Download - PALFINGER

PALFINGER Strategy
with key supplier
Rainer Bodenhofer
20.09.2012

BETTER SOLUTIONS
HIGHER VALUE RETENTION
BETTER EFFICIENCY
BETTER ECOLOGY
BETTER ERGONOMICS
HIGHER SERVICEABILITY
HIGHER AVAILABILITY
MORE RELIABILITY

STRATEGY WITH KEY SUPPLIER
Development PALFINGER Purchasing volume
in Mio. EUR 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
PALFINGER
Turnover 126 152 152 172 194 216 243 330 306 334 404 520 585 695 795 505 651 845
Purchasing
Volume 47,2 58,9 63 75,2 94,2 106 120 140 121 159 176 245 275 322 380 251 321 432
Percentage 37,5 38,8 41,4 43,7 48,6 49,2 49,3 42,4 39,5 47,6 43,6 47,1 47,0 46,3 47,8 49,7 49,3 51,1
from Turnover % % % % % % % % % % % % % % % % % %
900
800
700
Palfinger Turnover
Purchasing volume
600
500
400
300
200
100
0
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
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STRATEGY WITH KEY SUPPLIER
Purchasing Strategy 2010 until 2012 – What has been changed ?
PALFINGER Purchasing strategy clearly follows the PALFINGER General
company strategy.
INNOVATION INTERNATIONALISATION FLEXIBILITY
Intensive focus/Purchasing activities to support new markets and
internationalization – Local/Global Sourcing
Update Organization of Strategic Purchasing to support Areas outside Europe
Pro-active action to secure competition position ( Flexibility, Process,
technical development/Innovation, competitive costs,…)
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STRATEGY WITH KEY SUPPLIER
Main strategic objectives in Strategic Purchasing
1. Quality/
Innovation
2. Delivery
performance
Flexibility
3. Total Cost
• Long term partnership with strategic suppliers – “ HARD BUT FAIR “
• Open and pro‐active communication
• Early involvement in R&D process –use external suppliers for innovation (technology days …)
• Enter new international markets with our key suppliers / use already existing local production
RISK & CHANCE ( also dli deliveries i via Brokerplant tL Lengau / long‐term goal direct or local ldli delivery or production)
• Find options together to secure market position in Europe
• Process‐Optimization across the complete supply chain ( i.e. SRM Tool...)
• Clear agreements/contracts for strategic suppliers and products including RAP principle
p
• Flexibility in quantity and obligation to accept ( Abnahmeverpflichtungen)
• Quality related supplier development (incl. support, auditing, approval and optimized processes) –use
PALFINGER experience…
• Permanent tRisk Management
„TOGETHER FLEXIBLE –TOGETHER SUCCESSFUL ‐ TOGETHER INTO THE FUTURE “
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STRATEGY WITH KEY SUPPLIER
The following activities will enhance our future competitiveness
Quality
• Continuous improvement and failure prevention
• Highest level of quality
• Reduction number and value of claims / Taking responsibility for faults.
• Active communication for Process optimization ( autonomous feedback in the event
of problems ( delay, planning issues, process problems….)
• Use process optimization tools ( SRM Clevercure)
F ll h RAP id 100% d d i / 95% 99% dli f
• Apply “Order Related Production / Assembly” system and principles
Delivery
performance
Flexibility
• Follow the RAP‐idea to 100% and expand it / 95% ‐ 99% delivery performance rate
• Adaptation total costs according market‐ and (global) competition situation
TtlC Total Costs
• Value‐based sourcing – we pay for the value‐creation, not for the fixed costs
(use optimized processes for cost reduction)
• Use PALFINGER´s global Power to be successful on a international base
“Together into the future” –Help PALFINGER and yourself to manage this challenge
• It is in your/our hand to configure the business model for the future with a strong international
Customer – we have to be COMPETITIVE and always one/two steps forward to our competitors.
That will be the key success factor for the future.
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STRATEGY WITH KEY SUPPLIER
Ambition in the future for PALFINGER and his suppliers in Europe
In the future, to be successful and competitive in our international market
segments we have to do our homework together.
Along the complete value chain we have to reduce our total costs
based on a long term perspective minimum minus 30%.
How to reach this level, and how to avoid market and cost-pressure, is in our
hand to find a way to secure our earned position together.
Please follow us to be prepared for the future ....
.
“ Together into the future”
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Thank you for your attention !