docGroupwide Supplier Management
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Groupwide Supplier Management
Groupwide Supplier Management July 2006 h&z Unternehmensberatung RWE supplier management consists of four key elements Supplier management concept Supplier selection for SM1) process • Definition of a uniform approach for the management of strategic suppliers among the operating companies on a groupwide basis • Supplier selection: Mgmt. strat. suppliers • Improved supplier performance – focus on the best suppliers • Reduction of total costs • Risk minimisation – Initiation of supplier selection and definition of strategic importance of suppliers • Supplier evaluation: – Groupwide uniform evaluation criteria and system – Groupwide uniform communication of evaluation results, also to suppliers • Supplier classification: – Groupwide uniform system of supplier classification based on the results of supplier evaluation and strategic importance – Classified strategic recommendations for action • Supplier development: – Business-specific definition of actions and programmes to improve supplier performance on the basis of supplier classification – Management and controlling of development activities 1) Supplier management RWE CIO, RWE Power, RWE Energy, RWE Systems in cooperation with h&z Unternehmensberatung 2 Supplier selection comprises initiation, strategic importance and supplier self-assessment Supplier selection • Initiate supplier selection: Bottom-up by RWE staff or top-down by corporate lead buyer or functional contract award body Supplier selection for the SM1) process • Assess the strategic importance of suppliers • Inform the selected suppliers on the supplier management concept • Obtain supplier self-assessment from selected suppliers as basic information Mgmt. of strat. suppliers • Selection of strategically important suppliers • Basic information on suppliers through supplier selfassessment • Suppliers are informed about SM 1) Supplier management RWE CIO, RWE Power, RWE Energy, RWE Systems in cooperation with h&z Unternehmensberatung 3 Supplier selection consists of four key components Supplier selection - components Step 2: Assess strategic importance Step 1: Initiate supplier selection Top-down process Criterion 1 Strategic suppliers are proposed by operating companies Criterion 6 Criterion 2 Strategic importance RWE supplier evaluation Criterion 3 Criterion 5 Bottom-up process Suppliers are proposed by users Criterion 4 RWE supplier selection Step 4: Obtain supplier self-assessment Basic data of RWE supplier self-assessment Master data / information on company Industry – product / service segments Contact details Company details Business / financial information Business relationships Certificates Purchase and payment terms Feedback to RWE Step 3: Inform supplier on SM1) RWE supplier management Lieferantenauswahl für den LM1) Prozess Communication to supplier • Festlegung eines einheitlichen Vorgehens zum Management strategischer Lieferanten zwischen den Führungsgesellschaften, konzernübergreifend • Lieferantenauswahl: – Initiierung der Lieferantenauswahl und Festlegung der strategischen Bedeutung der Lieferanten Mgmt. strat. Lieferanten • Lieferantenbewertung: – Konzernübergreifende, einheitlich definierte Bewertungskriterien und -systematik – Konzernübergreifende, einheitliche Kommunikation der Bewertungsergebnisse, auch zu den Lieferanten • Lieferantenklassifizierung: – Konzernübergreifende, einheitliche Systematik der Lieferantenklassifizierung auf Basis der Ergebnisse von Lieferantenbewertung und strategischer Bedeutung – Klassenbezogene strategische Handlungsempfehlungen • Lieferantenentwicklung: • Verbesserung der Lieferantenleistung – Konzentration auf die besten Lieferanten • Reduktion der Gesamtkosten • Risikominimierung 1) Supplier management RWE CIO, RWE Power, RWE Energy, RWE Systems in cooperation with h&z Unternehmensberatung – Geschäftsspezifische Definition von Maßnahmen und Programmen zur Verbesserung der Lieferantenleistung basierend auf der Lieferantenklassifizierung – Steuerung und Controlling der Entwicklungsmaßnahmen 4 Supplier evaluation forms the basis for supplier development Supplier evaluation • Prepare supplier evaluation: Select evaluators per product group Supplier selection for SM1) process and/or supplier • Evaluate suppliers according to the following criteria: – – – – – – Quality Logistics Commercial aspects Technology/innovation Risk Industrial safety/environmental protection • RWE-wide evaluation through IT application with visualisation of Mgmt. of strat. suppliers results • Plausibility check of results • Communicate the evaluation results within RWE and to suppliers • Focus on the best suppliers, identify suppliers with low performance • Reference basis for supplier development • Improved negotiating position • Risk minimisation 1) Supplier management RWE CIO, RWE Power, RWE Energy, RWE Systems in cooperation with h&z Unternehmensberatung 5 Supplier evaluation consists of five key components Supplier evaluation – components Supplier ~~ ~~ ~~ ~~ PG1) Plants Evaluator ~~ ~~ ~~ ~~ ~~ ~~ ~~ ~~ ~~ ~~ ~~ ~~ Material: Material: Kriterien Criteria Step 5: Internal communication 0 Supplier: Supplier: RWE criteria set Quality SE results Step 3: Visualisation of results Step 2: Implementation Step 1: Preparation Logistics Commercial Technology/ aspects innovation Risk Industrial safety/ environmental protection RWE supplier evaluation concept Internal communication 100 0 100 1. 1.Quality Quality 2.2.Logistics Logistics 3. 3.Commercial Commercial aspects aspects 4.4.Technology/ Technology/ innovation innovation 5. 5. Risk Risk Arbeitssicherh 6. ./ Ind. safety Environm. Environm. protection prot. Step 4: Plausibility check PG1) : Material: Supplier: Supplier: Criteria 0 Evaluator A 100100 0 Evaluator B 100100 1. Quality 2. Logistics 3. Commercial Commercial aspects aspects 4. Technology/ Technology/ innovation innovation 5. Risk Risk 6. Arbeitssicherh ./ 6. Ind. safety . Environm. Environm. prot. prot. Criteria 0 100 100 1. Quality 2. Logistics Logistics 3. Commercial Commercial aspects aspects 4. Technology/ Technology/ innovation innovation 5. Risk 6. Arbeitssicherh ./ 6. Ind. safety . Environm. Environm. prot. prot. 1) Product Group RWE CIO, RWE Power, RWE Energy, RWE Systems in cooperation with h&z Unternehmensberatung 6 Supplier evaluation consists of six key categories Supplier evaluation – criteria • Industrial safety • Environmental protection • Services/supply • Human Resources • Documentation • Cooperation • Quality • Financial stability Industrial safety/ Environm. protection • Market/ dependence • Availability/ delivery capability Risk Quality management Categories and criteria • Resources • Product/ Technology/ innovation Logistics know-how • Innovative power • Cooperation Commercial aspects • • • • • • Schedule/volume effectiveness • Technical handling Price Quotation behaviour Contract Process Cooperation 7 RWE CIO, RWE Power, RWE Energy, RWE Systems in cooperation with h&z Unternehmensberatung Supplier classification forms the basis for supplier development Supplier classification • Groupwide uniform classification based on strategic Supplier selection for SM1) process Mgmt. of strat. suppliers importance and evaluation of suppliers • Recommendations for strategic action options per category, in line with product group strategy • Incentive for supplier's self-optimisation and encouragement of self-initiative • Simplified, standardised transparency with respect to supplier performance • Recommendations for strategic action options based on classification and product group strategy • Basis for deriving actions of supplier development 1) Supplier management RWE CIO, RWE Power, RWE Energy, RWE Systems in cooperation with h&z Unternehmensberatung 8 Action recommendations are derived for each supplier based on the classification Supplier classification – derivation of strategic action recommendations 100 Strategic importance Joint optimisation with suppliers Independent optimisation (selfoptimisation) of supplier Develop bottom-up actions (ad-hoc), if appropriate phase-out, volume reduction 0 0 Supplier evaluation 100 9 RWE CIO, RWE Power, RWE Energy, RWE Systems in cooperation with h&z Unternehmensberatung No evaluation without supplier development action Supplier development Supplier selection for SM1) process • Analysis of evaluation results • Development of concrete improvements on the basis of the strategic action recommendations of the classification in line with product group strategy • Focused optimisation projects with selected suppliers, e.g. • Supplier self-optimisation • Workshops • Supplier consulting projects Mgmt. of strat. suppliers • No evaluation without actions for supplier development • Concrete action plans for enhanced performance and cost reduction per supplier • Actions for risk minimisation 1) Supplier management RWE CIO, RWE Power, RWE Energy, RWE Systems in cooperation with h&z Unternehmensberatung 10 Supplier development consists of four different steps Supplier development - components Visualisation of evaluation results Lieferant: Supplier: Material: Kriterien Criteria 0 100 1. 1. Qualität Quality 2. 2. Logistik Logistics 3.3.Kommerzielle Commercial Aspekte aspects 4.4.Technologie/ Technology/ Innovation innovation 5. 5. Risiko Risk 6. Arbeitssicherh Industrial safety/ ./ Umweltschutz environm. prot. Step 2 2 Schritt Definitionvon of Definieren actions Maßnahmen Step 1 1 Schritt Strategy formulation Strategiefindung Strateg. Bedeutung Lieferanten 1) zielportfolio Stoßrichtung ür f Waren -/ Produktgruppen Kritischer Strategischer LieferantPartner Up orout Hebel Lieferant lieferant Portfolio aller Waren -/ Produktgruppen A "Versorgen" Leitungstiefbau A B B "Absichern bzw. Risiko minimieren" Objektschutz C D C "Vereinfachen" Büromaterial niedrig niedrig hoch Anteil- EK Volumen LM-relevante WG D "Optimieren" Strateg. Bedeutung nicht LM -relevante WG Kommunikation Communication Beschreibung Description Einsparung Saving Verantwortlich Responsible 1) Abbildung der Pfeile in den Zielportfolien nicht abgestimmt schematisch; noch Lieferantenbewertung Verbesserung der Lieferanten Performance (Bewertung) (Erh ö hung der strategischen Bedeu tungin Richtung „Partner “ durch Bü ndelung / Standardisierung) – „Vereinfachen “ Erhö hung der strategischen Bedeutung in Richtung „Partner “ durchündelung B / Standardisierung –„Optimieren “ (Verbesserung Lieferanten der -Per formance ) (Bewertung) Step 4 4 Schritt Action Maßnahmencontrolling controlling Implementation Umsetzung Aktion Action Aktion Action Lieferantenbewertung Lieferantenbewertung Legende: Material: EVO: Supplier: Lieferant: Rating: Verbesserung Lieferanten der -Perfor mance und Erh öhung der strateg. Bedeu tungin Richtung „Partner “ –„Absichern “ (Reduzierung „Abh der ängigkeit “von einem Partner durch ührung Einfvon „Challengern “) –„Risiko minimieren “ Strateg. Bedeutung Versorgungsrisiko hoch Turbinen Strateg. Bedeutung Lieferantenbewertung Entwicklungsrichtungen Verbesserung der Lieferanten Performance (Bewertung) Reduzierung der strategischen Bedeutung durch ührung Einfvon Alternativlieferanten –„Versorgen “ Step 3 3 Schritt Communication Kommunikation and und implementation Umsetzung ~~ ~~ ~~ ~~ Status √ √ √ √ Alle All defined definierte actions Maßnahmen Completed Umgesetzte actions Maßnahmen Actions being Maßnahmen implemented in der Umsetzung Pending Offene actions Maßnahmen 11 RWE CIO, RWE Power, RWE Energy, RWE Systems in cooperation with h&z Unternehmensberatung
