The Purchasing Highway: Under Construction
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Transcript of The Purchasing Highway: Under Construction
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The Purchasing Highway: Under Construction
Achieving supply chain efficiency through robust commodity strategies
Mary Alice Kuhn, C.P.M.Manager-Strategic Sourcing & Design
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Timken at a glance
Technical centers
Manufacturing facilities
Sales offices
$4.5 billion sales 26,000 associates in 27
countries Manufacturing plants:
– 54 bearing– 12 joint-venture
bearing– 12 steel
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Timken at a glance
Automotive35%
Steel27%
Industrial38%
Fortune 500 Forbes Platinum 400 –
America’s Best Big Companies in 2005
Forbes Global 2000 Named one of the
“100 Best Corporate Citizens for 2004” by Business Ethics magazine
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Timken at a glance
(a) Company estimates, Freedonia Group and external financial reports.
Timken: #3 Global Bearing #1 North American
Bearing #1 Global Tapered
Bearing #2 Global Needle Bearing #2 Global Industrial
Bearing Aftermarket
Global bearing market - $25 Billion(a)
NTN8%
Other30%
NSK10%
Koyo8%
INA-FAG16%
SKF17%
Timken11%
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Supply Chain Complexity
Customer
Customer
Customer
Customer
Customer
DistributionCenter
Assembly Plant
Steel Plant
Supplier
Component Plant
Two-lane highways…
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Supplier
Supplier
Supplier
Supplier
Supplier
Supplier
Supplier
Supplier
Supplier
Supplier
Supplier
Supplier
Supplier
Supplier
Supplier
Supplier
Supplier
Supplier Supplier
Comp Plant
Assy, Comp Plant
Assy, Comp Plant
Tier 1
Tier 1
Tier 1
Tier 1
Customer
Customer
Customer
Customer
Customer
Customer
Customer
Supply Chain Complexity
…become four and six-lane interstates
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Supply Chain Complexity
“Competition is no longer company to company. It’s supply chain to supply chain.”
Sr. Vice President-Supply Chain Management
Cessna Aircraft Company
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The Purchasing Highway: Under Construction
Achieving supply chain efficiency through robust commodity strategies
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Move away from buying parts (go fetch) Embrace long-term thinking Institute KPI other than price reduction Integrate Purchasing in Supply Chain; Break
down Supply Chain silos Elevate professional development Shorten time to productivity; improve cultural
assimilation
Objectives
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Learn about and understand available practices related to creating and implementing strategies
Understand how to link business strategies to Purchasing strategies
How to connect strategies to reality (over time)
How to change mentalities from tactical to strategic
KPIs for current and future measurement
Benchmarking
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Industrial Customers Automotive Customers Industry-specific organizations: ISM (Institute for Supply Management), Corporate Strategy Board, Procurement Strategy Board Academia: Eli Broad School of Management – U of Michigan, PSU, etc. Consultants Trade publications, internet Key/strategic suppliers Research firms: CAPS (Center for Advanced Purchasing Studies)
Candidate List
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Tremendous amount of information: Many articles, websites, etc. – no documented process of “how to” develop a strategic process resulting in a commodity strategy; company spec’d
There is no rule book/play book “How to” needs to be adaptable to “what”
“How to” becomes SOP (standard operating procedure)
SOP example: “What” > Who are the leaders? Target
companies, equipment manufacturers, suppliers, customers, academia/best in class > Line of questioning based on specific process that creates “what” > Contact & dialogue > Apply learnings to commodity strategy in conjunction with business & market analysis
To get cost out of “what” CM needs to be teacher & facilitator to share practices with supplier
Findings ~ general
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Every commodity: TCO analysis High emphasis on cross functional team ownership Strategic plans – at least 5 years out with specific
data on spend, supply base, key processes, resource process maps, KPIs, objectives
Rationalized supply base; more time spent on key suppliers and less time on poor performers
Long term agreements covering 80%+ of spend Supplier relationship management, emphasis on L6S,
VAVE Aligned staffs to support transactional to strategic
work Supplier integration – advisory boards, conferences,
trust, focus on future (not past)
Findings ~ general
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Current Steps in Sourcing
Identify Select CertifyEvaluate ManageBusiness Need
?What is it?
Who can make it?
How consistent can they make it?
Pick 1 (or 2)
PPAP, approval
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Value to the business
Time
Create aCompetitiveAdvantage
Supply base value opportunities
What does this mean?
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Supply Base Rationalization & Relationship Management: Develop supplier strategies, categorize and establish appropriate relationships
Process Adherence: Develop and document standard operating procedures to integrate sourcing processes into an end-to-end supply chain
Data assessibility: Robust information systems to enable immediate access to data for analysis and decision making (ONE) as well as provide data visibility between customer~Timken~supply base
Professional Development: Create an associate community reflective of current talent pool and future needs via skills assessments, clearly defined roles & responsibilities; provide training to close gaps; offer to supply base
Strategies
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The Strategic Sourcing Council Process is the Framework for Development and Implementation of Robust Commodity Strategies
Analysis & Decision Making Manage & Measure
Relationship Structure & ContractBusiness Need Transition &
Implementation Strategy Planning (Profile)
Council Objectives:1) Resource allocation and accountability; Alignment2) Process management (adherence to SOPs)3) Timely implementation5) Risk mitigation6) Profitable success
Council Composition:- Each commodity has at least 2 executive sponsors of which 1 is the GM-Purchasing-Indirect, Direct/Auto or Direct/Ind + business unit front end and/or manufacturing director/VP- Each commodity has a cross functional team of which the owner(s) of the resource(s) are decision makers (“gatekeepers”)
Decision making process:- Executive sponsors and gatekeepers have voting priviledges. When there is not consensus or a “tie”, the executive sponsors have final decision.
1 2 3 4 5
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“Best-in-Class” Steps in Sourcing
Analysis & Decision Making Manage & Measure
Relationship Structure & ContractBusiness Need Transition &
Implementation Strategy
Planning (Profile)
Commodity Understanding
Supply Market Analysis
Business Understanding
OBJECTIVE OF PROFILE PLANNING STEP:-Systematic process-Executive consensus-Clear direction; rationale-Less “firefighting” (because of better planning and understanding of the supply base’s capabilities & capacities)
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“Best-in-Class” Steps in Sourcing
Commodity UnderstandingWhat is it we want to buy?•Specs - relevant, market appropriate, competition’s spec•Raw material - availability, source, Timken/customer directed•Manufacture - process, machines, technology•Product – order frequency, inventory levels, supply chain map/path•Current – source, history, OTD, etc•Application – how is part used, where, who
Analysis & Decision Making Manage & Measure
Relationship Structure & ContractBusiness Need Transition &
Implementation Strategy
Planning (Profile)
Commodity Understanding
Supply Market Analysis
Business Understanding
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“Best-in-Class” Steps in Sourcing
Supply Market AnalysisWho makes up the supply base and what are the trends?•Location-Ease of doing business, location of sub contractors & material source, length of supply chain•Capability, Capacity-development & investment requirements•Quality processes-minimum requirements•Technology-state of art?•Market share, customer base, competitors•Cost drivers, cost structure
Analysis & Decision Making Manage & Measure
Relationship Structure & ContractBusiness Need Transition &
Implementation Strategy
Planning (Profile)
Commodity Understanding
Supply Market Analysis
Business Understanding
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“Best-in-Class” Steps in Sourcing
Business UnderstandingWhat is Timken’s supply chain stream and vision to get to the marketplace?•Status – growth or receding, life expectancy, market price•Technical – substitutions, replacements,•Competition – what are they doing? Make or buy? Where is source?•Goals – history of use, main drivers, current/future scenarios•Supply base – internal, external, who, capability, capacity, core competency, contract obligations
Analysis & Decision Making Manage & Measure
Relationship Structure & ContractBusiness Need Transition &
Implementation Strategy
Planning (Profile)
Commodity Understanding
Supply Market Analysis
Business Understanding
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Purchasing measures
Current• Price downs to plant level verification
Future•Total Cost of Ownership (TCO)
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Purchase cost
Internal company costs
Joint supplier/customer costs
TCO
+
+
=
Source: McKinsey Supply Management Practice
Purchaseprice
Transportation Warehousing
Inventorycarrying costs
Factory yield/ process efficiency
Purchasingadministration
Damagedfield product
Productioncapacity
Expediting
Specifications
R&D
Operating costs
Maintenance costs
Inventory management costs
Set-up costs
Total Cost of Ownership (TCO)
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“Best-in-Class” Steps in Sourcing
Total Cost of Ownership (TCO)
Analysis & Decision Making Manage & Measure
Relationship Structure & ContractBusiness Need Transition &
Implementation Strategy
Planning (Profile)
Commodity Understanding
Supply Market Analysis
Business Understanding
– Cost drivers and related factors, sensitivity to change
– Spend management over time• Buying strategy (hand-to-mouth,
buy to requirements, forward buying, life-of-product, JIT, etc.)
• Implementation strategy (hedging, spot buy, contract/PO basis, multi-year, capacity, life of product, etc.)
– Estimated TCO vs Actual
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Purchasing measures
Current• Price downs to plant level verification
Future ~ TCO ~ identify cost drivers• Price downs • Cost of quality• Cost avoidance• Customer satisfaction• Inventory levels• OTD• Supply chain cycle time reduction•Etc.
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Cost Drivers
Cost drivers were identified based on:> survey analysis on buyers and suppliers> industry best practices
Apart from “piece price”, the most important cost drivers were found to be:> Quality> Supplier reliability and capacity> Logistics, Warehousing, Transportation> Transaction costs
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> Subjective (Choose from 1-5; 1=poor, 5=excellent)> Access to TSN: Complete/restricted/No access;Accordingly a 5/3/1, respectively!> EDI/ERS capability: a yes/no answer; hence
excellent/poor ; i.e. 5/1 respectively> Back office enterprise system availability: level of
ERP applications, access to “knowledge”; value-added> Ease of payment terms: Do you want payment in
USD? Is payment in USD? Yes (4,5); No (1/2/3, based on strength of dollar! Refer purchasing training), payment terms in days (30- 90), technical expertise of suppliers aligned to Timken technologies
> How much is the quality control being applied real time (measured from Rapid plant assessment tool)
Transaction Costs
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© Copyright The Timken Company 2005
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Preparation for the Trip
Benchmark – internally and externally Identify gaps; Prioritize needs Establish framework: SOPs, guidelines, common
terminology, etc. Cross-functionality and executive sponsorship –
purchasing doesn’t own the supply chain or the supplier or the problems associated with the supplier
Set milestones and achieve the dates Balance - short and long term activities (put out fires
while establishing a fire prevention plan)
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Review YOUR construction plans:
1)Something you heard you will apply immediately in your work, and
2) An “a-ha!”