科尔尼咨询KearneyVendorMarktAnalysisGuidel

,CategoryProfile(SPD-PS002a)VendorMarketAnalysisMRO,IssueDate10/1/06,SPD-PS002a,Index,Overviewandintroduction3ApproachandAnalysis6ExampleVendorMarketAnalysis12,SectionPage,Vendormarketanalysisisthefirststepofthestrategicsourcingprocess,Whatisavendormarket?,Whydowestudythevendormarket?,TodevelopabroadunderstandingofthevendorMarketTodevelopinsightastohowtheeconomics,businessdynamics,andindustrytrendsdirectlyimpactsourcingeffortsTounderstandthekeydynamicsofaparticularvendormarketandthecompetitivesituationthattheVendorsinthismarketfaceToidentifykeyplayersinthemarketTomakeoursourcingstrategyandnegotiationstacticsmorerobust,AvendormarketisagroupoffirmsthatproduceproductsthatareclosesubstitutesThemarket(s)inwhichaVendorcompetes,VendorMarketAnalysishelpsanswersomeofthekeyquestionsthatarisewhenselectingsourcingstrategies,VendorMarketAnalysis,Overviewandintroduction3ApproachandAnalysis6ExampleVendorMarketAnalysis12,SectionPage,Completingavendormarketanalysisinvolvesgatheringdata,analyzingtheinformationanddrawingconclusionsthatcanbeappliedtothesourcingstrategy,GatherFacts,Identifykeyrelationships,Synthesizeinsight,ReportforBottom-lineresults,DataUniverse,FormulatedataneedsSubmitdatarequeststosuppliers/SMEsDevelopkeyquestionslistforclarificationObtainVendorprofilesfromsecondarysources,StudyIndustry/marketsegmentationAnalyzePortersFiveForcesConductSWOTanalysisEconomicanalysisFinancialanalysis,DevelopviewofoverallmarketIdentifyVendorpositionsIdentifytrendsIdentifyindustrygrowthpatternsSummarizeinsights,Transforminsightintoanactionableplanandthencarryouttheplantoachieveresults,Activities,Thefirststepinvendormarketanalysisistogatheracomprehensivefactbase,Hoovers,ProQuest,Next,analyzefactstoderivekeyrelationshipsanddrivingforcesinthemarket,Industrysegmentation1,Porters5forces1,Notes:(1)SeeExamplevendormarketanalysisfordetails,Targetmarket,Synthesizinginsightsexpandsoverallknowledgethatcanbetransferredtoanactionableplan,Source:AmericanIronandSteelInstitute(AISI)Industrycomparisons,Standard&PoorsReport,A.T.Kearneyanalysis,IdentifykeyindustrytrendsGrowthpatternsViewofoverallmarketVendorspositioninthemarket,Industryanalysis,CompanyAnalysis,Lastly,avendormarketanalysisreportiscreatedwithalltheelementsthathelpdrivebottom-lineresultsinstrategicsourcing,Source:ATKPSKnowledgeManagement,September2005,VendorMarketAnalysis,Overviewandintroduction3ApproachandAnalysis6ExampleVendorMarketAnalysis12,SectionPage,MRO-ExecutiveSummary,TheMROsupplymarketanalysisindicatethatthereisalargesupplierbaseinalowgrowth,fragmentedindustryNationalsuppliersmayoffermorevaluethanregionalsuppliersForeignsuppliersshouldbeconsideredinRFI/RFP/suppliernegotiationsThereisopportunitytoimprovebuyerpowerbyusingotherpartsoftheValueChain(NationalDistributorsormanufacturers)MROdistributionmarketisestimatedatover$350BillionOpportunitiesexisttomodifyMROspendingpatternstofollowindustrytrendstowardconsolidation,specializationandtotalcostfocusPossibilitytoconsolidateandleveragespendThesupplybasehasthecapabilitytoprovidemultipleproductlinesAnalysisoftheMROcoststructureindicatesmanyopportunitiesforimprovementsChangingspecificationscanreducecost,ExecutiveSummary,MRO-CurrentSituationinMarketplace,VolumeConcentration,GlobalSourcing,ProductSpecificationImprovement,JointProcessImprove-ment,RelationshipRestructuring,BestPriceEvaluation,StrategicSourcing,MarketOverview,MRO-MarketSegmentation,Source:A.T.Kearneyanalysis,MarketOverview,MRO-FiveForcesAnalysis,Sources:Industryreports,A.T.Kearneyanalysis,KeyTake-AwayOverall,thesupplymarketanalysisindicatesthatthereisanopportunitytoconsolidateandleveragespend,ForceofEffect1Low5High,MarketOverview,ConsolidationAmongSuppliersThroughAcquisitionAndAlliances,CustomerFocusOnTotalCostInsteadOfPrice,CustomersReducingVendorBase,NumberOfMROSuppliers,ProcurementInventorycostsService/availabilityPrice,ProductAvailability,DifferentiationAmongSuppliersBasedOnServiceAndTechnicalCapabilities,EDI/ElectronicCatalogs,TechnicalSupport,InventoryManagement,MRO-Vendormarkettrends,MarketOverview,Top100distributors,90,000+distributors89.2%,10.8%,Totalmarketvolumeestimatedat$350Bperyear,Source:IndustrialDistributionMagazine,ModernDistributionManagement,A.T.Kearneyanalysis,U.S.MRODistributionMarket,MRO-Distributionmarket,DistributionMarket,DemandManagement,UnitCostReduction,BuyingPowerLeverage,Product/ServiceSpecificationRationalization,BusinessProcesses/LaborEfficiency,TotalCostLevers,Transactions/Systems,Compliance/Shrinkage,Material/ServiceCost,InventoryCarryingCost,LaborCost,Indirect/MROOverhead10to15PercentTotalCost,ProcessandSystemsCosts,TotalCost,PurchasesofMaterial/Service85to90PercentTotalCost,RedeploymentofInventory,InventoryVisibilityThroughIT,IncreasedUseofManufacturingWarranties,Identifymeanstoreducedemandthroughrationalizationand/orsubstitution,Compare“total”costsRenegotiatepricesandmodel“should-costs”Unbundlepricing,ConsolidatenumberofsuppliersPoolvolumeacrossunitsandcombinevolumefromdifferentcommoditycategoriesRedistributevolumeamongsuppliers,ConductproductvalueanalysisandengineeringSubstitutematerialsPursuesystembuyingalternativesOptimiselifecyclecosts,ReengineerjointprocessesShareproductivitygainsIntegratelogisticsSupportsupplieroperationsimprovement,Establish/developkeysuppliersDevelopintegratedsupplychainSuperchargeprocesswithconsistenttechnologyplatform,MonitorcompliancethroughITReducecostsfurtherbyincreasingvolumes,Disposeoflong-turninventorytosuppliersReducedowntime,ManageinventoryacrossentitiesShareinventoryacrosssitesReducedowntimecausedbylackofparts,ImplementprocesstoimprovewarrantyuseReducedowntimethroughimprovedservice,Source:A.T.Kearneyanalysis2005,MRO-Coststructure,CostStructure,MRO-Exampleofmajorvendorsandcapa