A.T.Kearney Purchasing Chessboard
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• Supply management direction setting: Mastering 64 deep-dive approaches to carry through the implementation
A.T. Kearney /All Hands 2010 6
The Purchasing Chessboard® for the top management
Here’s Doc’s tຫໍສະໝຸດ Baiduke:
• It’s EASY to use • It ONBOARDS the client • It’s SELF explanatory • It’s PRACTICAL for each
organizational level
Gemstone is good …
… but The Chessboard® is a lot better!
Management
Mining
Integrated Operations
Planning
Cost Partnership
Co-Sourcing
Commercial Data Mining
Tendering
Supplier Pricing Review
Supply power
Demand Management
Low Low
Demand power
High
Manage spend
Leverage competition among suppliers
A.T. Kearney /All Hands 2010 5
To achieve impactful results in challenging situations we use a diversified portfolio of approaches
High
Supply power
Low Low
Demand power
High
Factors driving demand power
• Client‘s share of relevant demand (in the region) • Growth perspectives offered to suppliers by client • Opportunities for suppliers to further develop competencies through working with client • Opportunities for suppliers to further develop image through working with client
• It requires another framework to feed it (the Category positioning matrix)
• Simple: It’s a 2x2 when you start, and works great to communicate at board level
Client's situation
• Post merger integration • Turnaround • Growth •…
Expected deliverables
• Cost reduction • Innovation • Time to market •…
Product life cycle
• Number of credible suppliers • Split of market shares among suppliers • Merger and acquisition dynamics in the supplier market • Entry barriers for new suppliers • Ease of substituting supplier • Entry barriers for new products • Availability of products
• It makes people feel good when they see it because it’s easy to memorize it
• it’s a good start, but a bit generic in its conclusions (highly differentiated approaches are dumped in the same lever, e.g. tendering and cost regression analysis are both in Best Price Evaluation)
• Development • Introduction • Growth •…
Type of industry
• Automotive • Process • Consumer goods •…
A.T. Kearney /All Hands 2010 1
An ancient concept works best to describe the challenges of today's purchasing
Demand power: • Your share of demand • Growth offered to suppliers • Opportunities for suppliers
to develop competencies
• Functional leaders role setting: Defining a common language to set the business case and mobilize the organization
A.T. Kearney /All Hands 2010 4
Being successful in category management requires deep understanding of demand and supply power
Non “standard” situations
Understanding demand and supply
1,000 years
Key drivers then • Demand power • Supply power
Key drivers now • Demand power • Supply power
A.T. Kearney /All Hands 2010 2
• Insightful: At the 4x4 level is a great brainstorming ground for cross-functional workshops
• Effective: At the 8x8 level it tells you when to use each approach
Low
Low
Volume Bundling
Globalization Target pricing
Demand power
High A.T. Kearney /All Hands 2010 8
The Purchasing Chessboard® for purchasing strategic approaches
Demand and supply power
A.T. Kearney proprietary Purchasing Chessboard®
Internal communication
• Board level stage setting: Breaking new ground by using differentiated strategies
The clutter people feel is because we always go for the full 64 squares to fit the name, but that’s the last thing you use, when you’re so deep in it with the team that everyone’s clear where they are.
A.T. Kearney /All Hands 2010 3
What’s the rap on the Chessboard?
Here’s Grumpy’s take:
• It’s complicated to use • It overwhelms the client • Explaining it takes forever • It’s academic • I want the GEMSTONE!
Change nature of demand
High
Supply power
High supply power
High demand and supply power
Standard situation
Low demand and supply power
High demand power
Seek joint advantage with supplier
Supply power
6
Vertical Intelligent Composite integration deal structure benchmark
High
8
Invention on demand
Leverage innovation
network
Functionality Specification assessment assessment
Value chain reconfigu-
ration
Revenue sharing
Profit sharing
Strategic alliance
7
Core cost analysis
Design for sourcing
Product Design for Supplier Sustainability Project based Value based teardown manufacture tiering management partnership sourcing
High
Change nature of demand
Seek joint advantage with supplier
Supply power
Manage spend
Leverage competition among suppliers
Low Low
Demand power
High
A.T. Kearney /All Hands 2010 7
Supply power: • Number of credible suppliers • Suppliers market share • M&A dynamics • Entry barriers • Ease of substituting supplier • Availability of products
The Purchasing Chessboard® for cross-functional interaction
High
Innovation
Re-
Value Chain
Breakthrough Specification Management
Value Partnership
Risk
Technical Data
We face the same challenges when working for clients, and needed a model to successfully deal with them
Search for models to describe the challenges of purchasing
From a strategic perspective, the factors driving demand and supply power determine the interaction with suppliers
Demand and supply power
Factors driving supply power
A.T. Kearney /All Hands 2010 6
The Purchasing Chessboard® for the top management
Here’s Doc’s tຫໍສະໝຸດ Baiduke:
• It’s EASY to use • It ONBOARDS the client • It’s SELF explanatory • It’s PRACTICAL for each
organizational level
Gemstone is good …
… but The Chessboard® is a lot better!
Management
Mining
Integrated Operations
Planning
Cost Partnership
Co-Sourcing
Commercial Data Mining
Tendering
Supplier Pricing Review
Supply power
Demand Management
Low Low
Demand power
High
Manage spend
Leverage competition among suppliers
A.T. Kearney /All Hands 2010 5
To achieve impactful results in challenging situations we use a diversified portfolio of approaches
High
Supply power
Low Low
Demand power
High
Factors driving demand power
• Client‘s share of relevant demand (in the region) • Growth perspectives offered to suppliers by client • Opportunities for suppliers to further develop competencies through working with client • Opportunities for suppliers to further develop image through working with client
• It requires another framework to feed it (the Category positioning matrix)
• Simple: It’s a 2x2 when you start, and works great to communicate at board level
Client's situation
• Post merger integration • Turnaround • Growth •…
Expected deliverables
• Cost reduction • Innovation • Time to market •…
Product life cycle
• Number of credible suppliers • Split of market shares among suppliers • Merger and acquisition dynamics in the supplier market • Entry barriers for new suppliers • Ease of substituting supplier • Entry barriers for new products • Availability of products
• It makes people feel good when they see it because it’s easy to memorize it
• it’s a good start, but a bit generic in its conclusions (highly differentiated approaches are dumped in the same lever, e.g. tendering and cost regression analysis are both in Best Price Evaluation)
• Development • Introduction • Growth •…
Type of industry
• Automotive • Process • Consumer goods •…
A.T. Kearney /All Hands 2010 1
An ancient concept works best to describe the challenges of today's purchasing
Demand power: • Your share of demand • Growth offered to suppliers • Opportunities for suppliers
to develop competencies
• Functional leaders role setting: Defining a common language to set the business case and mobilize the organization
A.T. Kearney /All Hands 2010 4
Being successful in category management requires deep understanding of demand and supply power
Non “standard” situations
Understanding demand and supply
1,000 years
Key drivers then • Demand power • Supply power
Key drivers now • Demand power • Supply power
A.T. Kearney /All Hands 2010 2
• Insightful: At the 4x4 level is a great brainstorming ground for cross-functional workshops
• Effective: At the 8x8 level it tells you when to use each approach
Low
Low
Volume Bundling
Globalization Target pricing
Demand power
High A.T. Kearney /All Hands 2010 8
The Purchasing Chessboard® for purchasing strategic approaches
Demand and supply power
A.T. Kearney proprietary Purchasing Chessboard®
Internal communication
• Board level stage setting: Breaking new ground by using differentiated strategies
The clutter people feel is because we always go for the full 64 squares to fit the name, but that’s the last thing you use, when you’re so deep in it with the team that everyone’s clear where they are.
A.T. Kearney /All Hands 2010 3
What’s the rap on the Chessboard?
Here’s Grumpy’s take:
• It’s complicated to use • It overwhelms the client • Explaining it takes forever • It’s academic • I want the GEMSTONE!
Change nature of demand
High
Supply power
High supply power
High demand and supply power
Standard situation
Low demand and supply power
High demand power
Seek joint advantage with supplier
Supply power
6
Vertical Intelligent Composite integration deal structure benchmark
High
8
Invention on demand
Leverage innovation
network
Functionality Specification assessment assessment
Value chain reconfigu-
ration
Revenue sharing
Profit sharing
Strategic alliance
7
Core cost analysis
Design for sourcing
Product Design for Supplier Sustainability Project based Value based teardown manufacture tiering management partnership sourcing
High
Change nature of demand
Seek joint advantage with supplier
Supply power
Manage spend
Leverage competition among suppliers
Low Low
Demand power
High
A.T. Kearney /All Hands 2010 7
Supply power: • Number of credible suppliers • Suppliers market share • M&A dynamics • Entry barriers • Ease of substituting supplier • Availability of products
The Purchasing Chessboard® for cross-functional interaction
High
Innovation
Re-
Value Chain
Breakthrough Specification Management
Value Partnership
Risk
Technical Data
We face the same challenges when working for clients, and needed a model to successfully deal with them
Search for models to describe the challenges of purchasing
From a strategic perspective, the factors driving demand and supply power determine the interaction with suppliers
Demand and supply power
Factors driving supply power