贝恩咨询-战略分析工具(PPT 80页).ppt

SheilaDubin,ValueManagedRelationships,December1998,Author:,2,Aftercompletingthismodule,youwillbeableto:,UnderstandVMRconceptandapplicationArticulatetypesofcostsavingsopportunitiescreatedbyVMRsUsetheBainframeworktoconductaVMRRefertorealexamplesofBainsVMRprocessandsuccess,ValueManagedRelationshipsObjectives,3,a.tr,VMRConceptVMRKeySuccessFactorsVMRSourcesOfValueBainVMRProcessExampleKeyTakeaways,Agenda,4,AValueManagedRelationship(VMR)isafullpartnershipbetweenacustomerandasupplier.Itsgoalistomaximizequalityandminimizetotalsystemcostsofdoingbusinessthroughcollaborativesharingofinformationandresources.,AVMRcreatesawin/winrelationship.,VMRDefinition,5,“Partnership”,TrueVMR,ProcurementStrategies,ValueManagedRelationship,SoleSource,VerticalIntegration,CompetitiveBid,Short-termContract/Spot,Long-termContract,AVMRisoneprocurementstrategytomaximizecostsavingsandstrategicvalue.,WhatisaVMR?,6,AValueManagedRelationshipcanexceedthevaluepotentialofbothverticalintegrationandtraditionallynegotiatedarmslengthtransactions:aconsolidationofpurchasestooneorfewsupplierswhoarecapableofmaintaininglongtermcompetitiveeconomics,highqualityandefficientdeliveryparticipantsmustsharesinglegoalofachievinglowestindustrysystemscostsavingsshouldbesharedtoprovidemutualongoingincentivestoeliminateredundancies,AVMR,whenappropriate,exceedsthevalueofallothertypesofrelationships.,HowDoesaVMRWork?,7,a.tr,TraditionalArmsLengthApproach,VerticalIntegration,VMR,VMRscanexceedthevalueofbothtraditionalcontractsaswellasverticalintegration.,StrategicPurchasingOptions,8,HighPotential,High,Low,High,Low,Purchasingvolume(relativetototalsuppliersales),Value-added/engineeredlevel,ProductredesignMaterialsubstitution,ProductredesignMaterialsubstitutionVolumediscountSystemcostimprovement,ModeratePotential,VolumediscountSomesystemcost,No/Littleopportunity(needtocluster),VMRsaremostappropriatewherehighvolumeandsignificantvalueaddedoccurs.,Medium/lowpotential,WhereAreVMRsAppropriate?,9,LargedollarpurchaseHighlevelofvalue-addedcostinproductFragmentationacrossmanydivisionsandsuppliersClientrepresentssignificantpartofindustryoutputIndustrycompetitiveintensityhigh:capacityutilizationdroppingconsolidationinprogressmanynewplantslookingforvolumehistoricalindustrypriceumbrellas,VMRsaremosteffectiveinlargedollar,highvalueaddedproducts.,InWhichCategoriesAreVMRsMostEffective?,10,Consolidatevolumeinlong-termpartnership,Increasedpaceofinnovationleadstostrategicbenefitsforboth,Ensurescontinuedsupplyforbuyerandcapacityutilizationforsupplier,CommitmentandscalejustifiesjointinvestmentincostsavingsandR&D/technology,Jointeffortsleadtosystem-widebenefitsforboth,Addedvalueleadstomorereasonstocollaborate,AsuccessfulVMRwillcontinuetocreatevalueastherelationshipprogresses.,ValueCycle,11,a.tr,VMRscreatevalueforthebuyer.,HigherqualityandfewerrejectsSuperiorservicePartnerinjointsystemcostreductionInnovationTechnologicalexpertisepackageperformanceimprovementsspecconsolidationproductredesignandmaterialssubstitutionPricingcommensuratewithlarger,longervolumecommitmentsCommitmenttocontinuousimprovementofthepartnership,ValueOfVMRsBuyer,12,VMRscreatevalueforsuppliers.,Largervolumesinfeweritemslongerrunlengthsandfewerset-upshighercapacityutilizationlearningcurvebenefitsStablelongtermdemandSharinginbuyersstrongcommitmenttofuturegrowthPartnerinjointsystemcostreductionResourcesandstabilitytoinvestintechnologyCommitmenttocontinuousimprovementofthepartnership,ValueOfVMRsSupplier,13,VMRshaveaveraged15%to20%costsavings.,AverageRange,BainExperienceinVMRs,14,a.tr,Althoughthevaluemanagedrelationshipcanbesophisticatedandcomplex,theresultsarequantifiableandsimple.,100%ofvolumewithonesupplierforthreeyearsUpfrontpricereductionof7%Guaranteed9.8%recurrentsavingswithinthreeyearsCost-basedindexedpricingovertime50/50savingssharingPenaltiesandinspectionsbuilt-inEtc.,VMRSampleAgreement,15,a.tr,VMRConceptVMRKeySuccessFactorsVMRSourcesOfValueBainVMRProcessExampleKeyTakeaways,Agenda,16,Overonehalfofexistingpartnershipsdonotmeetexpectations.,Thisrealityincreasestheneedtounderstandandfocusonthekeysuccessfactors,PartnershipsExpectations,17,Strategy,organizationandprocessmustbeinplaceinordertoensureVMRsuccess.,Clarityofandagreementonstrategyandgoals,Strategy,Appropriatelevelofinvolvementinandacrossorganizations,Organization,Detailedandstructuredprocessforidentifyingandimplementingopportunities,Process,KeySuccessFactors,18,Longtermrelationshipsfocusedontotalvaluearecriticalstrategicissuesthatmustbeclearlyarticulated.,VMRspursuedonlywhereappropriateTruesupplierpartnershipslong-termrelationshipswithoneorfewsuppliersrelationshipsatallorganizationallevelsextensivetwo-wayinformationsharingsharingofallsavingswillingtoaddressinherentrisksFocusontotalvalue-chain,notinputpricesuppliersselectedbasedonlong-termtotalvalueopportunitiesidentifiedandcapturedacrossentiresupplychain,KeySuccessFactorsStrategy,19,Involvementandcooperationacrosstheorganizationiscriticaltosuccess.,Seniormanagementdirectinvolvementandongoinginterest/supportCross-functionalinvolvementinscheduling,logistics,designanddevelopmentImplementationdrivenatgrassrootslevelClearprocesschampionsFormalizedstructureandprocesstoperpetuatepartnership,KeySuccessFactorsOrganization,20,a.tr,Adetailedprocessmustbeinplacetomaximizevalueandensureongoingopportunityidentification.,UpfrontidentificationofopportunitiesanduniquevalueeachpartneroffersDocumentedexistenceofsignificantuntappedsystemscostvalueRigorousandfact-basedsupplierselectionExtensiveconsensusbuildingSystemsandstructurestoperpetuateprocess,KeySuccessFactorsProcess,21,a.tr,Scopeofpartnershiplimitednotwin/win,Focusonpriceinsteadoftotalvaluesupplierselectionbasedonpricefailuretoconsidertotalsystemassourceofsavings,Chosenstrategyinappropriateforpurchasecategory,Aninappropriatestrategycanprohibitawin/winrelationship.,ReasonsforPartialSuccessStrategy,22,a.tr,Partialsuccesscanbecausedbyseniororlineorganizationalinadequacies.,ReasonsforPartialSuccessOrganization,23,a.tr,Lackofinternalandexternalconsensusbuilding,Lackofrelentlesspursuit,Supplierselectionnotrigorousandfact-based,Technicalopportunitiesnotidentifiedupfront,Lackofsystemsandstructurestoperpetuatetheprocess,Anincompleteprocesscanalsocauselimitedsuccess.,ReasonsforPartialSuccessProcess,24,ToachievesuccessfulVMRs,thereareseveralareasofpotentialobstaclestowatchoutfor.,Benefitsarevagueandunqualifiedno“fullpotential”economicsanalysishasbeendevelopedforbothparties,ProcessChallenges,AssumptionsaremadebysuppliersthatVMRsareaone-timetrick,CommunicationChallenges,Watchouts,Concernsaboutsharingexpenseandproductinformation,Sufficientcommunicationofthebenefitsofchangethroughoutbothorganizations,Thereisalackofunderstandingandcommitmenttochangingthewaybusinessisdone,BenefitsoftheVMRaresplitinalop-sidedmanner,SKUproliferation,Noongoingvaluerealizationagendahasbeencreatedand/ornoVMRchampionsareempoweredtoact,Organizationalbarriers(e.g.multi-divisionalcompanies),Watchouts,25,VMRConceptVMRKeySuccessFactorsVMRSourcesOfValueBainVMRProcessExampleKeyTakeaways,Agenda,26,ImprovedqualityduetoreducedvariabilityImprovedcommunicationsLongercommitmentsallowforlongerrunlengthsPurchasingeconomies,AstrongVMRcancapturethevalueinherentinverticalintegrationwhileallowingtheclienttofocusbothcapitalandmanagementresourcesonitsprimarybusiness.,ExampleSourcesofValue:,PrimarySourcesofValue,Volume/ScaleEconomies,ValueEngineeringandQualityImprovement,SystemCostReduction,Technologyandcapabilitysharingtocreatelowestcost,highestvalueproductJointdeterminationofpotentialfor:materialsubstitutionreductionofmaterialcontentstandardizationofmaterials,Jointidentificationofredundant/duplicateprocesses,e.g.qualitycontrolorderprocessingtransportationengineeringmanagementfunctionsimprovedinventorycontrolCrosscompanylogisticssharingoftransportationanddistributionoperations(e.g.,leveragedbackhaulopportunities,shareddeliveryruns),EstimatePercentofTotalValueCreated:,25%,50%,25%,SourcesofValue(1of2),27,Valueengineeringandsystemscostreductionaremostdifficulttoimplementandrequirethemostseniorinvolvment.,SourceofValue,Methodology,DifficultyofImplementation,SeniorManagementInvolvement,Anopendialogueregardingproductdesignbeginstooptimizedesign/costtrade-offs,Valueengineeringandqualityimprovement,Buyerandsupplierjointlyexaminecurrentmethodsofinteractionandbegintoeliminateredundancies,Systemscostreduction,Consolidationofsuppliersallowsthebuyertonegotiateforshareofincrementalprofit,Volume/scaleeconomics,SourcesofValue(2of2),28,Disguisedexample,Increaseof3.2times,6%ProfitImprovement,RelevantPlantCapacityUtilization,IncrementalMarginImpact,Increasingasuppliersutilizationby22%hada6%profitimpact.,Volume/ScaleEconomiesExample,29,NewDesigns,IndexedQuality,IndexedCost,Valueengineeringidentifiedthreenewproductoptionsthatincreasedqualityandreducedcost.,*ProtypesdevelopedjointlywithsupplierDisguisedexample,ValueEngineeringExample,30,Supplier,Customer,JointQualityControl,Customer,Directtopackagingoperations,=QCinspectionpersonnel,InthisexampleofsystemscostVMR,thesupplierandBainclienteliminatedredundancyandsaved40%ofqualitycontrolcosts.,Topackagingoperations,OngoingFeedbacktoVendor,SystemsCostsExample,31,Overall,thisclientachieveda19%costreductionthroughtheVMRexampleshown.,SummaryofCostSavingsExample,32,Volume/pricesavingsandsomelevelofvalueengineering/qualitybenefitsarerealizedveryearlyintherelationshipAdditionalvalueengineeringsavingsandsystemcostreductionsaremorelikelytocomelater,BainexperiencehasfoundthatthevaluefromVMRisdevelopedoverseveralyears.,YearsintoVMR,Valueengineeringandqualityimprovement,Systemcostreduction,Volume/priceeffect,TypicalTiming,33,VMRConceptVMRKeySuccessFactorsVMRSourcesOfValueBainVMRProcessExampleKeyTakeaways,Agenda,34,IdentifyVMROpportunities,UnderstandIndustryCostStructure,SelectVMRCandidates,ObtainTopManagementCommitment,IdentifySpecificCostReductionOpportunities,ImplementVMROpportunities,TrackVMRSavings,SelectproductsforVMRbasedonpurchasingvolumeandvalue-added,Analyzeindustryeconomicstodevelopsavingshypotheses,AnalyzesupplierstoselectbestVMRcandidates,Ensureseniormanagementofclientandsupplierarefullycommitted,Conductanalysistoprovehypothesesandquantifysavingsopportunities,Formalizerelationshipandimplementopportunities,Trackprogressofsavingsandrelationships,VMRProcess,35,IdentifyVMROpportunities,UnderstandIndustryCostStructure,SelectVMRCandidates,ObtainTopManagementCommitment,IdentifySpecificCostReductionOpportunities,ImplementVMROpportunities,TrackVMRSavings,VMRProcess,36,ThismatrixwillhelpyouprioritizewhichopportunitiesaremostappropriateforaVMR.,No/LittleOpportunity(needtocluster),High,Low,Low,High,PurchasingVolume(RelativetoTotalSupplierSales),Value-Added/EngineeredLevel,ProductredesignMaterialsubstitutionVolumediscountSystemcostimprovement,VolumediscountSomesystemcost,ProductredesignMaterialsubstitution,Moderatepotential,Highpotential,Medium/lowpotential,PurchasingCategoryPriority,37,BecausetheVMRprocessislengthyandtimeconsuming,qualitativeissuesmustalsobeevaluatedinselectingwheretoimplementaVMR.,SuppliersandclientorganizationsmustbewillingtoworkcloselytogethercommitmanagementtimeandeffortprioritizesuccessofVMRTopmanagementofsupplierandclientmusthaveauthoritytocoverfullscopeofVMRBalanceamountofcostsavingswithlevelofsensitivityassociatedwithproductcategory,PurchasingCategorySelection,38,IdentifyVMROpportunities,UnderstandIndustryCostStructure,SelectVMRCandidates,ObtainTopManagementCommitment,IdentifySpecificCostReductionOpportunities,ImplementVMROpportunities,TrackVMRSavings,VMRProcess,39,UnderstandingtheindustrystructurevalidatesopportunitiesthatwereidentifiedinthefirstVMRprocessstep.,HowsuitableisthismarketanditscompetitivedynamicsforaVMR?Howimportantistheclientasacustomerinthisindustry?,Whatdrivesthiscoststructure?,Howfragmentedistheindustry?,Whatistheutilizationofeachplayer?,UnderstandIndustryStructure,40,IdentifyVMROpportunities,UnderstandIndustryCostStructure,SelectVMRCandidates,ObtainTopManagementCommitment,IdentifySpecificCostReductionOpportunities,ImplementVMROpportunities,TrackVMRSavings,VMRProcess,41,VMRpartnersmustbeabletoperformintherelationshipandbeawillingpartner.,PotentialforlowcostpositionStrongtechnology/qualityNewproductdevelopmenttrackrecordAdequatefinancialresources,LongTermWinners,CapabilityandWillingnesstoDevelopaPartnership,ImportantcategoryforsupplierClientimportanttosupplierPartnershipswithothersuppliersScaletohandlevolumeParentcompanysupport,IdealPartners,SupplierPrioritization,42,Initialanalysisofthesuppliermustbeconductedtodeterminepotentialforbeingalong-termwinnerandcapability/willingnesstodevelopapartnership.,ExampleAnalyses:,SizeandmarketshareStrategyProfitabilityCashflowQualityphilosophyandimplementationTechnologyapplicationImportanceofclientsbusinesstosupplier,InitialSupplierEvaluation,43,TofurtherdeterminewhetheraspecificsupplierisagoodVMRcandidate,evaluatethevendoronavarietyofcriteria.,QualityofService,SupplierCommitment,MagnitudeofCostReductionPotential,Long-TermLeadershipPotential,Product/delivery/systemsGeographiccoverage,Dedication/dependenceInterestinVMR,SystemseconomicsFlexibilityofapproachCredibilityofplan/resources,TechnologyScaleFinancial,SupplierEvaluation,44,PartnershipDevelopmentProcess,IdentifyVMROpportunities,UnderstandIndustryCostStructure,SelectVMRCandidates,ObtainTopManagementCommitment,IdentifySpecificCostReductionOpportunities,ImplementVMROpportunities,TrackVMRSavings,VMRProcess,45,Implementation,Setuppartnershipmanagementstructureandrollout,Negotiations,Shareaggregateresponses,SupplierProposalsAnalysis,Receiveresponses,InitialContactwithSuppliers,Describeproposedrelationship,Selectionofsupplier(s),Comparativeanalysis,Elicitsuppliersattitudesonapartnershipwiththeclient,Trainstafftomanageprocess,expandtootherareas,IdentificationofBDPandsystemcostreductiontargets,Follow-upwithplanttours,qualitychecks,etc.,Handovercategorystrategyandvolumeexpectations,Theoptimalpartnershipdevelopmentprocessisexplicitandclearlyarticulated.,PartnershipDevelopmentProcess,46,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.,SupplierConfigurationAlternatives,47,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.,ChecklistforSuccessfulExecution,48,IdentifyVMROpportunities,UnderstandIndustryCostStructure,SelectVMRCandidates,ObtainTopManagementCommitment,IdentifySpecificCostReductionOpportunities,ImplementVMROpportunities,TrackVMRSavings,VMRProcess,49,Ameaningfultrackingmechanismmustbeputinplaceacrossmultiplevariablestoensureongoingresults.,SavingsproductcostsystemscostRelationshipstatusTimingofsavingsmilestoneachievementsIndustrychangesinindustrydynamicsintroductionofnewtechnology,etc.,Tracking,50,a.tr,VMRConceptVMRKeySuccessFactorsVMRSourcesOfValueBainVMRProcessExampleKeyTakeaways,Agenda,51,Clientislargeconglomerateproducing15majorproductlinesCurrentrelationshipwithsuppliersistraditionalandsomewhatadversarialattimesAlldataandvendorshavebeendisguised,howeverthisisanactualBainclientandcaseProductAiscalledwidgetsthroughouttheexamplewidgetSKUsarecalledred,blueandgreen,Context:,VMRExample,52,IdentifyVMROpportunities,UnderstandIndustryCostStructure,SelectVMRCandidates,ObtainTopManagementCommitment,IdentifySpecificCostReductionOpportunities,ImplementVMROpportunities,TrackVMRSavings,VMRProcess,53,UponevaluationofABCsproductpurchases,ProductAisthemostattractiveVMRopportunity.,ABCPurchasedProducts,ABCCompanyPurchasingCategoryPriority,54,ProductcategoryAhasthemostsupplierandclientsupport.,ProductExecutiveCommitment,CorporateWillingnesstoProductChange,Ranking,SupplierCommitment,SupplierCooperation,ProductCategory,PurchasingCategorySelection,55,IdentifyVMROpportunities,UnderstandIndustryCostStructure,SelectVMRCandidates,ObtainTopManagementCommitment,IdentifySpecificCostReductionOpportunities,ImplementVMROpportunities,TrackVMRSavings,VMRProcess,56,MarketTrends,MarketOverview,$1.5Bcustomwidgetmarket7%industrygrowthrateHighlyfragmentedmarketlargest15vendorscomprise60%Supplierstendtowardsmaterialsspecializationsecondarymaterialsoftenoutsourced,Customer/SupplierRelationships,Industry-wide,closeretailer-supplierpartnershipsarenotcommonHowever,allsupplierssurveyedhavehadsomepartnershipexperienceexamplesinclude:volumedrivenpricediscountsjointR&D/productdesigneliminationofduplicateprocesses,Suppliertrendsconsolidationmovementtoone-stopshopsprovisionofadditionalservicesCustomertrendsstrongpricefocusshort-termcontractcommitmentsmo