasing;74
9.1.1;5.1.1 Aims of Global Sourcing;75
9.1.2;5.1.2 Strategies and Manifestations;76
9.1.3;5.1.3 New Risks at the International Level;78
9.2;5.2 China as an Example of Global Sourcing;80
9.2.1;5.2.1 Incentives and Problems with Regard to Sourcing in China;81
9.2.2;5.2.2 Sourcing in China: Development Stages;83
9.2.3;5.2.3 Implementation;85
9.2.3.1;5.2.3.1 Identification of Suitable Products;85
9.2.3.2;5.2.3.2 Feasibility Studies and Market Tests;85
9.2.3.3;5.2.3.3 Supplier Evaluation;87
9.2.3.4;5.2.3.4 Supplier Development;88
9.2.4;5.2.4 In-house Resistance;89
9.3;5.3 Compliance;90
9.4;5.4 Protection of Know-How;92
9.5;5.5 Cultural Peculiarities;93
9.6;5.6 Future Prospects;95
9.7;Reference;96
10;6: Risk Management with Regard to Purchasing;97
10.1;6.1 Principles of the Risk Management;97
10.1.1;6.1.1 Definition of the Risk Concept;98
10.1.2;6.1.2 Legal and Financial Framework Conditions;99
10.1.3;6.1.3 The Economic Importance of Risks;100
10.1.4;6.1.4 Risk Management in Purchasing;100
10.2;6.2 The Risk Management Process;101
10.2.1;6.2.1 Identifying Purchasing Risks;102
10.2.2;6.2.2 Evaluation of the Purchasing Risks;103
10.2.3;6.2.3 Controlling the Purchasing Risks;105
10.2.4;6.2.4 Risk Control;106
10.3;6.3 Special Safeguarding Against Supplier Risks;107
10.3.1;6.3.1 Analysis of the Supplier Portfolio;108
10.3.2;6.3.2 Reactive Risk Management;109
10.3.3;6.3.3 Active Risk Management;110
10.3.4;6.3.4 Pre-emptive Risk Management;112
10.3.5;6.3.5 Long-Term Measures;117
10.4;References;117
11;7: Methods and Tools for Everyday Purchasing;118
11.1;7.1 Procurement Market Research;118
11.1.1;7.1.1 Types of Procurement Market Research;118
11.1.2;7.1.2 Procedure;119
11.1.3;7.1.3 Sources of Information;120
11.1.4;7.1.4 Areas of Application;121
11.2;7.2 Value Analysis;121
11.3;7.3 ABC Analysis;129
11.4;7.4 Portfolio Technique;131
11.4.1;7.4.1 Commodity Groups Portfolio;132
11.4.2;7.4.2 Supplier Portfolio;133
11.5;7.5 Price Structure Analysis;134
11.6;References;136
12;8: The Purchasing Negotiation;137
12.1;8.1 The Principles of a Purchasing Negotiation;137
12.1.1;8.1.1 Motives for Purchasing Negotiations;138
12.1.2;8.1.2 Negotiating Strategies;141
12.2;8.2 Preparation;142
12.2.1;8.2.1 Organisational Preparation;142
12.2.2;8.2.2 Supplier Negotiation Form;143
12.2.3;8.2.3 Negotiation Targets;146
12.3;8.3 Communication and Body Language;150
12.3.1;8.3.1 The Communication Square;150
12.3.2;8.3.2 Nonverbal Communication;152
12.4;8.4 Negotiating Stages;153
12.5;8.5 Negotiating Methods;156
12.5.1;8.5.1 Competitive Negotiating;157
12.5.1.1;8.5.1.1 Basic Pattern of Competitive Negotiating;158
12.5.1.2;8.5.1.2 The Power Factor;160
12.5.1.3;8.5.1.3 The Time Factor;161
12.5.1.4;8.5.1.4 The Information Factor;161
12.5.1.5;8.5.1.5 The Complexity Factor;162
12.5.1.6;8.5.1.6 ``Dirty Tricks´´;162
12.5.2;8.5.2 The Harvard Concept;164
12.6;8.6 Peculiarities in International Negotiations;165
12.6.1;8.6.1 The Ritual of Exchanging Business Cards;166
12.6.2;8.6.2 The Beginning of the Talks;167
12.6.3;8.6.3 Laughing: An Asiatic Means of Managing Conflicts;168
12.6.4;8.6.4 Lose One´s Face;169
12.6.5;8.6.5 Other Peculiarities;169
12.6.6;8.6.6 Conclusion;170
12.7;8.7 Evaluating the Success of Negotiations;171
12.8;References;173
13;9: Personnel Development in Purchasing;174
13.1;9.1 The Principles of Personnel Development;174
13.2;9.2 Requirements for the Modern Buyer;176
13.2.1;9.2.1 Identifying Potential with the Transactional Analysis;179
13.3;9.3 Purchasing as a Managerial Function;180
13.4;9.4 A Career in Purchasing;182
13.5;Reference;184
14;10: e-Procurement;185
14.1;10.1 Basics of e-Procurement;185
14.1.1;10.1.1 Conceptual Definition;186
14.1.2;10.1.2 Basic Types of e-Sourcing Models;187
14.1.2.1;10.1.2.1 e-Tender;188
14.1.2.2;10.1.2.2 e-Auction;188
14.1.2.3;10.1.2.3 e-Collaboration;189
14.1.3;10.1.3 Basic Types of e-Ordering Models;190
14.1.3.1;10.1.3.1 Sell-Side Models;190
14.1.3.2;10.1.3.2 Buy-Side Models;191
14.1.3.3;10.1.3.3 e-Marketplace Models;193
14.1.4;10.1.4 Aims of e-Procurement;193
14.1.4.1;10.1.4.1 Financial Objectives;193
14.1.4.2;10.1.4.2 Process Objectives;194
14.1.4.3;10.1.4.3 Information Goals;195
14.1.4.4;10.1.4.4 Market Objectives;195
14.2;10.2 Practical Application of e-Auctions;195
14.2.1;10.2.1 Preparing for the e-Auction;196
14.2.2;10.2.2 Supplier Acquisition;197
14.2.3;10.2.3 Creating an Electronic Invitation to Tender;198
14.2.4;10.2.4 Executing an Auction Event;200
14.2.5;10.2.5 Verification of Auction Results;200
14.2.6;10.2.6 Long-Term Implementation of e-Auctions;201
14.3;10.3 Determining the Potential of e-Ordering;202
14.3.1;10.3.1 Requirements and Supplier Analysis;203
14.3.2;10.3.2 Consideration of Representative Market Solutions;205
14.3.2.1;10.3.2.1 Marketplace Solution: Mercateo;206
14.3.2.2;10.3.2.2 Simple-System Procurement Platform;206
14.3.2.3;10.3.2.3 Pool4Tool System Solution;207
14.3.3;10.3.3 Cost-Benefit Analysis;208
14.3.3.1;10.3.3.1 Cost Analysis;208
14.3.3.2;10.3.3.2 Potential Benefits in the Procurement Process;208
14.3.3.3;10.3.3.3 Further Potential;210
14.3.4;10.3.4 Critical Success Factors;212
14.3.4.1;10.3.4.1 Utilising Technological Potential;213
14.3.4.2;10.3.4.2 Learning and Adjustment Effects;213
14.3.4.3;10.3.4.3 Considering the Consequences of Delegation;213
14.3.4.4;10.3.4.4 Using the Compound Effect and Network Effects;214
14.3.4.5;10.3.4.5 Further Recommendations;214
14.4;References;215