Purchasing and supply management have never been easy. The past several years have caused many executives and professionals to lose more sleep and gain more gray hair (or lose more hair) than usual; therefore, the next decade requires upgraded skill sets to survive.
Portfolio analysis is one of the most powerful techniques
used by the purchaser, despite its simplicity. It is a simple “grid” tool that charts the amount we spend on products or services and the complexity of its acquisition.
Portfolio analysis helps us define our sourcing strategy and the best sourcing techniques to use dependent upon the position on the sourcing grid. It also defines the relationships (supplier positioning) we need to have with our key suppliers and gives us an insight in how the key suppliers may see us in perception model. It allows you to organize your time and
resources for maximum benefit and it encourages strategic thinking and analysis to reduce cost, add value, and minimize risk.
2. Agenda
• Supply Relationship Management and Spend
Analysis—How Is Your Supply Base Categorized?
• The Kraljic Purchasing Model—Use of Matrices,
Portfolio Analysis, and Sourcing Grids
• Supplier Perception Model—How Is Buyer Viewed?
• Strategic Sourcing Approaches with Different Types
of Buys—Using a Sourcing Grid in Risk Management
6. Supply Base Stratification Pyramid
Strategic
D
E
P
E
D
E
N
C
Y
R
E
L
A
T
I
O
N
S
H
I
P
Preferred
Transactional
The dependency on fewer suppliers increases while the need for a long-term relationship diminishes.
7. Supply Base Stratification Tiers
Stratification
Tier
Number of
Suppliers
Supplier
Relationship
Strategic
Market Leader
Highly Dependent
Preferred
Few Suppliers
Leveraged
Transactional
Many Suppliers
Spot or P.O. Basis
8. Porter’s 5 Force Model to
Assess Market Complexity
GOOD PRACTICE RATIONALE
PORTER’S
5 FORCES
Focus of Strategic Attention
Industry or
Business
Types of
Competitive Advantage
Low Cost or
Differentiation
Basic Unit of
Competitive Advantage
Activities
9. Porter’s Five Forces—Applied to Supply
Base and Relationship Management
• According to Porter, these five forces shape the profitability of an
industry and determine how attractive the industry is.
• Analyzing the forces in relation to your industry can help you decide
strategy for your organization
• Porter’s Five Forces are:
– Internal Rivalry: Who are the existing competitors in the industry, and
what’s the level of competition?
– Entry: How hard is it for new firm to enter the industry? What barriers
exist to discourage new entry?
– Power of Suppliers: Who supplies the industry’s inputs, and how easy is
it to negotiate with them?
– Power of Buyers: On the other end, who’s buying the industry’s
products or services, and how easy is it to negotiate with them?
– Substitutes: What products/services exist that take the place of the
industry’s products or services, and how does this affect industry
demand?
10. Porter’s Five Forces—Application
Threat of New Entrants (2)
• Industry is continuously changing and this will bring
potential opportunities for new entrants.
• New entrants need deep pockets and strong
strategy
• Opportunities still exist in Asia-Pacific
• Most products are web-based, therefore main
differentiator will likely be ease of navigation.
IT Example
1
2
3
Industry Competition
Rivalry Among Existing
Firms (3)
Bargaining Power of Suppliers (3)
• Some suppliers have unique content
which cannot be bought from other
sources
• Continuing to invest money in new
tools and in developing content.
• Mature industry with a small number of large, powerful
suppliers is pushing suppliers to be more responsive
with their pricing policies and terms & conditions.
• Less competition due to industry consolidation, but
buyers can still switch suppliers
• Information aggregators are forming alliances that
enable them to provide value-added content analysis
such as reputation management and other services
• Some suppliers pursuing a fullservice, one-stop shop model.
4
5
Threat of Substitute Products or Services (2)
High
Bargaining Power of Buyers (4)
• Greater awareness of pricing policies
putting pressure on suppliers to be more
flexible with pricing.
• Beginning to manage demand and
negotiate more effectively.
• Individual departments within a company
can band together to leverage buying
power.
• Opportunities still exist to switch suppliers.
• Buyers are increasingly able to purchase
services tailored to their needs.
• Increasing availability of information from other sources, e.g. World
Wide Web, as search engines such as Google and Yahoo
continue to mature and Wikipedia products develop.
Source: AT Kearney
Low
11. Porter’s Five Forces—Effects of
Environmental Factors
Those Who
Create the
Market
The
Market
THE BUYING
COMPANY &
COMPETITORS
THE SUPPLIER’S
COMPETITORS
THE
SUPPLIER
Those Who
Influence the
Market
THE SUPPLY
PIPELINE
NEW ENTRANTS
&
TECHNOLOGY
13. A-B-C Purchasing Classification
of Value
Percentage
A
B
C
Annual Total Purchasing
Expenditures/
Buys
70-85%
10-25%
1-20%
Annual Total Number of
Suppliers
5-20%
20-30%
50-60%
Annual Total Number of
Services, Products, and
Materials
10-20%
25-30%
50-60%
Annual Total Number of
PO Transactions
5-10%
15-25%
50-70%
14. Range of Purchase Order
Transaction Information Grid
PO $
Range
0-250
251-500
501-750
751-1,000
1,001-2,500
2,501-5,000
5,000 or more
# of POs
% of
Total POs
% of Total
$ Value
Average
$ Value
Per PO
15. Key Spend Categories for Expertise—
Example
Information
Technology
• Computer
Equipment
• DASD / Storage
• Printers
• PC Workstations
• Peripherals
• 3rd Party
• Maintenance
• Telecom
Equipment
• Phone
• Switch Equipment
• Pagers
• Cellular Phones
• Audio & Video
• Networking
Equipment
• Maintenance
• Software
Development
• Software
Commercial
• Mainframe
• Applications
Facilities
• Facilities
Management
• Janitorial
• Site Maintenance
• Engineering
• Security
• Cafeteria / Vending
• Utilities
• Construction
• Environmental
• Engineering
Services
• Hazardous W aste
• Laboratory
• Real Estate
• Leases / Rental
• Furniture
• Business Equipment
• Fax Machines
Human
Resources
• Business Services
• Education
• HR Benefits
Programs
• Market Intelligence
• Consulting
• Other Personnel
• Technical SubContract
• Engineers
• Programmers
• Admin Services
• Secretarial
• Call Centers
• Mail Room
• Reprographics
• Travel /
Entertainment
• Airlines
• Hotels
• Car Rentals
• Transportation
Services
Business
Resources
• MRO / Office
Supplies
• Mill Supplies
• Electric Supplies
• Pipes, Valves,
Fittings
• Chemicals
• Manufacturing
Equipment
• Services
• Supplies
• Maintenance
• Material Handling
• Equipment
• Build to Print
• Non-Product
Parts and
assemblies
Marketing &
Communications
• Marketing
Communications
• Advertising (TV,
Radio, Print)
• Direct Marketing
• Business / Trade
Shows
• Promotional items
• Interactive
meetings
• and events
• Public Relations
• Sales Promotions
• Printing Services
• Pre production
• Paper
• Forms / Envelope
Printing
• Commercial
Printing
• Letter shops
17. Understanding Supply Base Risk
Type of Risk
Case in Point
Strategy
• New geographical region with unfamiliar suppliers
• Wrong sourcing supply strategy for supply chain stream
• Lack of end-to-end visibility in one integrated system
Demand
• Over specification, excess inventory and demand volatility
• Reduce design latency and develop a pull-based signal
• Inability to ramp up or ramp down for changing needs
Market
• Market exposure for constrained supply industry capacity
• Sudden and unexpected changes in customer policies
• Inability to monitor and assess market conditions
Implementation
• Poor supplier qualification and selection criteria
• Supplier labor availability, cost, and quality issues
• Failure to execute supply assurance strategies, if needed
Performance
• Supplier relative to others providing similar items/services
• Potential supplier financial solvency and bankruptcy
• Continuous supply disruption impacts and incidences
19. Kraljic Matrix
•
•
The matrix was developed by Peter
Kraljic and first published as part of an
HBR article in 1983
The core of the model is to rank
suppliers on two dimensions (high or
low)
1. The amount of company spend with the
supplier
2. How vulnerable a company is to a supplier’s
failure or disappearance
20. Original Kraljic Model Grid
Supplier Positioning & Strategic Approach
Security
Category 2
Critical
Category 4
Acquisition
Category 1
High
Profit
Category 3
Supplier
Vulnerability
Low
High
Purchase Spend with Supplier
21. Purchasing Portfolio Model Grid—CIPS
The Purchasing Portfolio is model which enables an organization to decide
the best approach to the purchase of individual goods and services. It
involves categorizing each purchase in terms of risk and value and then
positioning it in the following matrix.
Purchase Category Assessment Positioning
High
RISK
Security
Category 2
Supply important,
Supply important,
cost less so as
cost less so as value
value small
Strategic
Category
Both supply4and
Both supply and cost
cost important
important
small
Manage Process
Manage
Leverage
Category 2
Category 3
Process
Cost important,
Because both
Cost important,
Because both
supply less so
supply risk low
risk/value are low becauseless so
risk/valueare low
Low
because risk low
VALUE
High
22. Purchasing Portfolio Model Sourcing
Grids
• Portfolio Analysis is one of the most
powerful techniques used by the
purchaser, despite its simplicity.
• It is a simple ‘grid’ tool that charts the
amount we spend on products or services
and the complexity of its acquisition.
• Portfolio Analysis helps us define our
sourcing strategy and the best sourcing
techniques to use depend on the position
on the grid.
23. Purchasing Portfolio Model Sourcing
Grids
• It also defines the relationships we need to have
with our key suppliers and gives us an insight in
how the key suppliers may see us.
• It allows you to organize your time and resources
for maximum benefit and it encourages strategic
thinking and analysis to reduce cost, add value,
and minimize risk.
• Portfolio analysis allows you to select the most
effective methods to apply which will maximize
the control and management of key work streams
24. Purchasing Portfolio Model Sourcing
Grids
• There are real dangers if suppliers are more
important to us than we are to them, and real
opportunities if the balance of power is in our
favor!
• It is important to identify their perception of
us and tailor our actions accordingly.
• If there is clearly a mismatch in the level of
commitment between buyer and supplier, the
relationship can be disrupted.
25. Purchasing Portfolio Model Sourcing
Grids
• When used within the application of SRM, it
is necessary to ensure that the resources are
used efficiently and attention is directed
appropriately.
• Portfolio Analysis can be used to help decide
which elements of the supplier portfolio to
focus on when constructing the Sourcing
Grid and corresponding strategy.
26. Purchasing Sourcing Model Grid
Centralized Procurement Activity in a Sourcing
Group Portfolio Business
High
Strategic
Nature,
Complexity
& Value of
Purchase
Low
Capital Equipment
Capital
& Equipment
Fixed Assets
& Fixed Assets
Category 2
Category 2
Raw Materials
Raw Materials
& Commodities
& Commodities
Category 3
4
Miscellaneous
Miscellaneous
Indirect Purchases
Indirect
Purchases
Category 1
Category 1
Standard Goods
Standard Goods
& Services
& Services
Category 4
3
High
Benefit From Category Management & Aggregation
27. Purchasing Sourcing Model Grid
Purchase Category Assessment Positioning
Category
Business
Impact
Leveraged
Purchases
Category 2
Critical
Purchases
Category 4
Spot
Purchases
Category 1
High
Strategic
Purchases
Category 3
Low
High
Category’s Supply Market Complexity
28. Purchasing Sourcing Model Grid
Sourcing Approaches Based on Spend Volume
High
Cross
Business
Unit
Overlap
Coordinated
Sourcing
Category 2
Collaborative
Sourcing
Category 4
Other Sourcing
Options
Category 1
Site Specific
Sourcing
Category 3
Low
High
Category’s Mission Criticality
29. Purchasing Sourcing Model Grid
Sourcing Approaches Based on Strategy
Supply
Chain
Risk
Bottleneck
Category 2
Strategic
Category 4
Routine
High
Leverage
Category 1
Category 3
Low
High
Volume of Purchasing
Source: Adapted from Hogeschool van Arnhem en Nijmegen
30. Purchasing Sourcing Model Grid
Sourcing Approaches Based on Buyer’s or Seller’s Market
High
Product
Criticality/
Quality
of Services
Required
Core/Preferred
Suppliers
Category 2
Strategic
Alliances
Category 4
Commodity/
Spot Market
Category 1
Monopolies/
Oligopolies
Category 3
Low
High
Market Control/Risk
Source: Adapted from Dr. Edward Marien in SC Digest
31. Supplier Base Management
Improvement and Leverage
Strategic Sources
Preferred E-Procurement Suppliers
Services Procurement Contractors
Purchasing
Supplier
Interaction
Competitive Incumbent Goods Suppliers
Spot Purchasing Vendors
Total
Spend
Management
32. Supplier Base Management
Improvement and Leverage
Supplier Source
Type
Purchasing Supplier
Interaction
Total Spend
Management
Strategic
Sources
Key suppliers and longterm sources of supply of
goods and services
Majority of purchase spend
by sourcing group and
most opportune for
negotiation
Preferred
E-Procurement
Suppliers
Preferred Internet-based
suppliers of standardized
goods and services
Significant purchase spend
and leverage opportunity
Services Procurement
Contractors
Key suppliers of purchased
services that are usually
non-traditional areas
Previous uncontrolled
spend and opportunity for
cost reduction
Competitive Incumbent
Goods Suppliers
Qualified or approved
suppliers of goods without
a long-term commitment
Controlled purchase spend
that may lend itself to
possible consolidation
Random access on an as
needed or required basis
for goods or services
Insignificant, disparate
purchase spend and no
leveraging opportunities
Spot Purchasing
Vendors
35. How Is Buyer Viewed?—Supplier
Perception Model
Source: Capacent and OGC
36. Portfolio Analysis from Buyer's
Perspective—Kraljic Model
Centralized Procurement Activity in a Sourcing
Group Portfolio Business
Degree
of
Market
Complexity
Capital Equipment
Technical
& Fixed Assets
Category 2
Category 2
Raw Materials
Strategic
& Commodities
Category 3
Category 4
Miscellaneous
Acquisition
Indirect Purchases
Category 1
Category 1
High
Standard Goods
Leverage
& Services
Category 4
3
Low
High
Purchasing Spend
37. Relative Power and Sourcing Techniques
•
Category 1-Acquistion there is no power to speak of. The price of
the items is less significant, as it is often less significant than the total
cost of acquiring the goods. The key activity here is simplification of
process and standardization and/or elimination of requirements.
•
Category 2-Technical the lack of choice (whether due to the
complexity of the items or the lack of competition in the market) and
the low buying power means that the supplier is firmly in control and
can charge whatever they can get away with. Buyers are stuck paying
these prices because the cost to switch suppliers is high.
•
Category 3-Leverage the relative simplicity of the items, the degree
of the competition and the large spend means the buyer is firmly in the
driving seat and the market sets the price.
•
Category 4-Strategic the buyer and the supplier are both
interdependent; therefore, power is shared and prices are mutually
agreed (based on some type of open book costing or cost
transparency). The relationship is more important than the a
particular deal. The approach is long-term contracting that is
partnering or alliance oriented.