Weitere ähnliche Inhalte Ähnlich wie E purchasing technology drives new economics for commerce Ähnlich wie E purchasing technology drives new economics for commerce (20) Kürzlich hochgeladen (20) 1. 1 © 2011 Forrester Research, Inc. Reproduction Prohibited
2. ePurchasing Technology Drives New
Economics For Commerce
Lutz Peichert, Vice President, Principal Analyst
January 19, 2012
2 © 2009 Forrester Research, Inc. Reproduction Prohibited
2011
3. New developments in
ePurchasing technology
can help Procurement go
beyond the low hanging
fruit
3 © 2011 Forrester Research, Inc. Reproduction Prohibited
4. Agenda
Procurement leaders face conflicting priorities in 2012
Four trends drive business technology developments
We’re beginning to see their impact on ePurchasing
Summary recommendations
4 © 2011 Forrester Research, Inc. Reproduction Prohibited
5. Agenda
Procurement leaders face conflicting priorities in 2012
Four trends drive business technology developments
We’re beginning to see their impact on ePurchasing
Summary recommendations
5 © 2011 Forrester Research, Inc. Reproduction Prohibited
6. What forces will shape your world in 2020?
2010 2014 2016 2020
6 © 2011 Forrester Research, Inc. Reproduction Prohibited
8. Economic volatility can disrupt your supply chain
Source: www.financial-portal.com
8 © 2011 Forrester Research, Inc. Reproduction Prohibited
9. Sourcing’s Goals Pull Us In Two Directions
Number of
Rationalize Expand
Suppliers
Aggregate demand to Costs Expand the bidder pool
get economies of scale to increase competition
Dump financially weak Diversify, multi-source to
Risk
vendors reduce over-dependence
Focus vendor Introduce new blood to
management’s
Performance combat complacency
attention
Search for new sources,
Create tight strategic Innovation anywhere in the world
partnerships
Answer: Do Both – create tighter partnerships in some areas while
increasing competition in others
9 © 2011 Forrester Research, Inc. Reproduction Prohibited
10. Collaboration: working more closely with its key
suppliers helped Ford reverse its decline
Ford rose to 5th
in JD Power’s
quality
ranking, above
Toyota and
Nissan
Source: Planning Perspectives, Inc
10 © 2011 Forrester Research, Inc. Reproduction Prohibited
12. Relationship classification example
Spouse
Close
Relative
Facebook
Social Value
Friend
Child@
LinkedIn
University
Connection
Timescale/ Cost To Replace
12 © 2011 Forrester Research, Inc. Reproduction Prohibited
13. Agenda
Procurement faces conflicting priorities in 2012
Four trends drive business technology developments
We’re beginning to see their impact on ePurchasing
Summary recommendations
13 © 2011 Forrester Research, Inc. Reproduction Prohibited
14. Forrester has identified four broad themes driving
business technology trends
Empowered employees and customers energize leading
organizations.
Everything-as-a-service (XaaS) offers new technology acquisition
and consumption options.
The App Internet connects mobile users to near-limitless
information.
Big data extends our digital horizon and changes the way we do
business.
14 © 2011 Forrester Research, Inc. Reproduction Prohibited
15. CIOs need shift budget from steady-state to new
initiatives
May 2011 “Forrsights: The Software Market In Transformation, 2011 And Beyond”
15 © 2011 Forrester Research, Inc. Reproduction Prohibited
16. Businesses cannot, and should not, get all their
technology innovation from one source
Self-
provisioned
iApps
Key business
applications New supplier
search
Core
Collaboration Systems
SRPM
ERP
eSourcing
16 © 2011 Forrester Research, Inc. Reproduction Prohibited
17. Agenda
Procurement faces conflicting priorities in 2012
Four trends drive business technology developments
We’re beginning to see their impact on ePurchasing
Summary recommendations
17 © 2011 Forrester Research, Inc. Reproduction Prohibited
18. Most enterprises still have a buyer-centric
approach to ePurchasing
Ptolemy
18 © 2011 Forrester Research, Inc. Reproduction Prohibited
20. But a universe of discrete networks is costly
for suppliers, and less effective for buyers
Gallileo
20 © 2011 Forrester Research, Inc. Reproduction Prohibited
21. We’re now seeing the emergence of global
communities of buyers and sellers
•Scale and reach to be effective
•Unstructured collaboration, not merely transactions
•Sharing information with your peers
21 © 2011 Forrester Research, Inc. Reproduction Prohibited
22. Important management information is distributed
across multiple silos
ERP
eSourcing
Contracts
EDI
22 © 2011 Forrester Research, Inc. Reproduction Prohibited
23. The technology giants have misled us several times
“Implement one ERP product everywhere”
“Consolidate to a single instance”
“Build a data warehouse”
“Buy a spend analysis project”
“Buy a supplier assessment project”
So why should we believe them now?
23 © 2011 Forrester Research, Inc. Reproduction Prohibited
24. Supplier managers need to combine internal and external
information sources into a formal risk analysis process
24 © 2011 Forrester Research, Inc. Reproduction Prohibited
25. Forrester named this emerging category “Supplier
Risk and Performance Management”
25 © 2011 Forrester Research, Inc. Reproduction Prohibited
26. SRPM is more than data gathering and reporting
Performance
Risk optimization
management
Performance
monitoring
Supplier
Information Action needed Process management
Searching for insight
Self-
registration
One supplier master
Basic data collection
26 © 2011 Forrester Research, Inc. Reproduction Prohibited
27. Vendor viability
Risk Vendor
Vendor risk
tolerance viability
27 © 2011 Forrester Research, Inc. Reproduction Prohibited
28. Forrester sees forward looking risk management as a
must
28 © 2011 Forrester Research, Inc. Reproduction Prohibited
29. Agenda
Procurement faces conflicting priorities in 2012
Four trends drive business technology developments
We’re beginning to see their impact on ePurchasing
Summary & recommendations
29 © 2011 Forrester Research, Inc. Reproduction Prohibited
30. How can you make use of these forms of
unstructured collaboration?
Idea forums that include key suppliers
– Users’ problems, suppliers’ ideas, voting on which ones to take
forward, workspace for project teams to share information
Engineering change process
– Consider the impact of proposed modifications before they are put into
effect
Community performance rating
– Aggregate objective and subjective data from your peers to evaluate
prospective suppliers
Urgent problem resolution
– Creation of ad hoc teams, live web conferencing, asynchronous
messaging
30 © 2011 Forrester Research, Inc. Reproduction Prohibited
31. What can you do now?
If you’re just starting out… If you’re further along…
• Don’t wait until you have a • Use technology to work even
disaster to create the more closely with your key
business case for SRPM suppliers
• Convert Ptolemaic or • Focus SRPM attention based
Copernican supplier on importance, not just
collaboration initiatives into spend
community programs • Automate analytics
• Start somewhere • Manage improvement
important, but doable processes
31 © 2011 Forrester Research, Inc. Reproduction Prohibited
32. Thank you
Lutz Peichert
+49 69959 29846
lpeichert@forrester.com
www.forrester.com
© 2009 Forrester Research, Inc. Reproduction Prohibited
Hinweis der Redaktion Riskier environment – economic, political, environmental; price volatility; Need to drive down costs – by consolidating spend with fewer suppliers, while increasing the bidder poolNeed to co-innovate with suppliers Riskier environment – economic, political, environmental; price volatility; Need to drive down costs – by consolidating spend with fewer suppliers, while increasing the bidder poolNeed to co-innovate with suppliers Image:http://clichegal.blogspot.com/ So how do you decide which suppliers will fit in which category? To add or remove rows in the table:Select the table. Your cursor will change to an icon of two lines and an arrow above and below will appear on mouse-over of the baseline of the row.Right-click and select INSERT > ROW BELOW. Or DELETE ROW.To add a row after the last row, you can press [Tab], and the cursor will go to a new row.Highlighting new areas:Select the bracket group from the right bracket. Hold SHIFT and pull cursor down over the next bullet item. Select the previously highlighted text and in the HOME tab unclick the [B] button for bold, and click on the [A]buttonand choose the gray swatch (Gray-50%, Accent 5) second to last in the top row of the palette. Select the text for the newly highlighted area and click the [B] button for bold, and click on the [A]buttonand choose black. Use of ePurchasing to assist supplier tiering and then monitor performance at an intensity level appropriate to the tier. Facebook was only effective because it dominated. E.g. half your friends are at party down the road that was advertised on BeboWe wont accept such a monopoly in a B2B context, but we will accept 3 or 4 community platforms, especially if they integrate with each other. This prompted us to research the market, and publish our analysis in a couple of reports of which this is one We identified a maturity curve, from basic self-service as part of master data management, through wider risk & performance reporting, to a full optimization stage, including processes to address problems and drive improvement. For example, early stage processes disqualify suppliers that fail r&p criteriaAdvanced processes help those suppliers improve. Use of ePurchasing to assist supplier tiering and then monitor performance at an intensity level appropriate to the tier.
