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Strategic Sourcing Process Phase I Phase II Phase III Phase IV Phase V Phase VI Phase VII Business Plan Process Plan Data Acquisition Evaluation Supplier Selection & Development Implement Performance Measurement & Continuous Improvement • Business Case • Spend / Gap • Team • Charter • Key stakeholder • Communication • Baseline • Segmentation • Work Plan • Update Charter • Communication • Current state • Hypothesis • Vision • Industry • Competition • Potential supplier • Benchmark • Narrow supplier • Begin strategy formulation • Benefits • Cost model • Barriers • RFP • Negotiation strategy • Selection • Corrective action/ development • Update strategy • Implementation • Identify team • Coordination • Integrate suppliers • Performance measurement • Corrective actions • Manage relationship & performance • Communicate • Cont. Improvement • Follow-up • Approved Charter • Project Progress Report • Timeline • Hypothesis • Strategy Profile • Updated Profile • TAC Benefits/Cost models • Supplier(s) Selected • Development / Implementation Plans • Implementation status • Progress Report • Manage supplier relationship • Communicate performance to supplier Improvement plans
Strategic Sourcing follows a rigorous 7-step process; activities in each step are tailored to the nature of the commodity and the supply market Profile Sourcing Group Develop Sourcing Strategy Generate Supplier Portfolio Select Implementation Path Select Competitive Suppliers Operationally Integrate Suppliers 1 2 3 4 5 6 7 Continuous Benchmark Supply Market Understand internal spend and external market Create ‘Go to Market’ approach Identify potential suppliers Determine execution strategy Conduct negotiations & select suppliers Operationalize supplier agreements Operationalize supplier agreements Activities • Identify & • Assess current understand current spend/buy • Conduct industry analysis Example Deliverables sourcing practices • Analyze potential sourcing strategies • Review savings estimates • Identify new suppliers • Generate potential supplier list • Create and issue RFI • Finalize project plan• Develop qualification criteria • Screen suppliers • Select competitive selection or supplier development • Determine negotiation approaches • Develop RFP execution strategy • Develop RFP evaluation criteria • Issue RFP • Analyze RPF responses • Develop negotiation strategy • Conduct negotiations • Recommend suppliers • Finalize contracts • Develop process to • Determine benchmark supply base implementation • Develop process to implications monitor Industry • Create conditions implementation plan • Executive implementation plan • Internal spend analysis • Category positioning matrix • Industry overview • Sourcing strategy & market summary dynamics • RFI template • Qualification criteria • List of suppliers • Short list of RFP • RFP Template • RFP plan • Auction plan • RFP analysis model • Negotiation strategy template • Auction strategy • Sourcing recommendation • Implementation plan • Ongoing category review process • Supplier report card
Page 1 and 2: The Value of Supply Strategy
Page 3 and 4: Traditional Focus is Here Company
Page 5: Business Intelligence Impact Suppli
Page 9 and 10: Global Enterprise Category Team Ope
Page 11 and 12: Category Plan Development Future St
Page 13 and 14: The main outputs drive category str
Page 15 and 16: Michigan State U. Benchmarking Stud
Page 17 and 18: There are many sources of market an
Page 19 and 20: Choosing Analysis Tools
Page 21 and 22: Best Practices Approach Gather Data
Page 23 and 24: Market Analysis Tools • Convertin
Page 25 and 26: Supplier Analysis • What the tool
Page 27 and 28: SWOT Analysis • Broad customer ba
Page 29 and 30: Sample Value Chain Analysis Materia
Page 31 and 32: Our Challenge - Defining Categories
Page 33 and 34: Look for Patterns Characteristics o
Page 35 and 36: Common Areas of Risk • Product qu
Page 37 and 38: Supplier Risk Example The following
Page 39 and 40: Risk Reduction by Shifting Supply f
Page 41 and 42: Porter’s Five Forces Model • Da
Page 43 and 44: Porter’s Five Forces - Supplier B
Page 45 and 46: Criticality to Buyers Factors Influ
Page 47 and 48: Porter’s Five Forces - Threat of
Page 49 and 50: Internal Competition • Higher lev
Page 51 and 52: Balance of Power as Input to Supply
Page 53 and 54: Preparing Documentation
Page 55 and 56: Category Name Overview Owner: Globa
Page 57 and 58:
Market, Technology, and Competitive
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