DILF aktuelt / september 2019

aktuelt SEPTEMBER 2019 / UDGAVE NR. 2

CATEGORY MANAGEMENT

MÅNEDENS ARTIKLER Category Management: It’s time to step up the effort - by Jan Stentoft og Morten Munkgaard Møller Auto supplier working relations study shows uphill road for OEMs - by Daron Gifford and Dave Andrea from Plante Moran 5 FAKTUELLE Lars Christensen, Vice President Procurement, Category Management, Nilfisk A/S too much of a good thing Et udvalg af faglige artikler inden for området

UDGAVE NR.

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INDHOLD 3

MÅNEDENS BEGREB af Morten Munkgaard Møller, Associate Professor, Aalborg Universitet og Stig Jessen, Senior Partner, Deputy CEO, Valcon

6 CATEGORY MANAGEMENT: IT’S TIME TO STEP UP THE EFFORT

by Jan Stentoft and Morten Munkgaard Møller

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5 FAKTUELLE Interview med Lars Christensen, Vice President Procurement, Category Management, Nilfisk A/S

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...VIL DU VIDE MERE? Udvalgte Category Management artikler til dig

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Auto supplier working relations study shows uphill road for OEMs

by Daron Gifford and Dave Andrea from Plante Moran

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TOO MUCH OF A GOOD THING af Søren Vammen, CEO, DILF

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BOGHYLDEN Inspiration til yderligere Category Management læsning

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BLANDEDE ARTIKLER Faglige artikler som ikke omhandler Category Management

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TIDLIGERE dILF-publikationer Læs tidligere artikler udgivet af DILF omhandlende månedens begreb

DILF AKTUELT / INDKØB

LOGISTIK

SCM

Udgivet af: Dansk Indkøbs- og Logistik Forum, Vesterbrogade 149, 1620 Købehavn V, tlf: 3321 1666, fax: 3321 1566, mail@dilf.dk, www.dilf.dk Redaktion: Søren Vammen (ansv. redaktør), Ditte Navntoft (redaktør) Grafisk design: Sarah Louise Schøne Annoncer: Kontakt Jeanet Mørk på jm@dilf.dk Forsideillustration: unsplash.com Næste nr. udkommer: november 2019. DILF aktuelt udkommer seks gange årligt. Gengivelse af indholdet eller dele heraf er kun tilladt efter forudgående aftale med redaktionen. Indholdet i artiklerne udtrykker ikke nødvendigvis DILF’s holdninger. DILF forbeholder sig ret til at afvise materiale, der ikke stemmer overens med foreningens interesser. Der tages forbehold for trykfejl.

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MÅNEDENS BEGREB

CATEGORY MANAGEMENT af Morten Munkgaard Møller, Associate Professor, Aalborg Universitet

Category management i indkøb - hvad er det?

“Category management, commodity management, kategoritænking - kært barn har mange navne - er overordnet et forsøg på at håndtere den stigende kompleksitet i indkøb og de stigende indkøbsmængder.

måder: (1) konsolidering af indkøbsvolumen, (2) deling af ressourcer, eksempelvis eksperter med forretningsviden, eller (3) deling og udveksling af indkøbsinformation, eksempelvis priser, leverandører, udviklingen i markedet, altså indkøbsmæssig viden og erfaringer. Tankegangen er søgt visualiseret i figur 1.

Indførelsen af category management indebærer primært en øget centralisering af indkøbsfunktionen, et øget mandat og øgede ressourcer.

Det overordnede formål er at skabe synergi på tværs af forretningsområder. Definitorisk kan man sige, at indkøbssynergi er nettostigningen i indkøbsperformance (eksempelvis besparelser, værdiskabelse, produktivitetsstigning m.m.), der realiseres, når to eller flere forretningsenheder samarbejder om at indkøbe varer og services.

Synergi kan primært realiseres på tre forskellige

Derudover er en af de væsentligste idéer i kategoritankegangen, at man deler sit indkøb op i forskellige kategorier (deraf betegnelsen), som efterfølgende analyseres via en proces, der består af forskellige faser. Processen vil altid indeholde en intern analyse (hvor meget køber vi? hvor køber vi det? hvorfor har vi behov for det?) og en ekstern analyse, der søger at give svar på, hvor vi kan få det henne, og hvilke faktorer i forsyningsmarkedet man skal være opmærksom på, når man tilrettelægger en indkøbsstrategi.”

OVERORDNET TANKEGANG BAG CATEGORY MANAGEMENT

SYNERGI GENNEM:

Performancefordele: Ressourcer

Viden

Volumen

Kategoriledelse

Organisatoriske fordele:

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Finansielle fordele = øget indkøbsmagt

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Supporterer bedre effektiv risikohåndtering

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En virksomhedsstemme (“voice“) over for leverandørmarkedet

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Deling af “best practices“ og undgåelse af at genopfinde hjulet...

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Fælles forståelse af indkøb, metodologier, værktøjer og processer m.m.

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Understøtter samarbejde, vidensdeling og én virksomhedsstrategi

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Muliggør karriereveje inden for indkøb

Figur 1. Kilde: Søren Vammenm, DILF, 1999

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MÅNEDENS BEGREB

Hvad siger eksperterne? af Morten Munkgaard Møller, Associate Professor, Aalborg Universitet og Stig Jessen, Senior Partner, Deputy CEO, Valcon

Morten Møller: Hvad er udfordringen i Category Management?

I syv år har jeg nu stået i spidsen som underviser på DILFs Category Management uddannelse. Vi har haft 12 hold igennem hele forløbet og et utal af kursister, der har applikeret værktøjerne og arbejdet med dem på deres egen kategori, som de er blevet certificeret i. Dét der har overrasket mig allermest er, hvor stort et potentiale der er i Category Management-tankegangen.

Den største kvantitative gevinst under hele forløbet må nok være en Category Manager fra Pandora, der realiserede en gevinst på hele 10,6 mio. USD… på en kursusudgift på kr. 25.000. Dét må i sandhed siges at være en god business case. Den største overraskelse har været, at samtlige kursister har fundet besparelser, der langt overstiger kursusafgiften, hvorfor kurset burde sælge sig selv.

Category Management er en kendt løsning til et kendt problem, som primært relaterer sig til costissues og besparelser. Man må i sandhed sige, at Category Management er et fantastisk værktøj og særligt til at adressere cost og sikre besparelser. Så langt, så godt.

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Hvorfor er der så mange virksomheder, der har problemer og udfordringer med at implementere det?

Det burde jo sælge sig selv. I den henseende har jeg fået et nyt yndlingsudtryk, som er: ”Hvis succes var så nemt, så ville langt flere opleve den”.

Udfordringerne med at implementere Category Management er mange og varierer fra virksomhed til virksomhed.

I et netop offentliggjort survey (se side 6) omkring Category Mangement fremkommer respondenterne med over 40 forskellige barrierer, som vi har delt op i 8 hovedgrupper. Det er derfor ikke uden udfordringer at implementere Category Management, og vi mangler indsigt og forskning i barriererne, og hvad der reelt udgør udfordringerne. Potentialet er beviseligt og uomtvisteligt meget stort, men det er ikke uden udfordringer at nå til det forjættede land.

“

Udfordringerne med at implementere Category Management er mange og varierer fra virksomhed til virksomhed.

Stig Jessen: Er category management relevant for jeres kunder? Og hvilke fordele giver det?

Category Management er i høj grad relevant for vores kunder, og det er ofte mere ’modne generationer’ af Category Management. Med dét mener jeg, at tilgangen til og output af Category Management ændrer sig med tiden:

Hvordan arbejder virksomheder med Category Management?

Ofte begynder Category Management-indsatser som egentlige sourcing-forløb på kategorier.

Parallelt med og efterfølgende de første bølger påbegyndes etableringen af egentlige Category Management-driftsorganisationer.

- Tidlige generationer af Category Management fokuserer i høj grad på konsolidering: internt ift. samlet viden, styring og specifikationer, og eksternt ift. en samlet leverandørbase. Output herfra er ofte fokuseret på besparelser målt på enhedsomkostninger, reduktion i antallet af leverandører og udvalgte forbedringer i supply chain.

De mere modne organisationer arbejder vedvarende med at udvikle Category Management.

Tilgangen starter typisk med en relativt ensidig sourcing-fokusering, som udvides over tid med bredere metoder, faglighed, organisatorisk rækkevidde, data og e-enablement. Dér, hvor modenheden er højest, arbejdes der med egentlig ledelsesudvikling. Her går kunderne fra systemfokus til fokus på adfærd, mindset og kultur.

- Mere modne generationer af Category Management har ofte en mere holistisk tilgang.

Konsolideringen er fortsat et væsentligt fundament, men her er fokusområder bredere, eksempelvis øget innovation, reduceret risiko, sustainability/ CSR-fordele og kvalitet. Output fokuseres på TCO samt vækst/omsætning og vedvarende konkurrencemæssige fordele.

Vi anbefaler desuden altid, at kunderne holder for øje, at deres holistiske tilgang til Category Management også rummer systematisk kompetenceudvikling, som er afgørende for alle, der arbejder inden for området.

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MÅNEDENS ARTIKEL

CATEGORY MANAGEMENT:

IT’s TIME TO STEP UP THE EFFORT

This article reports on a mini-survey on Category Management that has been distributed to company representatives of DILFs membership. The overall purpose is to obtain indications on the state of affairs among the respondents of the survey.

The article conveys important points on questions regarding strategy, cross-functional integration, and skills, setup and perceived barriers for implementing Category Management.

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BY JAN STENTOFT, PROFESSOR AT DEPARTMENT OF ENTREPRENEURSHIP AND RELATIONSHIP MANAGEMENT, UNIVERSITY OF SOUTHERN DENMARK AND STRATEGIC ADVISOR AT PWC AND MORTEN MUNKGAARD MØLLER, ASSOCIATE PROFESSOR AT DEPARTMENT OF BUSINESS AND MANAGEMENT, AALBORG UNIVERSITY AND STRATEGIC ADVISOR AT PWC. DILF AKTUELT

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Introduction In recent years, many companies have begun to use cross-functional teams to manage purchasing categories (Driedonks et al., 2010). The purpose of Category Management is to run appropriate and efficient cross-functional cooperation related to the procurement of products and services in support of the firm’s strategic targets. The WHAT of Category Management, in a compressed form or “Maggicube”, include the following ingredients: • Category Management is a structured approach to the procurement of goods and services.

• It applies best practice tools and techniques in the development and implementation of an integrated category strategy aligned to the needs of the organization.

• It applies a robust structured strategic sourcing process to the purchase of all goods and services.

• It regards involving stakeholders in the sourcing process.

The targeted main benefits and results of implementing Category Management are numerous, but include: • Improved sales & profit • More systematic & strategic approach • Better insight into spend & minimized execution risk • Right quality of procured products and services & shorter time-2-market

The origins of Category Management in Purchasing can be traced back to Kraljic’s (1983) famous article in Harvard Business Review (HBR), where he published his widely known matrix or portfolio model. The title of the paper was: “Procurement must become supply management,” indicating a new and expanding role of purchasing. Numerous global consultancy companies like A.T. Kearney, among others, have developed the concept further; all building on the Kraljic portfolio model. However, Kraljic’s article is more than 35 years old, which is why Category Management in its essence is not a new concept.

This article introduces the results of a mini-survey in which the extent and relevance of Category Management as a concept in Danish procurement society is presented. The respondents were asked to which degree they find it relevant to focus on Category Management in Purchasing.

As shown in Figure 1, the average score is 4,03 on a five-point Likert scale (with 1 = to a very low degree and 5 = to a very high degree). In other words, 79% of the respondents argue that Category Management in Purchasing is either relevant to a high degree (47%) or to a very high degree (32%). This result is astonishing. In fact, we are very surprised by this result which indicates that Category Management still is deemed very relevant today; even 35 years since its birth within Purchasing.

To what degree do you find it relevant to focus on Category Management in purchasing?

4,03

To what degree do you have focus on Category Management in your company today?

3,38

1

2

3

4

5

Figure 1. Relevance and practice of Category Management

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One could have suggested, that after 35 years in existence, Category Management would be in decline. As demonstrated in this survey: this is not the case. One could also have suggested that Category Management would have been replaced by other concepts. However, it seems that Category Management has never been more popular and relevant!

However, one thing is to advocate for the relevance of Category Management, another thing is to practice it. Figure 1 also shows a gap between deemed relevance (average of 4,03) and actual practice (average of 3,38).

Strategic emphasis on Category Management One of the main pillars of Category Management is its strategic foundation. In other words, Category Management builds upon the notion of developing a strategy for the specific category in focus. Thus, Category Management is a strategic approach that aligns procurement with the overall vision and objectives of the organization.

In practice, companies operating with Category Management reveal new levels of stakeholder alignment and increased profits by transforming their approach from a traditional to a strategic mode. Hence, a strategic approach is needed in order to develop meaningful category strategies, which is supported by the respondents as indicated in Figure 2. A large part of the respondents claim that their organization has a strategic orientation

(3,47 score). Thus, the foundation for developing effective category strategies seems to be in its place in the companies. This is genuinely positive and is somewhat surprising as we experience that many companies have difficulties stating what their strategy is. However, it is more concerning that the respondents with an average of only 2,79 (Figure 2) is answering that Category Management is on their top agenda which is a huge discrepancy to its perceived relevance (cf. Figure 1).

Purchasing needs to be driven by a strategic mindset and approach by all involved parties, which is supported by the fact that most of the organizations in this study in general has a strategic orientation. The results in this mini-survey indicate that the respondents find Category Management of outmost importance and relevance, but it is not on the top of their agenda! We may conclude, that there is a huge discrepancy between the perceived relevance and the actions in the companies. A complimentary explanation can also be that the respondents are not a part of the strategy process.

Cross-functional orientation Efficient cross-functional teams and orientation is necessary to drive the activities and Category Management across the organization. The category manager might be coordinating or driving the activities in the team, but decisions need to be truly cross-functional based on a best-for-firm logic. Applying a fact-based approach is valuable in maintaining a fruitful cross-functional cooperation that deliver results.

To what degree does your company in general have a strategic orientation (the recognition of a strategy that is followed by the organization)?

3,47

To what degree does your company explicit state that Category Management is top on the agenda?

2,79

1 Figure 2. Strategic orientation and focus on Category Management

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5

To what degree does your company focus on obtaining the right level of integration between functions in your company?

3,45

To what degree do you find a cross-functional emphasis across functions a reality in your company (e.g. in quality, product development, finance etcetera)?

3,41

To what degree is a silo mentality between functions present in your company?

2,85

1

2

3

4

5

Figure 3. Cross-functional integration

Such an approach focuses on widening the vision and allows thinking out of the box based on facts to make the right decisions. An important part hereof is to base all major decisions on business cases.

Somewhat surprising, the companies respond that they have a fairly high degree of cross-functional integration in place, as they score almost identical on questions relating to this issue (Figure 3).

The first question related to cross-functional integration is formulated as: “To what degree does your company focus on obtaining the right level of integration between functions in your company?� where the overall average score is 3,45 and where 44% of respondents indicate a highdegree of integration and 37% to some-degree of integration. This result is similar to an earlier minisurvey completed in The Danish Supply Chain Panel (Stentoft, 2017). With regards to the question of whether there is a perceived silo mentality between functions in their companies, the respondents answer with an average of only 2,85 which indicates that silo mentality is not a widespread phenomenon.

Overall, the respondents indicate that they are very good at working cross-functionally and that silo mentality is not a big issue. Again, we are surprised by this result as we often hear staff complaining about silos and silo KPIs that makes it difficult to

make the best decisions for the company’s overall perspective. However, the results in this survey indicate that this problem may be overstated and that the capability to cooperate effectively between different functions is strengthened.

Skills and an appropriate set-up for Category Management A rigid governance structure must keep the category teams responsible for bringing deliberate and active delivery of results and management accountable to ensure that this will happen. The team members need to understand the goods or services purchased, they need to dedicate sufficient time, have the full support of their managers, be capable to act as ambassadors for the team as well as their own department, and last but not least be strong enough to challenge stakeholders (even within their own department) when beneficial possibilities of improvement meet resistance.

Cross-functional cooperation is inherently sensitive, and it does not even take active resistance for it to fail!

In fact, even if just one member is not contributing actively it can drive down the moral and end up having a fatal impact on the team performance (particularly in the early stages of a new team). For this reason, all managers, and in particular the top management level, play a vital role in supporting the teams in their common effort.

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Furthermore, best-in-class Category Management requires a unique combination of procurement disciplines and competences, meaning that the individual team members need to be equipped with the right skill sets in order to achieve success in Category Management.

The respondents were asked about their perceptions as to what degree they find that their companies are focusing on having the right skills on board in the supply chain. As shown in Figure 4, the average score is here 3,62. In general, this score indicates that the respondents are conscious about the importance of having the right talent on board.

Compared to an earlier mini-survey on talents in supply chain management, this average is higher than a score of 3,15 on an equivalent question (Stentoft and Mikkelsen, 2016). However, the data does not reveal whether the right skills are employed. In the subsequent section about barriers, some respondents indicate a lack of the right skills and competences, especially regarding Category Management.

The respondents answer with an average of 3,10 (Figure 4) that they have the right setup for Category Management. This is a surprisingly low average which indicates a lack of readiness for Category Management. Furthermore, information technology does not seem to support Category

Management among the respondents’ companies with an average of 2,91. Thus, there seems to be a developing task in the companies to prepare for Category Management in terms of developing the right skill set to effectively implement Category Management and to have the right IT-tools to support and sustain the implementation of Category Management. Overall, the results indicate a room for improvement to which the saying, “The biggest room in the world, is the room for improvement� seems adequate.

Barriers for Category Management Proposing and implementing management philosophies, concepts and tools in companies is in general involved with a great amount of change management. Why should we implement this?

The processes work quite well right now, so why ruin something that functions? These are typical questions in projects with e.g. Lean, Sales & Operations Planning and Category Management.

Of course, some projects are easier to implement than others, but all projects meet some degree of resistance to change and other barriers that can hinder a new philosophy, concept or tool from being implemented. Or worse, perhaps resources have been spent on implementations, but the operation is now put on hold due to, for example, lack of top management awareness and support and lack of resources.

To what degree does your company stress the importance of having the right skills and talents on board in the supply chain area?

3,62

To what degree do you have the right setup of Category Management in your company in your opinion?

3,10

To what degree do you have the appropriate information technology and IT-systems to support Category Management in your company?

2,91

1 Figure 4. Foundation for Category Management

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FOUNDATION

Too few categories for CM to give sense.

The mix and structure of suppliers.

A small company; thus, CM does not apply well.

Too few purchasers.

Lack of maturity.

Not enough categories.

Tender-based business where products chosen by other external partners, who are not necessarily part of the assortment, also should be delivered.

Excessively high differences from one business unit to another, or differences between product lines.

SYSTEMS

Many different ERP-systems.

Lack of IT-tools.

Need of better software solutions.

STRATEGY

KNOWLEDGE & COMPETENCES

MINDSET

Different strategies within the organization, working with different KPIs.

Silo mentality.

Different visible and invisible power bases.

Lack of understanding/ awareness of CM in the organization.

Conflicts with other strategic important projects for focus and attention.

Culture and traditions (“Culture eats strategy for breakfast�).

Lack of knowledge about CM in the organization.

Only local interest in CM.

Lack of education and employees.

Anxious to transfer decision-making responsibility to others.

Lack of understanding of the value of CM.

Lack of alignment and strategic understanding of what CM means.

Sourcing is not visible in the organization; hence, CM is not prioritized.

Lack of connection to real business needs and to ensure that the CM function has a strategic focus and is not burdened with operational tasks.

Continue with doing what we are used to do - a focus on suppliers instead of categories.

It takes time to change habits - new way of approaching categories.

Short-sighted goals for procurement.

MANAGEMENT

GOVERNANCE & ORGANIZATION

Poor management from the management team regarding CM.

Unclear ownership of tasks and unclear governance structure.

Setup of management and resources.

Different approaches to CM in different Nordic countries.

Lack of management attention.

Lack of leadership and continued sponsorship.

RESOURCES

Lack of resources and qualified staff.

Daily operation overrules CM.

The challenge is that the category managers are a mix between product- and category managers.

Time, focus and KPI-structures.

Lack of measures and rewards on focusing on CM.

Table 1. Barriers for implementing Category Management (CM)

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Therefore, we have asked the respondents on what they see as barriers for implementing Category Management. To keep the record straight, some respondents have answered that they do not see any barriers since they already operate with wellfunctioning Category Management processes today. However, being aware of barriers makes it possible to develop mitigation plans to remove or reduce them. The barriers have been organized into 8 groups as shown in Table 1.

Category Management is not a one-size-fitsapproach which is reflected in the many and varied main barriers identified in Table 1. Identifying the main barriers of implementing Category Management in your company and how to mitigate them is fundamental in order to facilitate the implementation process. Many companies find it difficult to adopt and implement Category Management successfully. It is important for managers to know and understand the barriers that may interfere in the process of Category Management implementation.

Conclusion This article reports on the results on a mini-survey on Category Management. The results reveal a general recognition of the relevance of Category Management, but still few companies have it explicitly on their top management agenda. There seems to be yet an untapped potential for the executive boards to exploit the benefits of Category Management to maintain and further develop competitiveness.

It seems like the cross-functional integration works well with scores close to 3,5 and below 3 for the perceived silo mentality. This indicates a relatively good platform for starting a Category Management project. The results also indicate a consciousness on having the right talent on board albeit the survey did not ask whether they actually find that the right talent is onboarded. The “war” for the right talent is already in progress and is expected to be intensified further during the next decade. Surprisingly, the data revealed average scores close to 3 (to some degree) on statements whether the right setup

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for Category Management is present and whether Category Management is supported with the right information systems. In order to succeed with Category Management, it is deemed important that these two issues obtain top management focus to ensure a proper foundation for Category Management.

A special interest has also been to clarify what the respondents perceive as barriers for implementing Category Management. Beyond classical barriers as lack of top management attention, lack of knowledge of Category Management, and lack of resources, the survey also identified new areas as lack of visibility of the sourcing function in the organization and whether company size is a barrier to exploit the benefits of Category Management.

We hope this article may help initiating reflection processes on whether Category Management could be implemented in your organization or if it is already up running whether the process then should be revisited so further improvements can be made.

References Driedonks, B.A., Gevers, J.M.P. and van Weele, A.J. (2010), “Managing sourcing team effectiveness: The need for a team perspective in purchasing organizations”, Journal of Purchasing and Supply Management, Vol. 16 No. 2, pp. 109-117.

Kraljic, P. (1983), “Purchasing must become supply management”, Harvard Business Review, Vol. 61 No. 5, pp. 109117.

Stentoft, J. (2017), “Process orientation and cross functional collaboration are still in short supply”, DILF Orientering, Vol. 54 No. 4, pp. 12-17.

Stentoft, J. and Mikkelsen, O.S. (2016), ”Do you have the right supply chain talent on board?”, DILF Orientering, Vol. 53 No. 2, pp. 33-36.

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Capability building

FEM (F)AKTUELLE Lars Christensen Vice President Procurement, Category Management, Nilfisk A/S

Jeg har i foråret skiftet til en rolle som leder af et globalt procurement simplicity team, som skal forenkle og harmonisere vores procurement organisation, processer og måden hvorpå vi interagerer med vores leverandører via digitalisering.

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Hvad har været din vej ind i Category Management?

Mit forløb startede med en grunduddannelse inden for transport, samtidig med at jeg læste SCM på CBS. Derefter arbejdede jeg med indkøb i nogle år hos Hewlett Packard og i en dansk entreprenørvirksomhed, BWSC. Herefter skiftede jeg spor til Supply Chain Management, først hos Boston Scientific og derefter hos Fritz Hansen, hvor jeg også havde IT-ansvaret. Dette kom der mange spændende løsninger ud af, bl.a. i forhold til at binde forsyningskæderne sammen digitalt.

Min sidste opgave inden for SCM, inden jeg vendte tilbage til det “nye” kategoridrevne indkøb, var inden for FMCG-sektoren. Fra Fast Moving-sektoren kan man lære meget om præcision, effektive data flows- og hastighed. Det har helt klart været en fordel at opbygge viden inden for alle supply chain

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disciplinerne, inden jeg vendte tilbage til indkøb.

Herved forstår man værdikæderne for de kategorier, man beskæftiger sig med og kan derfor minimere omkostninger og udvikle de rigtige løsninger og relationer.

Mit første job i en global kategoridrevet indkøbsorganisation var som global leder af direkte indkøb hos Coloplast og sidenhen hos Takeda. Her havde vi et spend på 8 Mia USD og eksekverede efter målsætning om at frigøre 1 Mia. USD til forskning og produktudvikling.

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Hvilke udfordringer oplever du mest i arbejdet med Category Management?

Det jeg ser hos de mere modne indkøbsorganisationer, er udfordringen i forhold til at drive solide og værdiskabende relationer, effektive supply chains og kollaborativ udvikling og innovation.

Hos Takeda var jeg i en periode ansvarlig for et mindre globalt SP&I team, der understøttede indkøbsorganisationen og forretningen med Sup-plier Performance og Innovationsværktøjer.

Vi startede med at besøge en del danske og

europæiske virksomheder, der opererer globalt, for at afkode hvordan de driver dette. Hertil er det tydeligt, at vi er mange, der stadig kæmper med at finde den rigtige model til at drive innovation og merværdi ud af de strategiske leverandørrelationer.

Digitaliseringen er ligeledes en udfordring for mange indkøbsorganisationer. Både hos Takeda og Nilfisk har vi implementeret en større digital procurement suite. Jeg tror, det er en udbredt opfattelse, at det er en udfordring at skabe et tilfredsstillende afkast af de forholdsvis store investeringer i IT-software og implementering, bl.a. fordi IT-værktøjerne er forholdsvis komplicerede og tunge at arbejde med.

På det mere operative indkøbsområde hos Nilfisk er vi for nyligt begyndt at arbejde med nye og mere simple APIs, der hurtigt og enkelt har automatiseret dele af vores indkøbsordrecyklus med et omkostningsniveau, der er langt under de store ERP-huse. Jeg er stor tilhænger af dybere ITintegration på tværs af forsyningskæden, og de nye APIs vil forenkle og muliggøre dette i langt større omfang. Ligeledes finder jeg ”håndfrit” indkøb via IT-integration, automatisering og VMI-løsninger ideelt, da jeg har oplevet, hvor mange ressourcer det kan frigøre, samtidig med at det skaber transparens og øget reaktionsevne igennem kæderne.

3

Hvad har været din største faglige ’aha-oplevelse’ i dit arbejde med Category Management, ? Én af de ting der har overrasket mig mest, er dét, at man selv efter at have kørt intense sourcingaktiviteter igennem flere år stadig kan generere væsentlig merværdi i form af direkte omkostningsreduktioner og ikke mindst indirekte ved bedre integration af forsyningskæderne.

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Hvad, tror du, bliver det vigtigste på agendaen inden for Category Management i fremtiden?

Jeg mener, at det bliver afgørende, at category managers kan skabe og facilitere det rum, hvor forretningen, interne teknikere, designere og andre stakeholders kan matches med de rette leverandører og partnere fra det leverandørlandskab, kategorien manøvrerer i. Relationsudvikling og styring bliver afgørende, blandt andet fordi de fleste nyskabende og banebrydende produkter og services i dag frembringes via tætte partnerskaber.

Digitalisering af sourcing-aktiviteter og andre procurement processer er i fremdrift, men det er først lige begyndt, og der vil givet ske meget mere på digitaliseringsfronten i de kommende år.

5

Hvad motiverer dig i dit arbejde?

Noget af det, der giver mig mest energi, er helt klart relationsudviklingen både eksternt og internt.

Dét at få relationer til at udvikle sig og vokse på tværs af organisationer og værdikæder er meget motiverende for mig.

Jeg har flere gange stået over for turn around lignende scenarier, og når man som et hold efter nogle hårde år er kommet helskindet ud på den anden side og stadig kan grine sammen af dét, man har været igennem, så er det enormt tilfredsstillende.

Jeg sætter stor pris på at arbejde med unge talenter og underviser ind imellem på CBS og DTU, og hos Nilfisk har vi bidraget til Procurement Minor programmet på CBS. På CBS er der et meget levende og internationalt miljø, som det er en fornøjelse at bidrage til.

Det har også været tankevækkende at se, hvor afgørende solide, strukturerede og kollaborative relationer er i forhold til at skabe konkurrencedygtige værdikæder, innovation og nye produkter.

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...VIL DU VIDE MERE? Her finder du flere artikler om månedens begreb Category Management.

‘Purchasing must become supply management’

by Peter Kraljic, Former Director, McKinsey & Company, Düsseldorf

by Jon Hughes, Executive Chairman of Future Purchasing, og John Dickson, Head of Global Procurement, Diageo

‘Reframing procurement’s strategies, priorities and deliverables - del 1’

‘Traditional procurement, in many cases, will not survive’

by Jon Hughes, Executive Chairman of Future Purchasing, og Professor Marc Day, Henley Business School, University of Reading

by Oliver Knapp, Senior Partner, Stuttgart Office og Sven Marlinghaus, Senior Partner, Düsseldorf Office, Roland Berger

‘Supplier Relationship Management: How key suppliers drive your company’s competitive advantage’

‘Procurement at a crossroads - disrupt or be disrupted!’

by Remko van Hoek, Global Procurement Director, PwC & Visiting Professor, Cranfield School of Management

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‘Refreshing a core process’

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by Søren Vammen, CEO, DILF og Kairos Commodities, og Lars Bjerregaard Mikkelsen, M.SC.ECON, PD.H., ASSC. Professor, Aarhus University, AU Herning School of Business and Social Sciences

Conference

Limited seats See program & Register

DIGITAL SUPPLY CHAIN November 6th, Copenhagen

Leading companies leverage Digital Supply Chain and Industry 4.0 to differentiate themselves and win in an ever-competing marketplace. Discover how they face the digital journey and gain value from digital opportunities across the entire value chain.

Sign up and obtain inspiring and fresh insight into key digital topics and understand how far you can push the digital agenda in the supply chain. Join the debate where experts will share their knowledge and learnings on how to get the most out of digital.

MeeT THe SPeAkerS

Janni Jepsen Director, Global Sales, Inventory & Operations Planning at Danfoss Cooling

eva Maria Gattringer Director, Head of Strategy and Design Supply Chain, Arla Foods

francisco Garcia Head of International Logistics Steering for Henkel Laundry & Home Care

kate furtak Business Intelligence, JUST EAT

Henrik knak Chairman v/ Partner, Syncronic

WHY ATTeND THIS CoNfereNCe? • Network and benchmark against industry peers • Understand how far you can push the digital agenda in the supply chain • Boost your wisdom and get inspired Capability building

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MÅNEDENS ARTIKEL

Auto supplier working relations study shows uphill road for OEMs The results of the 19th annual North American Automotive OEM - Supplier Working Relations Index® (WRI®) Study indicate auto OEMs’ slight improvements in supplier relations pale to significantly greater industry trends.

by Plante Moran - Daron Gifford, Partner, Strategy Consulting Services Leader, Automotive Industry Leader, Commercial Due Diligence Services Leader and Dave Principal IN STRATEGY AND AUTOMOTIVE/MOBILITY CONSULTING PRACTICE 18Andrea, DILF AKTUELT SEPTEMBER 2019 UDGAVE NR. 2

Detroit, June 17, 2019 – Results of the 19th annual North American Automotive OEM - Supplier Working Relations Index® (WRI®) Study released today show that the major U.S. and Japanese automakers are making limited progress in their supplier relations. However, this progress is only incremental compared to the major industry transition underway. The study was conducted by Plante Moran, Southfield, Mich.

able to deliver the electrified and autonomous vehicles and new mobility services they envision for the future. Without a concerted effort focused on improving supplier relations and suppliers’ longterm sustainability, OEM and supplier resources are likely to be over-extended. Add to these demands the potential for economic downturns, trade pressures and other competitive pressures, and the challenge of running a profitable automotive business will be extremely difficult without the full support of an OEM’s suppliers.”

Toyota, Honda, Ford and Nissan all showed a slight uptick in their WRI®. GM dropped slightly; and FCA fell to last place, continuing its downward trend since 2013. However, none of the six automakers’ gains or losses were statistically significant on a year-over-year basis.

The study is watched carefully by automakers because their supplier relations rating on the Working Relations Index® (WRI®) is highly correlated to the benefits that the OEM receives from its suppliers, including more investment in innovation and technology, lower pricing, and better supplier support, all of which contribute to the OEMs’ operating profit and competitive strength.

“Given the competitive pressures automakers are under and the exponential pressures they face in the future, the OEMs need to be laser-focused on improving their supplier relations in order to best leverage their supply base,” said Dave Andrea, Principal in Plante Moran’s Strategy and Automotive/Mobility Consulting Practice.

Two decades of industry WRI® and profit per vehicle data back this up and show that working relations are a strong indicator of profitability for the OEM and supplier alike. That is because strong working Domestic & Japanese OEMs “OEM purchasing has to become asIndex(R) much a-strategic relations reduce the cost of doing business, improve OEM - Supplier Working Relations Annual Study 2012-2019 priority as engineering and product development efficiency and productivity, and reduce time to are, and unless this happens the OEMs won’t be market.

GOOD

400

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ADEQUATE

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336 330 290 287

Honda

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GM

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Figure 1. Domestic & Japanese OEMs OEM - Supplier Working Relations Index® - Annual Study 2012-2019

Ford

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To a great extent 4.00

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Red dot: Statistically significant difference with previous year Yellow dot: Statistically significant difference with 2017

Figure 2. Supplier Trust of OEM 2017-2019

Through the Working Relations Index® Study, suppliers are asked to score automakers on 23 variables that fall into five broad areas: OEMSupplier Relationship (Trust), OEM Communication, OEM Help, OEM Hindrance, and Supplier Profit Opportunity.

The degree of corporate trust is built from many granular elements of the study, which measures everything from protection of intellectual property to the level of open and honest communication and fulfilling contractual commitments. These generally track the WRI®.

OEM-supplier trust and communication At the heart of OEM buyer/supplier relations is Trust and Communication, particularly important factors in uncertain times when vehicle programs are in flux, and millions of dollars and thousands of jobs are at risk with supplier companies. These two components are directly correlated to benefits OEMs receive from their suppliers.

Suppliers support their OEM customers essentially by price reductions on parts, and by providing valuable non-price benefits such as increased investment in new technology, greater sharing of new technology, and earlier and better supplier communication that helps avoid or resolve problems more quickly. This is measured by the black graph line in the Supplier Benefit Index™ (SBI™) vs. Trust & Communication graph.

How do suppliers rank the six automakers and purchasing teams in terms of trust? The Supplier Trust of OEM graph shows Toyota and Honda are first and second, respectively; GM and Ford rank third and fourth, respectively; FCA is fifth but trending down significantly; and Nissan is last.

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The SBI™ also closely tracks the results shown in the Degree to Which OEM is a Preferred Customer graph with Toyota and Honda ranking first and second, respectively; Ford and GM, third and fourth, respectively; FCA fifth, and Nissan significantly lower in last place.

To a great extent 4.00

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Trust Communication SBI TM

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Supplier Benefit IndexTM Value

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Degree to Which OEM is a Preferred Customer 2017-2019 Figure 3. Supplier benefit indexâ„¢ vs. Trust & Communication

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Figure 4. Degree to Which OEM is a Preferred Customer 2017-2019

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WRI(R) by Purchasing Area FCA US

Nissan

Ford

GM

Honda

Toyota

Body-in-White

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Chassis

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Electrical & Electronics

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Exterior

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Powertrain

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RED BOLD number indicates lowest-purchasing area WRI® across OEMs. GREEN BOLD number indicates highest-purchasing area WRI® across OEMs. Figure 5. WRI® by Purchasing Area

Purchasing area WRI® The rankings in the overall WRI® extend down to the automakers’ respective purchasing areas. As shown in the Purchasing Area table below, Honda ranks best in four of the six purchasing areas with Toyota taking the other two top places, while FCA ranks lowest in five of the six purchasing areas and Nissan the lowest in one. GM and Ford are well above average in all six with GM ranking higher than Honda in one.

deliver not only the OEM’s cost objective but help the suppliers’ cost and financial performance as well.”

Impact of late engineering changes The number of late or excessive engineering changes impacts a supplier’s contribution to the OEM in three important ways: cost, quality, and time.

Engineering performance & supplier relations “It’s not just purchasing that influences an automaker’s WRI® ranking; product devel-opment and engineering do, too,” said Andrea.

As shown in the Engineering Impact on Cost and Quality graph, Toyota was best at managing engineering changes in 2018, followed by Honda.

In 2019, they’ve swapped places with Honda, now in first place. GM and Ford are ranked in the middle, and FCA US and Nissan are last.

“For instance, the study asks to what extent late or excessive OEM engineering changes impact on-time development or quality and cost targets, whether the supplier is given flexibility in meeting cost and quality objectives, and whether the supplier is involved early enough in the OEM product development process and kept involved throughout the process.

Conflicting objectives OEMs can also hinder suppliers by creating conflicting objectives between the purchasing and engineering functions. The Purchasing and Engineering Conflicting Objectives graph shows the degree to which automakers hinder suppliers.

Again, Honda is ranked best, with Toyota, GM and Ford close behind.

“These are critical questions that show how important it is that all OEM functions are aligned to take cost and time out of the entire supply chain to

“Focusing on improving supplier relations has never been more important for the automakers,” said Andrea.

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2017 2018 2019

FCA US

Ford

Honda

2.65

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GM

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Extent of Incurred Costs

To a great extent 4.00

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Red dot: Statistically significant difference with previous year Purchasing & Engineering Conflicting Objectives Yellow dot: Statistically significant difference with 2017 2017-2019

Figure 6. Engineering Impact on Cost & Quality 2017-2019

To a great extent 4.00

2017 2018 2019

FCA US

Nissan

Ford

Honda

2.89

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Red dot: Statistically significant difference with previous year Yellow dot: Statistically significant difference with 2017

Figure 7. Purchasing & Engineering Conflicting Objectives 2017-2019

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“With all the challenges the automakers are facing, the OEMs must be very conscious of their supplier working relations going forward. Suppliers contribute 60-70 percent of the value of the vehicle, so it is clearly in the OEMs’ best interest to set the goal of becoming the most preferred automaker to do business with.”

from 414 Tier-1 suppliers, representing about 60% of the six OEMs’ annual buy. The sales personnel provided data on 2,024 buying situations (e.g., supplying brake systems to FCA US, tires to Toyota, seats to GM). Demographically, the supplierrespondents represent 43 of the Top 50 NA suppliers and 74 of the Top 100 NA suppliers.

About the Working Relations Index® About Plante Moran: Recognized as a leader in Study: automotive and mobility strategy, Plante Moran The 2019 North American Automotive OEMis among the nation’s largest accounting, tax and Tier 1 Supplier Working Relations Index® Study consulting firms and provides a full line of services was developed by Dr. John Henke, of Planning to organizations across many industry segments. In Perspectives, Inc. Now in its 19th year, the 2019 addition to automotive, Plante Moran has depth of study was led by Plante Moran and was conducted expertise in manufacturing and distribution, private from mid-March to early May. Respondents are equity, Japanese-owned businesses, financial salespersons from Tier-1 suppliers serving the Top 3 institutions, service, health care, public sector Detroit and Top 3 Japanese automakers. The annual and real estate and construction. Headquartered study tracks supplier perceptions of working in Southfield, Michigan, Plante Moran has a staff relations with their automaker customers in which of more than 3,000 professionals throughout they rate them across the six major purchasing areas Colorado, Illinois, Michigan and Ohio with broken down into 14OEMs commodity areas. The results international offices in China, Mexico, India and Domestic & Japanese OEM - Supplier Working Relations Index(R) - Annual Study 2002-2019 of the study are used to calculate the WRI® which Japan. Plante Moran has been recognized by several can then be used to calculate the economic value of organizations, including FORTUNE magazine, as working relations based on a proprietary economic one of the country’s best places to work. For more model. Respondents represented 635 salespersons information, visit plantemoran.com.

200

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384 Toyota

ADEQUATE

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GM Ford

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POOR - VERY POOR

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114 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Figure 8. Domestic & Japanese OEMs OEM - Supplier Working Relations Index® - Annual Study 2002-2019

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FCA US

Her ser du et udvalg af de artikler, som vi tidligere har bragt omkring Dr. John Henke’s Working Relationship Quality Index.

Artiklerne belyser forskellige vinkler og læringspointer fra studierne og er stærkt anbefalsesværdige.

September 2018:

Februar 2018:

‘Sadly, it is a disappointing result as 5 out of 6 NA automakers go downhill!’

‘Surprising shift in the automakers relations with suppliers!’

November 2016:

November 2014:

‘Automakers are making record profits now – but suppliers hold the key to OEMs’ future’

‘Improving supplier relations: lessons from the auto industry’

Juni 2009:

August 2008:

‘SRM in turbulent times’

‘Lessons from America’

By JOHN W. HENKE, PRESIDENT OF PLANNING PERSPECTIVES, INC., PROFESSOR EMERITUS OF MARKETING AT OAKLAND UNIVERSITY, AND RESEARCH FELLOW AT THE CENTER FOR SUPPLY CHAIN MANAGEMENT AT RUTGERS UNIVERSITY.

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TOO MUCH OF A GOOD THING ”For meget af det gode” – en gammel talemåde som også gør sig gældende inden for Category Management. Artiklen, ’On the dark side of strategic’, redegør på forbilledligvis for, hvad nogle af de utilsigtede konsekvenser af mis-applicering af tankerne bag Category Management og Sourcing fører til. Artiklen blev bragt allerede første gang i 2006 i DILFOrientering, men den er desværre mere relevant end nogensinde før. Har du ikke allerede læst den, så er det et absolut must – vi taler om én af de helt klassiske artikler inden for sourcing.

Lidt i samme boldgade finder du en video med den hollandske ledelsesforsker Daniel Ofman, som omhandler hans Core Quadrant. Modellen viser, hvad der sker, når vi bliver for meget af os selv om man så må sige. Det vil sige, når vores gode egenskaber bliver overdrevet og dermed ender

Video. Core Qualities and the Core Quadrant - Daniel Ofman

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med at være til ulempe for os selv. På samme vis fremhæver modellen ens udfordringer og allergier.

Det giver god mening at bruge Ofman’s tankegang på sourcing – hvordan sikrer vi, at det ikke kammer over? Og hvordan sikrer vi, at der er balance i tingene?

Den enkelte medarbejders personlighed spiller selvsagt en overordentlig stor rolle i forbindelse med sourcing-aktiviteter og især forhandlinger vi er ikke så rationelle, som vi ofte bilder os selv ind – på en god dag kan vi være bevidste om de filtre af skævvridninger af virkelighedsopfattelser, som vores personlighed bidrager til. I de to artikler ’Lack of knowledge is expensive’ (part 1+2), kan du netop læse om personlighedens betydning i forhold til forhandlinger. Desuden kan du med stor fordel se Ofman’s video efter at have læst de to artikler.

On the dark side of strategic Denne artikel viser utilsigtede følgevirkninger af en forkert tilgang og anvendelse af strategisk sourcing, og hvilke skader det kan tilføre forsyningskæden.

by Thomas Y. Choi, professor at the W. P. Carey School of Business at Arizona State University and director of Global Supply Chain Management Certificate Program and Christian L. Rossetti, doctoral student at the W.P. Carrey School of Business at Arizona State University.

Lack of knowledge is expensive - also when it comes to human behaviour (part 1 + 2) Disse artikler går i dybden med hvilke overvejelser, man støder på, inden en forhandlingsstrategi besluttes. Alt for ofte er bemandinger baseret på erfaringer med materialer og markeder og alt for sjældent på overvejelser i relation til personlighed. Her kan du læse mere om vigtigheden af personligheden i indkøb – både i forhandlinger såvel som internt i virksomheden.

by Jonas Bremer, Organisational psychologist, DISCOVER A/S, Lars Bjerregaard Mikkelsen, Programme director, Relationship Management & Negotiation, and Søren Vammen, CEO, DILF

POOR SUPPLIER RELATIONS COSTING U.S. AUTOMAKERS MILLIONS Ford, General Motors, FCA US og Nissan ville tilsammen have tjent 2 milliarder dollars i operation profit sidste år, hvis deres supplier relations havde forbedret sig lige så meget, som Toyotas og Hondas gjorde i løbet af 2014. Spørgsmålet er: hvor fejler GM, Ford, FCA og Nissan?

BY JOHN W. HENKE, PRESIDENT OF PLANNING PERSPECTIVES, INC., PROFESSOR OF MARKETING AT OAKLAND UNIVERSITY, AND RESEARCH FELLOW AT THE CENTER FOR SUPPLY CHAIN MANAGEMENT AT RUTGERS UNIVERSITY

Framing negotiations - using music to create the right mood Hvad vil være den mest positive måde, hvorpå du kan påvirke din næste forhandling? Er det med en rolig sang som “Lean on me” eller “The very thing that makes you rich, makes me poor” spillende på dit kontor eller i lobbyen, mens din leverandør venter på at se dig? Læs med her for at få en kort guide til, hvordan du kan udforme dine forhandlinger ved hjælp af musik.

by Robert Ibsen, Programme manager (negotiation and cross-cultural management), DILF, and Søren Vammen, CEO, DILf

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BOGHYLDEN

Strategic Sourcing and Category Management Lessons Learned at Ikea af Magnus Carlsson

Sourcing Portfolio Analysis - Power Positioning Tools for Category Management & Strategic Sourcing af Andrew Cox ”Som sagt er bogen et væsentligt bidrag, og særligt kritikken af Kraljic og Porter er værdifuld.

I sidste del forsøger forfatteren at opstille hans eget metodeapparat, og hvorvidt han lykkedes hermed, er mere usikkert (…)”

”Bogen udmærker sig ved at give en praktisk forståelse for, hvorfor kategoritankegangen er så essentiel inden for indkøb, hvordan den kan implementeres og gennemføres, og hvad resultaterne og virkningerne bliver ved at gøre det.”

- Morten Munkgaard Møller, Associate Professor, Aalborg Universitet

- Morten Munkgaard Møller, Associate Professor, Aalborg Universitet

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Supplier Relationship Management How to maximize vendor value and opportunity af Christian Schuh, Michael F. Strohmer, Stephen Easton, Michael D. Hales og Alenka Triplat ”Alt i alt en anbefalelsesværdig bog om SRM. Et abstrakt begreb, der er svært at få styr på, men det får man langt hen ad vejen med denne bog.”

- Morten Munkgaard Møller, Associate Professor, Aalborg Universitet

Category Management in Purchasing A Strategic Approach to Maximize Business Profitability af Jonathan O’Brien ”Der hvor tredje udgave særligt adskiller sig er, at den beskriver category management som en proces og et projekt samtidigt.”

- Morten Munkgaard Møller, Associate Professor, Aalborg Universitet

FORHANDLINGSKURSER Forhandling er stadig én af de vigtigste kompetencer for såvel indkøbere som sælgere!

På DILFs tre forhandlingskurser lærer du, hvordan du kan aflæse modparten, hvor det gør ondt på dem at give sig, og hvordan du sikrer, at du, via en god forberedelse og evaluering, får en veltilrettelagt bevægelsesstrategi, som kan optimere dit forhandlingsresultat.

Forhandlingsteknik - modul 1 Fokus på de praktiske modeller og værktøjer som hjælper dig til at forberede, gennemføre og evaluere dine forhandlinger. Herudover får du en dybdegående forståelse for relationerne mellem din virksomhed og leverandører og andre interessenter, herunder gensidig segmentering i relationen.

Capability building

Personligheden i forhandling - modul 2 Fokus på dine forhandlingskompetencer generelt og specielt din bevidsthed om egen forhandlingsstil. Der arbejdes med din personprofil (DiSC-profilen), og dine kompetencer i forhandling og kommunikation videreudvikles gennem forhandlingsøvelser og systematisk feedback.

Professionel forhandlingsadfærd - modul 3 Fokus på din egen bevidsthed om, hvordan du konkret agerer, og hvordan din kommunikation i forhandlingen påvirker modparten. Du får forstærket og udbygget din indsigt i egen forhandlingsstil og personlighedsprofil.

Capability

building

DILF Certified Business-to-Business Negotiator Vi tilbyder alle deltagere, der har deltaget i DILFs tre forhandlingsmoduler, at blive certificeret. Certificeringen foregår som en 72-timers case-eksamen.

Læs mere om vores forhandlingskurser på www.dilf.dk

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blandede artikler Kan du ikke få nok? Her kan du læse spændende artikler, som ikke omhandler månedens begreb.

‘Getting a handle on warehousing costs’ Den smertefulde sandhed om oplagring er, at de fleste virksomheder ikke ved, hvad deres egentlige omkostninger skal være.

Artiklen her vender op og ned på den traditionelle benchmark-baserede tilgang til at vurdere lagerudgifter.

I stedet kan en bottom-up-analyse bestemme, hvilke omsætninger et givent lager skal have og derved hjælpe virksomheder med at prioritere både forbedringer såvel som investeringer. Læs mere om fremgangsmåden her.

Forholdet mellem Kina og resten af verden er i forandring. Tidligere var Kinas økonomiske mirakel drevet af industrien og dets investeringer, men i dag er det indenrigske forbrug den største drivkraft for vækst.

I denne rapport ses omfanget af Kinas globale skala og integration, og resultater omkring Kinas eksponering for verden fremhæves af det nye McKinsey Global Institute China-World Exposure Index.

- by Mckinsey & Company

- by McKinsey Global Institute

‘Global Power Strategies’

‘Inside an Amazon Warehouse, Robots’ Ways Rub Off on Humans’

Denne rapport undersøger fremtidens forsyningsvirksomheder og de ledende aktører inden for markedssucces. Strategierne og placeringen af de Global Top 40 (GT40) listede forsyningsselskaber gennemgås.

Find ud af hvordan GT40 forsyningsselskaber udformer deres strate-gier og tilgange til at sikre succes og varige resultater på et marked, hvor den endelige destination stadig kortlægges.

- by Strategy+business

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‘China and the world: Inside the dynamics of a changing relationship’

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Artiklen undersøger, hvordan den stadige stripping af menneskelig dømmekraft i arbejdet er én af de mest udbredte konsekvenser af automatisering.

Hver dag ankommer omkring 50 lastbiler med merchandise til Amazons lager i Staten Island, men selvom Amazon-centret er meget automatiseret, forbliver nogle opgaver dog i menneskelige hænder i årene fremover.

- by Noam Scheiber, The New York Times

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CATEGORY MANAGEMENT UDDANNELSE & CERTIFICERING Få træning og uddannelse i hvordan Category Management tankegangen kan implementeres i din virksomhed. Uddannelsen består af i alt fem moduler.

Hvert modul har Category Management som indgangsvinkel og bygger på, hvordan man mest hensigtsmæssigt får udviklet og implementeret en kategoristrategi. Uddannelsen afsluttes med en challenge session og certificering.

Moduler: • Kategoritankegangen og mobilisering • Intern analyse - spend management • Ekstern analyse - markedsanalyse • Kategoristrategi • Leverandørstyring • Challenge session Pris for medlemmer inkl. certificering: kr. 25.000,- ekskl. moms

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TIDLIGERE DILF-publikationer Læs tidligere artikler udgivet af DILF omhandlende månedens begreb Category Management.

2011 “Reframing procurement’s strategies, priorities and deliverables – del 2” - af Jon Hughes, Executive Chairman, Duncan Brock and Simon Brown, Directors, Future Purchasing ”Reframing procurement’s strategies, priorities and deliverables - del 3” - af Professor Marc Day, Henley Business School, University of Reading; Mark Webb, Managing Director of Future Purchasing Ltd, and Jonathan Hughes, Partner at Vantage Partners Inc.

2010 ”What is supplier relationship management and why does it matter?”

- af Jonathan Hughes, Director, Vantage Partners

2008 ”Negotiating with strategic partners” - af Jon Hughes, Executive chairman of Future Purchasing in the UK and Lars Mikkelsen, Programme director, relationship management and negotiation, DILF

2007 ”Value for whom? Win-win and the problem of interests in buyer and supplier exchange” - af Andrew Cox, professor and director of the Centre for Business Strategy and Procurement at Birmingham University Business School, UK

2006 ”We’re in this together” - af Douglas M. Lambert who holds the Raymond E. Mason Chair in Transportation and Logistics, Ohio State University’s Fisher College of Business in Columbus and directs the Global Supply Chain Forum there, and A. Michael Knemeyer, assistant professor of logistics, Fisher College of Business “When your suppliers talk… listen” - af Robert M. Tevelson, vice president, A.T. Kearney’s operations practice and Richard Sheinfeld, principal, A.T. Kearney’s operations practice

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”The Next Game in Purchasing” - af Professor Carlos Cordón and Consultant/Lecturer Thomas E. Vollmann DILF AKTUELT

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