Automotive suppliers procurement study - Roland Berger Strategy ...

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Team Roland BergerHenkelSchmittHagenmeyerHollmannKaiser FlorianKohrRenzowSchnieperTrenkwalderJanuary1 2 3 4 5 6 7 8M T W T F S S M T6 ORGANIZATION & PROCESSESThe purchasing organization has to be enabled to realize thedefined strategies and to continuously improve the performanceOrganization/processes – Project fact sheetOBJECTIVEOptimized purchasing structures as basis to realize thestrategy:• Adjusted organization/processes• Improvement of interface functions (e.g. engineering)PROJECT KEY RESULTS• Strategy related purchasing organization• Improved processes/interface functions• Trained employeesMethodical approach/toolsTop-down benchmarkingProcess gap analysisBest practice organizationScoring model interface assessmentBasic manpower evaluationEffort to use toollowhighMain sub results6.1 Assessed gap analysis6.2 Concept target organization6.3 Concept target processes6.4 Evaluated interface scoringEmployee skills analysis6.5Training concept buyers__________________Buyer workshops/trainings6.6Revised implementation plan1) BoM = Bill of MaterialSTR-90008-481-02-02-E.ppt 28
Example for an integrated optimization program in parallel to dailyprocurement routines – High return on implementationIntegrated project exampleProject descriptionPROJECT MODULESOPTIMIZATION LEVERSPROJECT SCOPE• Development of anintegrated suppliermanagement program• Increasing procurementefficiency• Development of valueengineering with subsuppliersCLIENT• Tier 1 supplier of interiorcomponents• Revenues of EUR 2 bn,thereof EUR 650 mwithin the project scopeDURATION• Launch period (3 weeks)• Detailing/implementation(9 months)Portfolio management/sourcing strategySupplier management/developmentValue engineering/design-to-costQuick wins123PORTFOLIO MANAGEMENT• Definition of bundling strategies• Reorganization of the supplier portfolioSOURCING STRATEGY• Optimization of sourcing strategies• Adaptation of sourcing instrumentsSUPPLIER MANAGEMENT• Development of an sub supplierassessment and improvement system• Optimization of management until andafter SOP4 DESIGN-TO-COST• Integration of supplier innovations• Development of joint value engineering5 QUICK-WINS• Material group related optimization• Optimization of supplier contracting• Improvement of discount conditions• Optimizedprocessesand instruments• Additionalsavingpotential ofEUR 75 m(in 3 years)STR-90008-481-02-02-E.ppt 29
Page 1 and 2: Automotive suppliers procurement st
Page 3 and 4: ContentsPageA. The challenge: Despi
Page 5 and 6: The pressure on automotive supplier
Page 7 and 8: The market is widely expected to be
Page 9 and 10: Purchasing departments are acting i
Page 11 and 12: Key objective of this study: Identi
Page 13 and 14: High cost reduction potentials of a
Page 15 and 16: Only for 26% of the companies the i
Page 17 and 18: Only the half of all suppliers use
Page 19 and 20: Balancing organizational efficiency
Page 21 and 22: C. Solution: Need to setup a holist
Page 23 and 24: Team Roland BergerHenkelSchmittHage
Page 25 and 26: 3 DESIGN-TO-COSTHow we try to maxim
Page 27: Team Roland BergerHenkelSchmittHage
Page 31 and 32: Within our competence center we adv
Page 33 and 34: With recent automotive studies we i

Automotive suppliers procurement study - Roland Berger Strategy ...

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