战略分析工具ppt课件.ppt

SheilaDubin,ValueManagedRelationships,Author:,1,ValueManagedRelationshipsObjectives,Aftercompletingthismodule,youwillbeableto:,UnderstandVMRconceptandapplicationArticulatetypesofcostsavingsopportunitiescreatedbyVMRsUsetheBainframeworktoconductaVMRRefertorealexamplesofBainsVMRprocessandsuccess,2,Agenda,VMRConceptVMRKeySuccessFactorsVMRSourcesOfValueBainVMRProcessExampleKeyTakeaways,3,VMRDefinition,AValueManagedRelationship(VMR)isafullpartnershipbetweenacustomerandasupplier.Itsgoalistomaximizequalityandminimizetotalsystemcostsofdoingbusinessthroughcollaborativesharingofinformationandresources.,AVMRcreatesawin/winrelationship.,4,WhatisaVMR?,“Partnership”,TrueVMR,ProcurementStrategies,ValueManagedRelationship,SoleSource,VerticalIntegration,CompetitiveBid,Short-termContract/Spot,Long-termContract,AVMRisoneprocurementstrategytomaximizecostsavingsandstrategicvalue.,5,HowDoesaVMRWork?,AValueManagedRelationshipcanexceedthevaluepotentialofbothverticalintegrationandtraditionallynegotiatedarmslengthtransactions:aconsolidationofpurchasestooneorfewsupplierswhoarecapableofmaintaininglongtermcompetitiveeconomics,highqualityandefficientdeliveryparticipantsmustsharesinglegoalofachievinglowestindustrysystemscostsavingsshouldbesharedtoprovidemutualongoingincentivestoeliminateredundancies,AVMR,whenappropriate,exceedsthevalueofallothertypesofrelationships.,6,StrategicPurchasingOptions,TraditionalArmsLengthApproach,VerticalIntegration,VMR,VMRscanexceedthevalueofbothtraditionalcontractsaswellasverticalintegration.,7,WhereAreVMRsAppropriate?,HighPotential,High,Low,High,Low,Purchasingvolume(relativetototalsuppliersales),Value-added/engineeredlevel,ProductredesignMaterialsubstitution,ProductredesignMaterialsubstitutionVolumediscountSystemcostimprovement,ModeratePotential,VolumediscountSomesystemcost,No/Littleopportunity(needtocluster),VMRsaremostappropriatewherehighvolumeandsignificantvalueaddedoccurs.,Medium/lowpotential,8,InWhichCategoriesAreVMRsMostEffective?,LargedollarpurchaseHighlevelofvalue-addedcostinproductFragmentationacrossmanydivisionsandsuppliersClientrepresentssignificantpartofindustryoutputIndustrycompetitiveintensityhigh:capacityutilizationdroppingconsolidationinprogressmanynewplantslookingforvolumehistoricalindustrypriceumbrellas,VMRsaremosteffectiveinlargedollar,highvalueaddedproducts.,9,ValueCycle,Consolidatevolumeinlong-termpartnership,Increasedpaceofinnovationleadstostrategicbenefitsforboth,Ensurescontinuedsupplyforbuyerandcapacityutilizationforsupplier,CommitmentandscalejustifiesjointinvestmentincostsavingsandR&D/technology,Jointeffortsleadtosystem-widebenefitsforboth,Addedvalueleadstomorereasonstocollaborate,AsuccessfulVMRwillcontinuetocreatevalueastherelationshipprogresses.,10,ValueOfVMRsBuyer,VMRscreatevalueforthebuyer.,HigherqualityandfewerrejectsSuperiorservicePartnerinjointsystemcostreductionInnovationTechnologicalexpertisepackageperformanceimprovementsspecconsolidationproductredesignandmaterialssubstitutionPricingcommensuratewithlarger,longervolumecommitmentsCommitmenttocontinuousimprovementofthepartnership,11,ValueOfVMRsSupplier,VMRscreatevalueforsuppliers.,Largervolumesinfeweritemslongerrunlengthsandfewerset-upshighercapacityutilizationlearningcurvebenefitsStablelongtermdemandSharinginbuyersstrongcommitmenttofuturegrowthPartnerinjointsystemcostreductionResourcesandstabilitytoinvestintechnologyCommitmenttocontinuousimprovementofthepartnership,12,BainExperienceinVMRs,VMRshaveaveraged15%to20%costsavings.,AverageRange,13,VMRSampleAgreement,Althoughthevaluemanagedrelationshipcanbesophisticatedandcomplex,theresultsarequantifiableandsimple.,100%ofvolumewithonesupplierforthreeyearsUpfrontpricereductionof7%Guaranteed9.8%recurrentsavingswithinthreeyearsCost-basedindexedpricingovertime50/50savingssharingPenaltiesandinspectionsbuilt-inEtc.,14,Agenda,VMRConceptVMRKeySuccessFactorsVMRSourcesOfValueBainVMRProcessExampleKeyTakeaways,15,PartnershipsExpectations,Overonehalfofexistingpartnershipsdonotmeetexpectations.,Thisrealityincreasestheneedtounderstandandfocusonthekeysuccessfactors,16,KeySuccessFactors,Strategy,organizationandprocessmustbeinplaceinordertoensureVMRsuccess.,Clarityofandagreementonstrategyandgoals,Strategy,Appropriatelevelofinvolvementinandacrossorganizations,Organization,Detailedandstructuredprocessforidentifyingandimplementingopportunities,Process,17,KeySuccessFactorsStrategy,Longtermrelationshipsfocusedontotalvaluearecriticalstrategicissuesthatmustbeclearlyarticulated.,VMRspursuedonlywhereappropriateTruesupplierpartnershipslong-termrelationshipswithoneorfewsuppliersrelationshipsatallorganizationallevelsextensivetwo-wayinformationsharingsharingofallsavingswillingtoaddressinherentrisksFocusontotalvalue-chain,notinputpricesuppliersselectedbasedonlong-termtotalvalueopportunitiesidentifiedandcapturedacrossentiresupplychain,18,KeySuccessFactorsOrganization,Involvementandcooperationacrosstheorganizationiscriticaltosuccess.,Seniormanagementdirectinvolvementandongoinginterest/supportCross-functionalinvolvementinscheduling,logistics,designanddevelopmentImplementationdrivenatgrassrootslevelClearprocesschampionsFormalizedstructureandprocesstoperpetuatepartnership,19,KeySuccessFactorsProcess,Adetailedprocessmustbeinplacetomaximizevalueandensureongoingopportunityidentification.,UpfrontidentificationofopportunitiesanduniquevalueeachpartneroffersDocumentedexistenceofsignificantuntappedsystemscostvalueRigorousandfact-basedsupplierselectionExtensiveconsensusbuildingSystemsandstructurestoperpetuateprocess,20,ReasonsforPartialSuccessStrategy,Scopeofpartnershiplimitednotwin/win,Focusonpriceinsteadoftotalvaluesupplierselectionbasedonpricefailuretoconsidertotalsystemassourceofsavings,Chosenstrategyinappropriateforpurchasecategory,Aninappropriatestrategycanprohibitawin/winrelationship.,21,ReasonsforPartialSuccessOrganization,Partialsuccesscanbecausedbyseniororlineorganizationalinadequacies.,22,ReasonsforPartialSuccessProcess,Lackofinternalandexternalconsensusbuilding,Lackofrelentlesspursuit,Supplierselectionnotrigorousandfact-based,Technicalopportunitiesnotidentifiedupfront,Lackofsystemsandstructurestoperpetuatetheprocess,Anincompleteprocesscanalsocauselimitedsuccess.,23,Watchouts,ToachievesuccessfulVMRs,thereareseveralareasofpotentialobstaclestowatchoutfor.,Benefitsarevagueandunqualifiedno“fullpotential”economicsanalysishasbeendevelopedforbothparties,ProcessChallenges,AssumptionsaremadebysuppliersthatVMRsareaone-timetrick,CommunicationChallenges,Watchouts,Concernsaboutsharingexpenseandproductinformation,Sufficientcommunicationofthebenefitsofchangethroughoutbothorganizations,Thereisalackofunderstandingandcommitmenttochangingthewaybusinessisdone,BenefitsoftheVMRaresplitinalop-sidedmanner,SKUproliferation,Noongoingvaluerealizationagendahasbeencreatedand/ornoVMRchampionsareempoweredtoact,Organizationalbarriers(e.g.multi-divisionalcompanies),24,Agenda,VMRConceptVMRKeySuccessFactorsVMRSourcesOfValueBainVMRProcessExampleKeyTakeaways,25,SourcesofValue(1of2),ImprovedqualityduetoreducedvariabilityImprovedcommunicationsLongercommitmentsallowforlongerrunlengthsPurchasingeconomies,AstrongVMRcancapturethevalueinherentinverticalintegrationwhileallowingtheclienttofocusbothcapitalandmanagementresourcesonitsprimarybusiness.,ExampleSourcesofValue:,PrimarySourcesofValue,Volume/ScaleEconomies,ValueEngineeringandQualityImprovement,SystemCostReduction,Technologyandcapabilitysharingtocreatelowestcost,highestvalueproductJointdeterminationofpotentialfor:materialsubstitutionreductionofmaterialcontentstandardizationofmaterials,Jointidentificationofredundant/duplicateprocesses,e.g.qualitycontrolorderprocessingtransportationengineeringmanagementfunctionsimprovedinventorycontrolCrosscompanylogisticssharingoftransportationanddistributionoperations(e.g.,leveragedbackhaulopportunities,shareddeliveryruns),EstimatePercentofTotalValueCreated:,25%,50%,25%,26,SourcesofValue(2of2),Valueengineeringandsystemscostreductionaremostdifficulttoimplementandrequirethemostseniorinvolvment.,SourceofValue,Methodology,DifficultyofImplementation,SeniorManagementInvolvement,Anopendialogueregardingproductdesignbeginstooptimizedesign/costtrade-offs,Valueengineeringandqualityimprovement,Buyerandsupplierjointlyexaminecurrentmethodsofinteractionandbegintoeliminateredundancies,Systemscostreduction,Consolidationofsuppliersallowsthebuyertonegotiateforshareofincrementalprofit,Volume/scaleeconomics,27,Volume/ScaleEconomiesExample,Disguisedexample,Increaseof3.2times,6%ProfitImprovement,RelevantPlantCapacityUtilization,IncrementalMarginImpact,Increasingasuppliersutilizationby22%hada6%profitimpact.,28,ValueEngineeringExample,NewDesigns,IndexedQuality,IndexedCost,Valueengineeringidentifiedthreenewproductoptionsthatincreasedqualityandreducedcost.,*ProtypesdevelopedjointlywithsupplierDisguisedexample,29,SystemsCostsExample,Supplier,Customer,JointQualityControl,Customer,Directtopackagingoperations,=QCinspectionpersonnel,InthisexampleofsystemscostVMR,thesupplierandBainclienteliminatedredundancyandsaved40%ofqualitycontrolcosts.,Topackagingoperations,OngoingFeedbacktoVendor,30,SummaryofCostSavingsExample,Overall,thisclientachieveda19%costreductionthroughtheVMRexampleshown.,31,TypicalTiming,Volume/pricesavingsandsomelevelofvalueengineering/qualitybenefitsarerealizedveryearlyintherelationshipAdditionalvalueengineeringsavingsandsystemcostreductionsaremorelikelytocomelater,BainexperiencehasfoundthatthevaluefromVMRisdevelopedoverseveralyears.,YearsintoVMR,Valueengineeringandqualityimprovement,Systemcostreduction,Volume/priceeffect,32,Agenda,VMRConceptVMRKeySuccessFactorsVMRSourcesOfValueBainVMRProcessExampleKeyTakeaways,33,VMRProcess,IdentifyVMROpportunities,UnderstandIndustryCostStructure,SelectVMRCandidates,ObtainTopManagementCommitment,IdentifySpecificCostReductionOpportunities,ImplementVMROpportunities,TrackVMRSavings,SelectproductsforVMRbasedonpurchasingvolumeandvalue-added,Analyzeindustryeconomicstodevelopsavingshypotheses,AnalyzesupplierstoselectbestVMRcandidates,Ensureseniormanagementofclientandsupplierarefullycommitted,Conductanalysistoprovehypothesesandquantifysavingsopportunities,Formalizerelationshipandimplementopportunities,Trackprogressofsavingsandrelationships,34,VMRProcess,IdentifyVMROpportunities,UnderstandIndustryCostStructure,SelectVMRCandidates,ObtainTopManagementCommitment,IdentifySpecificCostReductionOpportunities,ImplementVMROpportunities,TrackVMRSavings,35,PurchasingCategoryPriority,ThismatrixwillhelpyouprioritizewhichopportunitiesaremostappropriateforaVMR.,No/LittleOpportunity(needtocluster),High,Low,Low,High,PurchasingVolume(RelativetoTotalSupplierSales),Value-Added/EngineeredLevel,ProductredesignMaterialsubstitutionVolumediscountSystemcostimprovement,VolumediscountSomesystemcost,ProductredesignMaterialsubstitution,Moderatepotential,Highpotential,Medium/lowpotential,36,PurchasingCategorySelection,BecausetheVMRprocessislengthyandtimeconsuming,qualitativeissuesmustalsobeevaluatedinselectingwheretoimplementaVMR.,SuppliersandclientorganizationsmustbewillingtoworkcloselytogethercommitmanagementtimeandeffortprioritizesuccessofVMRTopmanagementofsupplierandclientmusthaveauthoritytocoverfullscopeofVMRBalanceamountofcostsavingswithlevelofsensitivityassociatedwithproductcategory,37,VMRProcess,IdentifyVMROpportunities,UnderstandIndustryCostStructure,SelectVMRCandidates,ObtainTopManagementCommitment,IdentifySpecificCostReductionOpportunities,ImplementVMROpportunities,TrackVMRSavings,38,UnderstandIndustryStructure,UnderstandingtheindustrystructurevalidatesopportunitiesthatwereidentifiedinthefirstVMRprocessstep.,HowsuitableisthismarketanditscompetitivedynamicsforaVMR?Howimportantistheclientasacustomerinthisindustry?,Whatdrivesthiscoststructure?,Howfragmentedistheindustry?,Whatistheutilizationofeachplayer?,39,VMRProcess,IdentifyVMROpportunities,UnderstandIndustryCostStructure,SelectVMRCandidates,ObtainTopManagementCommitment,IdentifySpecificCostReductionOpportunities,ImplementVMROpportunities,TrackVMRSavings,40,SupplierPrioritization,VMRpartnersmustbeabletoperformintherelationshipandbeawillingpartner.,PotentialforlowcostpositionStrongtechnology/qualityNewproductdevelopmenttrackrecordAdequatefinancialresources,LongTermWinners,CapabilityandWillingnesstoDevelopaPartnership,ImportantcategoryforsupplierClientimportanttosupplierPartnershipswithothersuppliersScaletohandlevolumeParentcompanysupport,IdealPartners,41,InitialSupplierEvaluation,Initialanalysisofthesuppliermustbeconductedtodeterminepotentialforbeingalong-termwinnerandcapability/willingnesstodevelopapartnership.,ExampleAnalyses:,SizeandmarketshareStrategyProfitabilityCashflowQualityphilosophyandimplementationTechnologyapplicationImportanceofclientsbusinesstosupplier,42,SupplierEvaluation,TofurtherdeterminewhetheraspecificsupplierisagoodVMRcandidate,evaluatethevendoronavarietyofcriteria.,QualityofService,SupplierCommitment,MagnitudeofCostReductionPotential,Long-TermLeadershipPotential,Product/delivery/systemsGeographiccoverage,Dedication/dependenceInterestinVMR,SystemseconomicsFlexibilityofapproachCredibilityofplan/resources,TechnologyScaleFinancial,43,VMRProcess,PartnershipDevelopmentProcess,IdentifyVMROpportunities,UnderstandIndustryCostStructure,SelectVMRCandidates,ObtainTopManagementCommitment,IdentifySpecificCostReductionOpportunities,ImplementVMROpportunities,TrackVMRSavings,44,PartnershipDevelopmentProcess,Implementation,Setuppartnershipmanagementstructureandrollout,Negotiations,Shareaggregateresponses,SupplierProposalsAnalysis,Receiveresponses,InitialContactwithSuppliers,Describeproposedrelationship,Selectionofsupplier(s),Comparativeanalysis,Elicitsuppliersattitudesonapartnershipwiththeclient,Trainstafftomanageprocess,expandtootherareas,IdentificationofBDPandsystemcostreductiontargets,Follow-upwithplanttours,qualitychecks,etc.,Handovercategorystrategyandvolumeexpectations,Theoptimalpartnershipdevelopmentprocessisexplicitandclearlyarticulated.,45,SupplierConfigurationAlternatives,NumberofSuppliers:,Oligopoly,Giant(s)andMany,Fragmented,SoleSource,Giant(s)andFew,15-30,15-30,2-5,2-5,1,SupplierConcentration:,80%to6-8suppliersRestwith10-20suppliers,80%to1or2suppliersRestwith15-30suppliers,Evenlyamongsuppliers,80%to1or2suppliersRestwith1-4suppliers,100%to1supplier,LongtermcompetitivebidsShorttermcompetitivebids,VMRLongtermcompetitivebidsShorttermcompetitivebids,VMRLongtermcompetitivebidsShorttermcompetitivebids,VMRLongtermcompetitivebidsShorttermcompetitivebids,VMRLongtermcompetitivebids,PotentialRelationshipOptions:,Arangeofsupplierconfigurationoptions,shouldbeevaluated.,46,ChecklistforSuccessfulExecution,People,Isseniormanagementcommittedtomakingthiswork?Haveallorganizational,cultural,andskillchangesbeenaddressedAretheincentivesappropriatetoensureemployeecommitment?,OperationalExecution,Whatisthegovernancestructure?Howisprogressmonitored?Howwillroadblocksberesolved?Isthereopensharingofrequiredinformation?CanalltheinformationsystemschangesbeidentifiedandspecifiedHowwillswitchdisruptionsbeminimized?,PartnerSelection,Whatistheoptimalnumberofsuppliers?Dowereallyunderstandsupplierscurrentandfuturecostposition?Hasthesupplierscreenincludednon-costparameters?Hasthesuppliermadearealisticcommitment?Isthesuppliercommittedtodeliveringontheagreement?,Value,IsthistherightinputtotargetforaVMR?industrytrackrecordproportionofbuyercoststructureDoesthebenefitoutweightherisks?switchingcostsbuyerleverageWhereisthevalue?Stages1,2and3shortvs.long-termIsthevaluerealizable?potentialhurdlesandroadblocks,EachoftheseissuesshouldbeconsideredinevaluatingaVMR.,47,VMRProcess,IdentifyVMROpportunities,UnderstandIndustryCostStructure,SelectVMRCandidates,ObtainTopManagementCommitment,IdentifySpecificCostReductionOpportunities,ImplementVMROpportunities,TrackVMRSavings,48,Tracking,Ameaningfultrackingmechanismmustbeputinplaceacrossmultiplevariablestoensureongoingresults.,SavingsproductcostsystemscostRelationshipstatusTimingofsavingsmilestoneachievementsIndustrychangesinindustrydynamicsintroductionofnewtechnology,etc.,49,Agenda,VMRConceptVMRKeySuccessFactorsVMRSourcesOfValueBainVMRProcessExampleKeyTakeaways,50,VMRExample,Clientislargeconglomerateproducing15majorproductlinesCurrentrelationshipwithsuppliersistraditionalandsomewhatadversarialattimesAlldataandvendorshavebeendisguised,howeverthisisanactualBainclientandcaseProductAiscalledwidgetsthroughouttheexamplewidgetSKUsarecalledred,blueandgreen,Context:,51,VMRProcess,IdentifyVMROpportunities,UnderstandIndustryCostStructure,SelectVMRCandidates,ObtainTopManagementCommitment,IdentifySpecificCostReductionOpportunities,ImplementVMROpportunities,TrackVMRSavings,52,ABCCompanyPurchasingCategoryPriority,UponevaluationofABCsproductpurchases,ProductAisthemostattractiveVMRopportunity.,ABCPurchasedProducts,53,PurchasingCategorySelection,ProductcategoryAhasthemostsupplierandclientsupport.,ProductExecutiveCommitment,CorporateWillingnesstoProductChange,Ranking,SupplierCommitment,SupplierCooperation,ProductCategory,54,VMRProcess,IdentifyVMROpportunities,UnderstandIndustryCostStructure,SelectVMRCandidates,ObtainTopManagementCommitment,IdentifySpecificCostReductionOpportunities,ImplementVMROpportunities,TrackVMRSavings,55,WidgetIndustryOverview,MarketTrends,MarketOverview,$1.5Bcustomwidgetmarket7%industrygrowthrateHighlyfragmentedmarketlargest15vendorscomprise60%Supplierstendtowardsmaterialsspecializationsecondarymaterialsoftenoutsourced,Customer/SupplierRelationships,Industry-wide,closeretailer-supplierpartnershipsarenotcommonHowever,allsupplierssurveyedhavehadsomepartnershipexperienceexamplesinclude:volumedrivenpricediscountsjointR&D/productdesigneliminationofduplicateprocesses,Suppliertrendsconsolidationmovementtoone-stopshopsprovisionofadditionalservicesCustomertrendsstrongpricefocusshort-termcontractcommitmentsmovementtomulti-materialfixtures,SupplierE