Modern Procurement Yossi Sheffi Mass Inst of Tech Cambridge, MA ESD.260J/1.260J/15.770J.
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Transcript of Modern Procurement Yossi Sheffi Mass Inst of Tech Cambridge, MA ESD.260J/1.260J/15.770J.
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Modern Procurement
Yossi Sheffi Mass Inst of Tech Cambridge, MA ESD.260J/1.260J/15.770J
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Outline
Role of procurement“Make vs. buy”Strategic considerationsCase study: IBMCombinatorial procurementCase Study: Rite Aid
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Purchasing as % of Sales
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Components of US Corporate Purchases
Financial10% Labor
20%
"Indirect"Purchases 24%
"Direct“ Purchases46%
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The Leverage
Strategic sourcing efforts can have a significant impacton the financial performance and shareholder value of a company
“When the goal is boosting profits by dramatically lowering costs, a business
look first to what it buys.”
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The Leverage
Required cost reduction to achieve 20%increase in profitability:
Industry Purchasing Manufacturing
Computer 1% 5%Electrical Equipment
3% 11%
Automotive 1% 4%Electronics 2% 6%
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The Decisions
Make
Buy ?
Committed amount/capacity
“As needed” procurement
?
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“ Make” vs. “Buy”
Fromto ResendeRiver Rouge
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“ Make” vs. “Buy”
From River Rouge toResendeVolksWagen Union Manten
Overhead functions Internal logistics
Chasis Axles Wheels EnginesPax Cabins Body Paint Shop
Lochpe-Maxion
Meritor (Rockwell)
Remon
Power Train
VDO
Delga
Carese
VolksWagenTruck
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Advantages of Outsourcing
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Problems with Outsourcing
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The Strategic Risk
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The New Balance StoryA long term supplier – Horace Chang – went into business for itselfSelling NB shoes at 1/3 the wholesale price
� Making “bottom of the line” model and flooding the market 1st in China and then worldwide
� Robbing NB of revenue� Damaging the brand association with high-performance
athletic shoes
Actions:� China’s Administration for Industry and Commerce (AIC)
agreed to raid five factories in 2000 netting 100,000 shoes� Dec 2000 filed suit in Shenzhen. Feb 2002 a judge rules
against NB.
NB is appealing
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Example:Ford CT20 Project
In early 1990 Ford outsourced product development and relied on manufacturing help for the CT20 (platforms for the Ford Escort and mercury Tracer)Ford owned 25% of Mazda and had long relationships with them (including the 1988 Probe and Festival)Steps to limit exposure:
� Joint efforts limited to subcompact and compact only (Mazda’s strong suit and Ford’s weakest). Based on the 323 platform
� Ford staff was on site in Hiroshima to learn and trasnfer knowledge
� Two manufacturing plants: heavy involvement of Mazda in the Hermosillo, Mexico plant; another plant in Wayne, Michigan
� Later the Wayne plant modified its processes based on the Hermosillo experience
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Sourcing ProcessCreateAnnualplan
Developrequirements
DevelopSourcingstrategy
Evaluate& selectsuppliers
Procurematerial
ManageSupplierrelationships
Goals & focus for next year(by category and totals)
Strategy to leverage buying power and minimize total costs by category
Systems, procedures, &
skills to support strategy
and execute well
Item requirements
by category across
the user base
Target suppliers,
negotiations and
contracting
Performance metrics, benchmarks, and improvement programs
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The Total System Cost ViewPurchase price Supplier economicsSupply chain costs (e.g., transportation, carrying inventory)Buyer’s cost of acquiring and managing products and servicesQuality and reliability of product/service over the lifetime of the contractValue of product/service to internal/external customer
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Complete Cost Consideration
Starting in ’98 moved purchasing overseasSevered relationships with long time
suppliers who would not agree to procure
in the Far East
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e-Procurement e-Procurement relies upon direct process linkages
between business consumers and suppliers.Traditional Procurement e
Procurement
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e-Procurement:Main benefit:Improved Compliance
ImplementContract
Negotiate Deal
ManageCompliance
•Initial excitement
•Early adoptershappy•Managementsupport at itsgreatest•Little to noadministrationrequired
•System limitations
and administrative
issues surface•First user
complaints•Performancetracking systemsinstalled
Benefits are with sustainable
with eProcurement
•Ease of use and reporting
become critical•Significant
administrationrequired•Dismayed users may
resort toold methods and sourcesContract savings decline over
time due tocompliance and measurement
problems
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20
e-Procurement Applications Landscape
ARIBA COMMEC
EONE
SAP
ORACLEAPPLICATIO
N
IPLANET
CLARUS
metiom
Requisite technology
CLICK
Purchase soft
B2e markets
Open Site MOAI
i2Right
works
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IBM Case
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IBM Fortunes
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The Turnaround
Cash Flow Debt
Credit Rating Overview Stock Price$ Per Share
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Wall Street Journal, Jan. 8, 2002
“ IBM SIGNED a $5 billion outsourcing
contract and plans to sell someoperations as it looks to cut costs in
itspersonal-computer business.”
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e-Procurement
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Exploiting the Leverage of the Web
Type of Supplier
Percentof Spend
Web Value
Core 80% Enabling greater collaborationand integration with key partners
Commodity
15% Building critical mass andextending the reach
Emerging 5% Extending the reach to niche suppliersLeverage existing suppliers
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Results
Business Metrics Mid 1990’s 2001
Maverick buying 30% <1%Acceptable Business Controls 40%-50% +90%Client Satisfaction 40% >80%P.O. Processing Cycle Time 30 ddays 1 hourlye-Transaction: Invoice Hands Free
??20%
95%+80%
Contracts Cycle Time Length
6-12 months40(+) page
30 days6 pages
Ledger Miscodes >30% 5%Suppliers Connected via Web 0 27,000Savings via Web 0 $330M
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Combinatorial Auctions: The Transportation Example
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Transportation Procurement Is Different
Controlling economics: economies ofscope, not only scale
There are many dimensions totransportation services
Forecasting transportation is difficultComplex administration
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Annual Procurement: What is the issue? Given: A distributionnetwork.Traffic Lanes (A→B, B→C, C→B, C→D).Similar Frequency & Distance. Two Potential Carriers (I, II) The Challenge: Which carrier gets which lanes?C
B
Fig.1 A Simple Network with Four Lanes
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Current PracticeInformation exchange
.Shippers give aggregated volumeestimates (by lane, origin, region,system), based on last year..Carriers submit lane rates (per mile or per move).
Assignment mechanism:� Lane-by-lane analysis.� Low bid wins.� Spreadsheet analysis.
Fig.1 A Simple Network with Four Lanes
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Combinatorial Bidding
Fig.2 A Network Example with Nine Bid Packages
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Packaged Bids
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Multi-attribute Procurement
Transportation serviceinvolves more than price (two types of attributes):Lane attributes
� Solution: use “generalized cost” with proper
weights for LOS and other attributes in the optimizationSystem attributes
� Solution: introduce constraints reflecting the
business rules that one wants to impose
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System Constrains “ More than one carrier serving the network.”
Re-running the optimization
with additional constraints:“what if” analysis
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Users of Conditional Bidding with Optimized Awards
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System Requirement Example:Core Carrier Programs
Carrier selectionHow to reduce the basefrom 200 carriers to 10?
Costs and BenefitsHow much does it cost toreduce the carrier base?
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System Requirement Example:Core Carrier Programs
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System Requirement Example: Core Carrier Programs
Lost Opportunity Cost
. Limiting the number of carriers constrains opportunities.
. Result: higher cost solution
. The question: is it worth it?
Annual Spend Vs. Number of Carriers
An
nu
al Exp
. (Millio
ns)
Number of Winning Carriers
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RITE AID
One of the nation’s leading drugstore chains
. Modern store base
. Strong brand
. Modern distribution centers
. Superior pharmacy technology77,000 full and part-time associates3600 stores in 30 states and DC$14.5B at end of FY 2001
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RITE AID
The freight involved in this RFP process represented all inbound collect
LTL, truckload and inter-modal freight into Rite Aid’s distribution centers.
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RITE AIDProject Activities & Timeline
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RITE AIDThe Process
The bidding software is the engine providing the analytical horsepowerfor optimizing pricing across complex networks.
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RITE AIDScenario Summary (Example)
Facility CodeFacility LocationNumber of LanesAnnual Volume
#422Cincinnati582000
The “Baseline” is pre-defined prior to the bid processThe “Least Cost Scenario” is simply the least-cost combination of rates,
which is seldom implementable entirely, which leads to:Analysis of “Incumbent Carriers” and then to other pre-definedalternativesOther considerations include lane coverage capability, past service history, and other qualitative factorsThe final scenario is run to create a solution which is both cost effectiveand operationally feasible
Scenario Annual Spend Savings fromBaseline($)
SavingfromBaseline (%)
Delta aboveLeast Cost ($)
Delta aboveLeast Cost (%)
Lane Coverage
BaselineLeast Cost ScenarioIncumbent carriersCarrier”A”sole soureCarrier”B”sole source
$ 1,810,208$ 1,300,132$ 1,703,818$ 1,368,901$ 1,379,123
$ 510,076$ 106,390$ 441,407$ 431,085
28.2%5.9%24.4%23.8%
$$ 403,686$ 68,669$ 78,991
0.0%31.0% 5.3%6.1%
100%100%100%100%
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RITE AIDRealized Benefits
Reduced freight costs for inbound transportation.LTL savings exceeded 10%. TL/ Intermodal savings exceeded 7%. Leveraged volume from prepaid to collect conversion project. Holistic bid involving current and new carriers
Standardize and simplify administrative functions and procedures
.Standardized Contracts format and terms
. Selected one standard LTL Tariff
. Standardized tiered FAK structure
. Standardized accessorial chargesEnhance service
. 3 of 4 LTL successful carriers were incumbent providers with ahistory of strong service with Rite Aid. Largest Incumbent Truckload and Intermodal providers withstrong service records were retained. Benefits tracking process was developed to track project savings
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Lessons
Transportation is Different.Strong economies of scope (requires conditional bidding).. Multi-attribute evaluation process(requires generalized “costs” andsystem constraints).. A difficult forecasting problem (nonbinding contracts).. A burdensome administrativechallenge (requires a single round
Optimization-based Conditional Bidding. Allows carriers to achieve bettereconomics.. LOS can be handled rigorously.. External conditions can beincorporated.. Allows for special forecastingmethods.. Allows one-round process - preferredto multiple rounds (but requiresoptimization).. Automated administrative process.
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Lessons
Need for a contract-augmenting procedureNeed for tender-rejection management
.Replace “dialing for diesels”Need for TMS that can execute sophisticatedbid results (e.g., Surge pricing)Some conditional bid results are surprisingProblems with Carrier participation:
. Complicated
. Actual awards
. Timing
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Any Questions?
Yossi Sheff