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1990s
1990s - Procurement starts to become more integrated into the overall corporate strategy and a broad-based transformation of the business function is ignited, fueled strongly by the development of supply management software solutions which help automate the source-to-settle process.
2000s
2000s - The leader of the procurement function within many enterprises is established with a CLevel title - the Chief Procurement Officer. The global recession of 2008-2009 places procurement at the crux of business strategy.
2010s
2010s - The elevation of the function continues as Chief Procurement Officers are recognized as important business leaders and begin to take on broader operation responsibility
Procurement is now being considered as a strategic business function. The increasing share of material costs and purchased services in major global organizations Profit & Loss account highlights its growing significance. The need to align procurement objectives with that of the organization is becoming a necessity.
The CPO's Top Metrics Identified Savings Spend under management Implemented savings Cost avoidance 48% 44% 41% 30%
Enterprise's Top Procurement Performance Metrics Implemented savings Booked saving Identified savings Cost avoidance Spend under Management 53% 43% 38% 38% 36%
Source : Ardent Partners 2012
As seen above, for a CPO the top metrics is Identified Savings whereas at the enterprise level the top metrics is Implemented Savings. Thus there is a stark difference in the priorities which need to be aligned.
This whitepaper will focus on problems prevalent in the process followed to measure procurement performance and how technology can be leveraged to improve procurement performance.
Neil Deverill former CPO of Anglo American and Royal Philips quoted in Procurement Intelligence Unit (PIU), "what gets measured
Measuring the performance of a procurement department can be a very complex process but, in 2013, more CPOs will work aggressively and proactively to define the performance criteria (and the methodology used to track it) that will be used to measure procurement department performance.
-Ardent partners 2012
Let us understand the procurement performance measurement woes with the help of an example.
Mr. John has been newly appointed as CPO of a manufacturing company with workforce of 10,000+ employees. The company has its offices spread across the globe. John has an upcoming meeting with the CFO where he needs to present the performance of his function. However with the present process of measuring procurement performance involving data spread across excel sheets, John was unable to comprehend the existing state of performance.
+ Lack of transparency in maintaining and comparing forecasted and actual savings + Difficulty in collating all procurement savings from different sources and generating
savings report for top management
+ No visibility into procurement savings obtained from supplier negotiations + Overcoming disconnect with finance division over savings definition + Difficult to demonstrate procurement's impact on company's bottom-line + Difficult to shift focus from cost savings to growth
What John needed was an effective measurement process that would overcome these odds and ensure overall sustainability and success of the procurement function which is aligned with the organizational targets. Using tools like excel sheets to track savings results in disparate data spread across the globe or having homegrown tools are most likely to put one in John' position. Apart from being difficult to manage data, these tools also suffer from other issues like lack of or expensive upgradation, inability to configure with the spend analysis tool, lack of security, lack of collaborative platform or user role definition mandating the use of an advanced technology to manage procurement performance. Having seen the challenges the following section will focus on the process that procurement needs to adopt for having a better performance tracking system in place. Organizations need to + Develop a function-specific view into individual projects and associated savings. This increases the visibility into organization wide savings a key to improving resource planning + Establish a common savings definition and baseline agreed upon by finance and procurement savings is an important factor for defining success for both Procurement and Finance. However, there has always been disconnect between the functions as savings generated by procurement is not reflected in the financial statements
+ Map the impact of procurement savings by collaborating with the finance team + Streamline savings approval process thus ensuring the right information reaches the
right authority
+ Track savings at a multi-dimensional level + Map forecasted savings to budgets - Project have multiple stages. It is important to be able to track forecasted savings vs. actual savings against the fixed budget at every stage
Process
Configuration
Execution
Reports
In this section we will focus on how technology can be leveraged to streamline the entire process of mapping procurement performance. In this whitepaperwe propose a 3 step process to mapping procurement performance.
Step 1: Configuration
This is the basic step which starts with defining the structure and boundary of the project.
1.
Project type
The procurement team along with the other stakeholders needs to decide the project type. For instance, cost avoidance, cost reduction, CAPEX, inflation management, revenue returns etc. Benefit types expected from the category i.e. various categories of savings whether it impacts P&L directly or indirectly, savings by cost avoidance etc.
2. Customization
Performance measurement tools/systems cannot adopt one for all strategy. It will vary depending on the organization structure, business and the industry it is functioning in. Thus it is necessary to have an option of customizing the fields as necessary. For instance track savings as per different business units, functions, plants etc.
Level 1
Reporting Manager Reviewer
Level 2
Commodity Leader Approver
Level 3
Financial Controller Approver
5. Project stages
A project has multiple stages. Typically 5 viz. 1. Supplier discovery 2. Creating a sourcing event 3. Negotiating a contract with the selected supplier 4. Managing and building supplier performance 5. Spend analysis The project will have a fixed overall budget. Savings should be forecasted at every stage. This forecasted savings should be compared with the actual realized savings. This helps the organization to track the status and success of project at every stage.
7.
Step 2: Execution
After the project basics have been defined and configured, the next step is to execute it. Execution involves 2 stages.
1.
Manage savings
As the project goes through different stages, savings also has multiple stages. At each stage there is a fight between forecasted saving vs. actual savings. Saving Stages
Stage 1
Potential Savings
Stage 2
Target Savings
Stage 3
Negotiated Savings
Stage 5
Realized Savings
Stage 4
Implemented Savings
The savings are calculated as per the agreed savings formula and its impact is mapped on the relevant financial statement.
In case of any changes at any stage, the user should have the option, depending upon the access rights to add comments or add an attachment or revise the data.
2.
Approve savings
Savings approval follows the path defined by the multi level workflow. The reviewer/approver checks the savings and its impact on the financial statements and accordingly approves them or otherwise.
Conclusion
Thus we see that for procurement to successfully measure and manage performance, the key is to effectively leverage technology which is less time consuming and gives accurate savings while maintaining a single version of truth, and at the same time ensuring transparency. Auto conversion of procurement savings to show its impact on P&L and balance sheet gives the company valuable insights and opportunities to grow which is the need of the hour today.
Z
About Zycus
At Zycus we are 100% dedicated to positioning procurement at the heart of business performance. For more than a decade we have been the world's most trusted leader in Spend Analysis. With our spirit of innovation and a passion to help procurement create even greater business advantages, we have evolved our portfolio to a full suite of Procurement Performance Solutions Spend Analysis, e-Sourcing, Contract Management, Supplier Management, and Financial Savings Management. Behind every Zycus solution stands an organization that possesses deep, detailed procurement expertise and a sharp focus on being responsive to customers. We are a large 600+ and growing company with a physical presence in virtually every major region of the globe. We see each customer as a partner in innovation and no client is too small to deserve our attention. With more than 200 solution deployments among Global 1000 clients, we search the world continually for procurement practices proven to drive competitive business performance. We incorporate these practices into easy-to-use solutions that give procurement teams the power to get moving quickly from any point of departure and to continue innovating and pushing business and procurement performance to new heights.
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