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PROI samenvatting inkoop en aanbesteding BEKNOPT
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PROI samenvatting inkoop en aanbesteding BEKNOPT
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SAMENVATTING PROI - INKOOPInhoudsopgave
Inkoopontwikkelingsmodel............................................................................................................................ 3
Glazen plafond............................................................................................................................................... 3
Weeffouten (vergissingen) in inkoop.............................................................................................................. 3
Maverick buying............................................................................................................................................ 3
Discutabele inkooppraktijken > hiermee stoppen...........................................................................................4
CPO = geen garantie voor geloofwaardige inkoopafdeling..................................................................................4
Businessmodel organisatie (BMC).................................................................................................................. 5
Capabilities & capability driven inkoop.......................................................................................................... 5
Make or buy.................................................................................................................................................. 6
Selectie-criteria leveranciers.......................................................................................................................... 6
‘Oude’ inkoopmodellen................................................................................................................................. 6
Inkoopframework van rietveld....................................................................................................................... 7
Meerwaarde inkoopframework............................................................................................................................7
Strategische UITLIJNING/strategic alignment.................................................................................................7
Inkoopontwikkeling vs organisatieontwikkeling.............................................................................................8
Van financiele impact naar businessmanagement (de driehoek).....................................................................8
Dramaportage............................................................................................................................................... 8
Waardedrijvers.............................................................................................................................................. 9
Aderen van de supply chain........................................................................................................................... 9
Inkoopvaluemap............................................................................................................................................ 9
Financiele impact van inkoop // dopont model............................................................................................ 10
Speelruimte van inkoop............................................................................................................................... 10
BasisStructuur business gedreven inkoop - model van Rozemeijer................................................................11
Basisontwerp voor de inkoopstructuur (organigram)....................................................................................11
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,Formele rolverdeling (BIOCA model)............................................................................................................ 11
Structuur volgt strategie.............................................................................................................................. 11
Inkoopgovernance....................................................................................................................................... 12
Inkoopleiderschap....................................................................................................................................... 12
Wil en kan een organisatie veranderen........................................................................................................ 12
Grip krijgen adhv planning & control (ook risico’s voorkomen).....................................................................12
Van data naar informatie = inkoop intelligence............................................................................................ 13
Fruitautomaat (inkoopefficiency en inkoopeffectiviteit)...............................................................................13
Kennismanagement..................................................................................................................................... 13
Marktkennis........................................................................................................................................................13
Toegevoegde waarde Categorie-management (CM).....................................................................................13
Inrichtem van categorie management.......................................................................................................... 15
Portfoliomodel van Purspectieve, de ‘Dutch Windmill’.................................................................................15
Leveranciersportfolio, focus op groei taak(leveranciersmanagement) en grip (contractmanagement)...........15
Categorie-strategie (8 perspectieven)........................................................................................................... 16
Voordelen categorie – management..................................................................................................................16
Begrippen van het beheersproces................................................................................................................ 16
Key Supplier relationship management........................................................................................................ 16
Businesscase key srm..........................................................................................................................................17
Contractueel governance naar relation governance..........................................................................................17
Opstellen alliantie, spelregels vaststellen en werken aan de relatie (alliance conditioning), succes en
faalfactoren................................................................................................................................................. 17
Performance management bij key SRM........................................................................................................ 17
Uitbesteden, witte vlekken van uitbesteden, de rol van inkoop....................................................................18
Uitbesteden van inkoop zelf, voordelen vs nadelen......................................................................................18
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, INKOOPONTWIKKELINGSMODEL
1-3 functiegericht & 4-5 procesgericht
Het inkoopontwikkelingsmodel heeft inzicht in de huidige situatie:
1. Transactionele fase = gericht op bestellen, beschikbaarheid, genereert geen bedrijfsbrede inzichten.
2. Commerciële fase = eigen inkoopafdeling, focus kostenreductie en contracteren.
3. Purchasing coördination = inkoopstaf is opgeleid, interne samenwerking.
4. Process orientation = klant centraal, van functioneel naar proces oriëntatie.
5. Supply chain orientation = uitbestedingsstrategie, management is toezichthoudend.
6. Value chain orientation = realiseren toegevoegde waarde klant, inkoopstrategie is business strategie.
Problemen/opmerkingen:
Tussen 3 & 4 = functiegericht naar procesgericht > glazen plafond zelfoverschatting.
Tussen 2 & 3 = Hier zitten de meeste organisaties, behalve inkoopadviesbureaus.
GLAZEN PLAFOND
Het glazen plafond is dat het lastig is van fase 3 (focus) naar fase 4 (klant centraal) te gaan. Dit is de overgang
van functiegericht inkopen naar procesgericht inkopen. Deze overgang is moeilijk i.v.m. weeffouten.
WEEFFOUTEN (VERGISSINGEN) IN INKOOP
Economische recessie = ‘perfect storm’: maar korte termijn succes (kostenreducties, “low hanging fruit”).
Compliance laag = geen business meerwaarde (lange termijn succes) Wat wil de business graag?
Directie introduceren ambitieus CPO (hoofd inkoop), terwijl basis inkoop niet goed is.
‘Paradigma’ shift nodig (vraag gestuurd), nodig voor mogelijkheid tot veranderen.
MAVERICK BUYING
Maverick buying = inkopen die buiten het contract om worden gedaan.
Portfolio manager gaat dit tegen.
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