Chapter 9 e-Procurement
description
Transcript of Chapter 9 e-Procurement
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Chapter 9e-Procurement
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Program
The Purchasing Process Purchasing models:
– Buygrid framework
– Kraljic’s framework
e-Procurement
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The Purchasing Process
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Purchasing
(Externally) acquisition of goods, materials and services
At optimal conditions Needed for production or sales and maintenance
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Organizational buying
‘the decision making process by which formal organizations establish the need for purchased products and services, and identify, evaluate and choose among brands and alternatives.’
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The Five Rights
The acquisition of materials and services: Of the right quality In the right quantity At the right time At the right price From the right supplier
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Classes of Products
Basic raw materials Components Semi Manufactured Articles Capital goods MRO End-Products (for direct sale) Services
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Business Value
Industrial firms: 58% of each Sales $ spent on purchases from outside sources.
From 36% for instrument manufactures to 84% for petroleum and coal products.
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20%
80%
Number of products
PurchasingRevenue
70%
95%
100%
100%
Pareto Analysis
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Pareto Analysis
A-products: 20% of the products account for 80% of purchasing amount.
B-products: 50% account for 15%. C-products: 30% account for 5%.
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Purchasing Models
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Modelling the Purchasing Process
The Buygrid framework: – Internal Perspective
Kraljic’s framework: – External Perspective
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Buygrid FrameworkNew Task Modified
RebuyStraight Rebuy
Anticipation of need
Determ. C.
Desc. C.
Search
Acq. Prop.
Suppl. sel
Sel. Order rt.
Feedback
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Buygrid framework: Organization of Buying Process
1. The Buying Process (Process is ‘creeping commitment’)
2. Recognition of a need
3. Determination of characteristics and quantity
4. Description of characteristics and quantity
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Buygrid framework (2)
4. Search and Qualification of potential sources
5. Acquisition and Analysis of Proposals
6. Evaluation of Proposals and Selection of suppliers
7. Selection of an order routine
8. Performance feedback and evaluation
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Three Basic Steps
Information Negotiation Settlement
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Buying Situations
‘Newness’ of the buying situation: New Task Modified Rebuy Straight Rebuy
Typically: NT SR MR
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Kraljic’s Framework
Routine
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e-Procurement
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Purchasing as part of Supply Chain Management
Collaborative Planning: the management of upstream and downstream relationships with suppliers and customers to deliver superior customer value at less cost to the supply chain as a whole.
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Developments in Purchasing
Purchasing’s Impact on Profitability:
1. Major area for (potential) cost savings
2. Major impact on quality
3. Technology Development and Improvement of Product/Process Design
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Purchasing Processes
Slow and Inefficient (C-type products) Communication Intensive Little IT support Candidate for BPR
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Approver Requisitioner
Accountant
approved
requisition
purchaseordercopy
purchaseorder
invoice &delivery note
payment to customer
Supplier
Approver Requisitioner
Accountant
approved
requisition
purchaseordercopy
purchaseorder
invoice &delivery note
payment to customer
Supplier
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IT and Purchasing
CD-Rom for product and supplier info. EDI for contracting and ordering Electronic Catalogue in centralized database Internet Technology
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e-Procurement
‘The use of Internet technologies over Intranets, Extranets or the web to streamline the procurement process’
‘Electronic procurement automates, streamlines and customizes a company’s operating resource purchasing process’
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e-Procurement Models
Hub and Spokes approach: Buyer-Centric: the buyer organization is at the
hub, connecting suppliers at the spokes Seller-Centric: the supplier is at the center, with
buying organizations connected at the spokes e-Marketplace: a third party is at the hub, with
buying and selling organizations trading with each other.
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Internet-based Procurement
Search engines: support information phase e-Catalogs: allow to browse, search and place
orders Internet EDI: less costly than VAN EDI Online auctions and Bidding systems: support
negotiating phase MRO Procurement: Highest Predicted Impact
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Requisitioner
• Requisitionerprofile• Search for suppliers• Management approval
Supplier•Catalogue mgt• Price info.• order entry•Inventory mgt
Paymentauthority
viewpurchasing catalogue
authorizerequisition
request
catalogue browsing/querystatus
purchaseorder
request
officialpurchase order
checkpayment
confirm payment
invoice
Requisitioner
• Requisitionerprofile• Search for suppliers• Management approval
Supplier•Catalogue mgt• Price info.• order entry•Inventory mgt
Paymentauthority
Requisitioner
Buying Organization• Requisitioner profile• Search for suppliers• Management approval
Supplier•Catalogue mgt• Price info.• order entry•Inventory mgt
Paymentauthority
viewpurchasing catalogue
authorizerequisition
request
catalogue browsing/querystatus
purchaseorder
request
officialpurchase order
checkpayment
confirm payment
invoice
OBI – Architecture
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Components of e-Procurement
Requisition management Transaction management Connectivity management Content management
– Up-to-date data
– Technical functionality
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Requisition Management
End user processes order Selection in e-catalogue Workflow support (e.g. authorization)
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Transaction Management
Processing order to supplier through EDI, e-mail, etc.
Standards:– XML/EDI
– Open Buying on the Internet (OBI)
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Connectivity Management
Integration with Supplier and Internal systems – Internal (ERP): Budget control Order Registration Accounting Payment
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Content Management
Heart of e-Procurement System Data administration Allows:
– Information Sharing
– Reduction number of suppliers
– Use of Buying Power
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e-Catalogs
Electronic representations of information about products and services of an organization
Advantages: – greater flexibility, personalize content, standard
interface, reduce cost of coordination, data gathering and analysis.
Disadvantages: – cost of system integration, distributed order and
delivery volumes by individual employees
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Internal Ordering Process
Employee
Budget Control
Accounting
Supplier
e-Catalogue
e-Procurement System
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Types of e-Catalogs (Peer to peer through) supplier managed catalogs (Peer to peer through) buyer managed catalogs (Intermediated through) electronic marketplace
managed catalogs– Public model: single aggregated
– Personalized model: additional personal info
The Catalog Management Intermediary
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Turban Et Al. (2000) summarize the Benefits of e-Procurement:
Reduced purchasing cycle time and cost Enhanced budgetary control (achieved through rules to limit spending and
improved reporting facilities) Elimination of administrative errors (correcting errors is traditionally a
major part of a buyer’s workload) Increasing buyers’ productivity (enabling them to concentrate on strategic
purchasing issues) Lowering prices through product standardization and consolidation of buys Improving information management (better access to prices from alternative
suppliers and summaries of spending) Improving the payment process (this does not often occur currently since
payment is not always integrated into e-procurement systems).
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Supply Chain
A network of connected and interdependant organizations mutually and co-opratively working together to control, manage and improve the flow of materials from suppliers to end-users.
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e-Procurement Solutions
Ariba (www.ariba.com):– Operating Resource Management (OMRS)
– ORMX: provider based
– Every employee can order from behind his PC
– Only buying
Commerce One (www.commerceone.com):– Marketsite (supplier)
– Buysite (buyer)
– Collaborate
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