The HOW and the WHAT make the difference for Procurement 4.0
New technologies and sustainable competitive differentiation require an increasing amount of innovation from the outside, i.e. from the suppliers. Societal changes in purchasing behavior also require a reconsideration of what is needed for procurement. Here, the driver digitalization forces companies to apply a new type of strategic thinking. Based on our wealth of experience, we have developed our own methods in addition to the classical analysis tools: Using our “Bull’s Eye,” for example, we can quickly identify optimization potentials within commodity groups and derive concrete implementation measures. All our offers always closely combine well-founded basics and pragmatic implementation for practical application. Furthermore, we train and support the employees to enable them to implement new approaches. Only then the effect becomes apparent – and only then we are satisfied as well.
How will increased global networking affect procurement? In order to identify challenges and opportunities, we have developed the approach “Procurement 4.0.” Our four defined dimensions of Network Competition, Network Co-Creation, Network Enablers and Network Leadership reveal how procurement must be set up in order to be fit for the future and remain that way as well.
How will procurement react to economic, geopolitical and technological changes? With regular trend analyses, international studies and participation in think tanks, we regularly and precisely determine the main parameters to establish well-founded, predictive and sustainable strategies for procurement.
We support companies in optimally adapting their procurement with all its complexity to the internal and external environment. The success of an international or global procurement network depends on the principle alignment of the procurement organization as well as on the selection of the right bundling models. Building on that, interfaces, roles and responsibilities must be defined and illustrated in a comprehensible manner.
Material Cost Optimization
How can all optimization potentials of a commodity group really be identified? 360 + 80 +10 is our solution formula. With the “Bull’s Eye,” we have developed a 360 degree method to identify all suitable levers in a structured manner and to derive concrete implementation measures. Approximately 80 criteria are described and supported with practical examples. 10 core questions are used to select the respective relevant measures in a targeted manner and illustrate them in a heat map.
Commodity Groups and Supplier Management
Successful procurement organizations benefit from a clearly defined process for analysis, measure development, commodity group/supplier/strategy derivation and implementation. Both commodity group management and supplier management are not an “exercise” merely for procurement, but are part of a cross-functional process right from the start that makes the strategy tangible for all involved. The so-called “gearwheel effect” applies here as well to create an advantage.
Technical Training and Method Training
We use tailor-made technical and method training courses to impart knowledge and skills, paired with suitable soft skill topics. This helps employees gain a better understanding of new concepts as well as motivation for their implementation. Our trainers are convincing thanks to their holistic competence management and engaging didactic approach.