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PURCHASING PHASE REVIEW Cornerstones of Purchase baseline

PURCHASING PHASE REVIEW Cornerstones of Purchase baseline. Remind of main topics concerning last year Purchasing involvement into the Tender Vet stage The Sourcing stage for Purchasing activity. Purchasing missions during the upstream stage Procurement activity and saving calculation.

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PURCHASING PHASE REVIEW Cornerstones of Purchase baseline

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  1. PURCHASING PHASE REVIEWCornerstones of Purchase baseline ESC Toulon - Andres GARCIA

  2. Remind of main topics concerning last year Purchasing involvement into the Tender Vet stage The Sourcing stage for Purchasing activity Purchasing missions during the upstream stage Procurement activity and saving calculation Purchasing area : a key mission in the business ESC Toulon - Andres GARCIA

  3. Procurement Strategy ESC Toulon - Andres GARCIA

  4. Key Processes Alignment to business strategy and competitive environment Sourcing Objectives Definition Strategy Commodity specific focusing on value creation Sourcing Strategy Development Managing bought out requirements to “buy less” and “buy for less” Requirements Specification and Management Operational Effectiveness Leverage supplier relationships to maximise benefits of cost, quality and delivery in both innovation and supply Supply Base Management eg continuous improvement eg product introduction Efficient and effective planning and co-ordination of requirements across the supply chain to minimise cycle time in supply and acquisition Supply Purchase Demand Planning and Control Innovation Executional Efficiency eg time to market eg production schedule Goods and Service Provision Lowest cost “purchase to pay” from order to delivery eg prototypes eg direct materials Measures of Performance - process - results Organisation - skills - structure IT and Information - effectiveness - availability Enabling infrastructure which underpins effective processes and behaviours INFRASTRUCTURE Procurement strategy overview A robust procurement strategy will consider all aspects of the procurement cycle. ESC Toulon - Andres GARCIA

  5. Supplier Selection ESC Toulon - Andres GARCIA

  6. FLOW-DOW OF THE APPROACH( from the request to the supplier qualification ) Request from Originator Do we have a qualified supplier ? . If NO SOURCING Supplier Questionnaire POTENTIAL SUPPLIER On-site assessment Financial - Sales Assessment Quality System Assessment Technical & industrial Assessment Product Assessment AGREEMENT PHASE QUALIFICATION SUPPLIER QUALIFIED ESC Toulon - Andres GARCIA

  7. Model Vendor Relationship & Identify Required Supplier Characteristics Identify Potential Suppliers ( ‘Long List’ ) Input into Supplier Measures of Performance Define Evaluation Criteria Screen Potential Suppliers Identify Potential Suppliers ( ‘Short List’ ) Supplier Cost and Capability Assessment Analyse Assessment Results Select Suppliers Supplier selection methodology Example A structured, standardised and repeatable approach is necessary to give consistency and objectivity to the supplier selection process. ESC Toulon - Andres GARCIA

  8. QUALITY COST DELIVERY TECHNOLOGY MANUFACTURING CULTURE ITEM SCORE ITEM SCORE ITEM SCORE ITEM SCORE ITEM SCORE ITEM SCORE Delivered Price reduction Age/occurrence Design facilities Manufacturing Business & quality performance of arrears strategy finance planning Concessions TAC Accuracy of Testing facilities Product/process Project performance quantity range/capability management delivered Rejection Cost breakdown Accuracy of Manufacturing Maintenance Customer response awareness delivery timing engineering and condition of support facilities & equipment In-process Cost breakdown Documentation Design input Housekeeping Procurement rejects (cannot availability be reworked) In-process Internal cost Production Improvement / Layout Safety rework control control innovation procedures Scrap cost Material cost Production Design change Data Industrial control control system response management and relations communication nd Quality policy 2 tier cost Attitude Performance Absenteeism and control measurement responsibility Quality Attitude Work rate/added Development philosophy value and training of employees Quality system/ procedures Adherence to systems and procedures Define evaluation criteria A structured, multi-faceted assessment methodology is necessary to gain a thorough understanding of true supplier capability. ESC Toulon - Andres GARCIA

  9. Long list pre-screening Internal Knowledge General Questionnaire 3rd Party Opinion Non-Traditional Suppliers Etc. Non-Traditional Suppliers Screen & Reduce Current Suppliers Current Suppliers Alternative Suppliers Alternative Suppliers Etc. Plant / List brochure Overview Presentation “SHORT LIST” (For detailed cost & capability evaluation) Telephone discussion / Interview “LONG LIST” There are many sources (both internal and external) of information available for developing a ‘long list’. Pre-screening reduces the resource requirement for detailed assessment. ESC Toulon - Andres GARCIA

  10. Supplier Performance Measurement & Development ESC Toulon - Andres GARCIA

  11. Score Weight- ing Supplier Weighted Score ITEM Supplier A Supplier B Supplier C 1 2 3 4 5 Bottom 50% <10% 1 Only Possible Negative Yes Top 50% 10%+ Top 30% 20%+ 2 or more Probable Indifferent Maybe Top 20% 30%+ Top 10% 50%+ All models Yes Positive No 15 7.5 5 7.5 10 5 Turnover with OEM % of Supplier Business with OEM Model Spread Long-term business prospect Attitude to supplier development Current initiative (int’l/other OEM) Strategic Importance Upper Middle Quartile Lower Middle Quartile Quality Cost Delivery Management 15 15 15 5 100 Upper Quartile Bottom Quartile Top 10 Upper Middle Quartile Lower Middle Quartile Upper Quartile Bottom Quartile Top 10 Business Deliverables Performance - Supplier Ranking Upper Middle Quartile Lower Middle Quartile Upper Quartile Bottom Quartile Top 10 Lower Middle Quartile Upper Middle Quartile Bottom Quartile Upper Quartile Top 10 Selection of suppliers for improvement activity • Supplier improvement/development activity can be optimised through selection of those suppliers where greatest opportunity for improvement exists. Criteria can be weighted to reflect current business objectives and goals. ESC Toulon - Andres GARCIA

  12. Example of Supplier evaluation • Methodology Data is centralised from purchasing software • Inputs from purchasing (requisition and order) • Inputs form the goods reception (time) and the goods inspection (quality). • Each month the PSQE analyses an automatic evaluation extracted from the purchasing database • Impact 1&2 suppliers are noted as follow: • Acceptable • Conditionally Acceptable • Unacceptable ESC Toulon - Andres GARCIA

  13. Supplierevaluation • Rating methodology: ESC Toulon - Andres GARCIA

  14. Supplier evaluation • Results : ESC Toulon - Andres GARCIA

  15. INDUSTRIAL & PURCHASING COMMITTEE / Strategic Assessment ESC Toulon - Andres GARCIA

  16. INDUSTRIAL & PURCHASING COMMITTEE / Strategic Assessment ESC Toulon - Andres GARCIA

  17. EXAMPLE OF SUPPLIER PERFORMANCE PROCEDURE

  18. PROJECT PROCUREMENT MONTHLY REPORT ( P.P.M. Report ) A strong link between Project Manager / WorkPackage Manager and Purchasing

  19. To provide a mechanism for communicating and agreeing the status of suppliers. To keep the Procurement Manager informed of the key supplier issues on Projects & Bids. Monthly basis. Sent to the Project & Bid managers ESC Toulon - Andres GARCIA

  20. PLAN A.C.E.Achats Compétitifs en EntrepriseMéthodologie d’un Diagnostic Achats, Plan d’amélioration et Mesure de maturité Achat ESC Toulon - Andres GARCIA

  21. Le diagnostic Achat L'entreprise Achat Amont Qui la pilote ? Politique Achat Organisation Achat Achat Aval Hommes Outils Méthodes Fournisseurs Système d ’information Achat Politique Fournisseurs Nécessité de faire un état des lieux dans chaque domaine ESC Toulon - Andres GARCIA

  22. LA DEMARCHE • Le diagnostic du Plan A.C.E. est un outil d'évaluation complet du processus achat et de Proposition d ’amélioration, ainsi que de sa mesure au niveau de maturité. • conçu à l'attention des dirigeants (Comité de Direction, Direction Générale, Responsable achats) des entreprises . • pour leur donner une vision extérieure globale en soulignant les points forts et faibles de l’organisation dans le domaine des achats. ESC Toulon - Andres GARCIA

  23. Les étapes de la démarche A.C.E. • prendre en compte les constats ( état des lieux et niveau de maturité) • communiquer objectivement à l'ensemble de l'entreprise le niveau atteint, les forces et faiblesses • obtenir le soutien de tous les métiers et niveaux hiérarchiques impliqués • proposer un plan d'amélioration (temps, ressources) en adéquation avec les orientations stratégiques de l ’entreprise • mettre en œuvre le plan d'amélioration (suivi par la Direction et mesures de progrès) en l'intégrant aux démarches existantes • évaluer la progression ( niveau de maturité) par des audits planifiés dans le temps, voire corriger le Plan ACE dans le cas d ’un nouveau contexte de l ’entreprise ESC Toulon - Andres GARCIA

  24. Le processus achats type de l'entreprise Contrôler la performance Établir un budget et un plan opérationnel Définir les orientations stratégiques Processus de management Etablir une Politique Achats Recueillir les orientations de l ’entreprise Reporting, outils de mesures de performances Achat Maîtrise du processus Achat Maîtrise des fournisseurs Processus opérationnels l ’achat Contribuer à la Compétitivité et rentabilité de l ’entreprise Procédures, Instructions, système d'information, ressources humaines, Pratiques Achats Axes de Progrès Achats cohérents à la stratégie de l ’entreprise Sélection et évaluation des Fournisseurs, Cotation fournisseurs, marketing achat Maturité de la fonction achat, mesures des gains et des ‘ non dépenses ’ Moyens et Finalités ESC Toulon - Andres GARCIA

  25. Les niveaux de maturité La dimension achat est systématiquement intégrée dans les décisions de l'entreprise NIVEAU 5 Expertise achat est reconnue et participe au business NIVEAU 4 Intégration du processus achats dans les processus de l'Entreprise NIVEAU 3 Répétabilité du processus achats - Gestion de projet basique NIVEAU 2 NIVEAU 1 Approvisionner - Gérer le quotidien ESC Toulon - Andres GARCIA

  26. La phase d ’accompagnement achat Préoccupations critiques achats de l'entreprise Nouveaux enjeux : -coûts des achats - coût de la fonction - ... - Format qualitatif et quantitatif de la fonction achats de l'entreprise - Plan de ralliement Démarche A.C.E. Nouvelles organisations et nouveaux processus/outils : - nouveaux processus - EDI interne / externe - Réduction des fournisseurs - Partenariats ... Un modèle de maturité achats est nécessaire pour accompagner une telle démarche ESC Toulon - Andres GARCIA

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