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8/16/2019 Innovation in Procurement
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Innovation In Procurement
A new era of innovation in procurement process
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Contents
Evolution of Procurement Operations 6
IDP Survey Approach 8
Findings 10
Conclusion 16
Appendix 17
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Adrian Penka
Global Procurement Transformation Lead
Tel.: +1 40 4806 5082
Email: [email protected]
Kirsten Schipper
Managing Consultant Procurement Transformation
Tel.: +31 30 689 5526
Email:[email protected]
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Open Innovation
Firms that include their suppliers in the early stages of innovation projectsseem to substantially outperform their peers that do not. Yet a large proportionof companies, does not include suppliers in over 90% of their New ProductDevelopment projects. This is based upon our initial findings from World Café sessions and survey respondents.
Over the past decade we have seen a significant increase in turnover inprocurement as companies focus on core capabilities and outsource others.This has increased the influence of the procurement function – typicallycontrolling all spend one way or the other. At the same time, the nature ofinnovation – recognized by most successful companies as the key to sustainablegrowth – has evolved from a purely internal capability to something to bedelivered in collaboration with the external network of supply partners. From
this concept of Open Innovation, Capgemini expects two key developments: 1) A greater focus on value chain optimization and interaction, and 2) A broaderrole of supply partners in the innovation processes. In practice, however, thesetwo developments have not emerged as prominently as expected. In fact, therole of procurement in managing supplier involvement in innovation continuesto be very limited.
Recently, some leading procurement organizations have embraced andpursued the concept of being a key player in seeking, fostering and deliveringinnovation in collaboration with other functions. From this, these leaders havefound that this type of capability requires them to play a completely differentgame in terms of organization, skill sets and processes.
As companies realign and focus on becoming more open by leveraging a widerknowledge base for sources of innovation, the total supply base – both currentand potential suppliers – should be utilized. Companies should consideridentifying and developing a supply base with complementary capabilities thatdrive value through collaboration. From this, a joint development process canemerge to support more innovative products through a more innovative valuechain. Consequently, this drives down supply management costs and drives upvalue for the end customer.
Depending upon the product category, the innovation relationship continuesthroughout the product/service lifecycle. This process of continuousimprovement will continue to yield new ideas and opportunities for furthervalue creation. In short, the key is to find supply partners, jointly developcapabilities and improve products through close collaboration.
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Evolution of ProcurementOperations
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For procurement to play a role,it needs to redefine its activities.Traditional Procurement departments
focus on delivering savings,contract coverage and operationalsupply risk mitigation by regularlysourcing categories. Given this focus,Procurement’s natural involvementin innovation is limited to work oncost/risk reduction by sourcing andcontracting suppliers. In practice, thismeans Procurement is involved onceall specifications are set in stone andthe innovation is ready for ramp-up.
Although usually working in teamstructures, silo-thinking remainsprevalent.
The handover to Procurement usuallyoccurs well after supplier involvementby R&D and beyond a point wherea significant impact can be made oncost reduction and value creation ofthe product. At this point it is toolate to deliver new innovations orsignificantly increase developmentspeed.
The only variables remaining are costand risk reduction, and even thesehave been compromised. Procurementcan no longer fully influence cost orrisk as the specifications are largelyset, and suppliers have been deeplyinvolved in the design process.Furthermore, traditional procurementtargets (such as savings, continuityof supply, contract coverage andcompliance) conflict with projecttargets. This conflict may compromise
the value of the end product for thecustomer. Delays in the innovationproject are likely to occur throughthese or other conflicts.
Leaders in the market haverecognized that for innovationprojects the traditional Procurementdepartments have to transform intoInnovation Driven Procurement(IDP) groups. IDP groups are ableto support the business strategy inpursuing innovation targets such as:
Delivering more innovations in lesstime
Accelerating design and launchcycles
Improving product / service price-quality ratio
Increasing the end customers’experience / satisfaction
IDP groups fundamentallydifferentiate themselves on three keydimensions:
1. They are able to help find scarcesources of innovation capabilities. These capabilities are not easyto find in part because supplierstypically are used to being merecontractors delivering accordingto specifications and directions.Finding sources of innovationsupply requires knowledge ofmarkets and technology. Besidesbeing able to find the right supplier,the buying company needs tomake itself attractive enough tothe supplier in order to ensureresources are actually secured
for the buyer rather than itscompetitors.
2. They are involved in innovation projects from start to finish. Procurement will have to re-alignits value proposition to innovationprojects as the values to measuresuccess (time-to-market, productsuccess, project efficiency, ROI)are very different from whatProcurement traditionally delivers
(savings, contract compliance,risk reduction). Furthermore,Procurement must adapt to thechaotic and uncertain environmentof early innovation stages withthe right organization, people andprocesses.
3.They are able to manage supplierinvolvement collaboratively. Thisrequires early procurementinvolvement in innovation projectsto set supplier involvementstrategies and drive them allthrough the project and possiblybeyond. Procurement, as theowner of the interface between thecompany and its supply base, will
have to make sure collaborationwithin the innovation project isenabled and monitored. It should be
a win-win for all parties involved.
Innovation Teams &Organization
All of this requires a fundamentallydifferent way of working withprocurement as it becomes an integralpart of the innovation process insidethe company. This has a major impacton the business model of procurement– shifting the customer focus from
internal client to external customer,the role in innovation teams and theway Procurement organizes:
Organization & Process: Theorganization should model thecharacteristics of innovationprojects. The processes in eachstage of innovation will includescouting technologies, setting upsupplier involvement strategies andmanaging continuous involvement.
Planning & Control: Theperformance metrics will transitionfrom cost and risk related KPIs tovalue and innovation related KPIs.
Human Resources: The innovationprocess is new in both workloadand content, meaning extraresources will be needed withdifferent skill sets. The peopleneeded to conduct IDP will
have stronger competences ininternal and external relationshipmanagement, better productknowledge and a strategic mindset.
Preferred Customer: Procurementwill ensure the company isattractive to its most importantsources of innovation – changingthe partnership, risk/rewardand relationship managementstructures.
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IDP Research Approach
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This research focused on whatdifferentiates recognized innovatorsfrom others in the market on theaforementioned themes. First, we
identified the top innovative playerswith a base in The Netherlands andGermany. The CPOs and CIOs ofthese companies were invited todiscuss the four themes in a seriesof workshops entitled World Café. Through an analysis of the outputfrom these sessions, a set of measureswas identified for each theme thatthese innovators recognized as a keycontributor to success.
Second, we conducted the first waveof the IDP survey (50 firms) forother regions of the world in whichwe assessed perceived performance,relative innovation success,outcomes of the four themes anddifferences between well and poorlyinnovative suppliers. We analyzedthe respondents’ performance andinnovation models as follows:
Performance Scores- Respondents were asked to rate
their performance in terms ofoverall gains such as growth,ROI, profit, competitiveness, andon innovation performance suchas time-to-market and productsuccess.
Open / Closed Innovation- Respondents indicated to what
degree their innovation processis open to supplier inputs. Inthis study we defined an Open
Innovator as a company thatinvolves suppliers in earlyinnovation stages for more than90% of innovation projects, anda Closed Innovator as a companythat involves suppliers early inless than 10% of cases.
Analysis of Outcomes- High performance companies are
those that conduct open as well asclosed innovation, resulting in amixed view of high performancecompanies when we examine
their business model in detail.
This IDP survey approach enabled usto test what the World Café innovators
regarded as levers of success. In somecases it validated our findings acrossindustries, and in others it yieldedsome interesting surprises.
We will be complementing this initialIDP survey with a larger round inearly 2012. The collective output willfocus on major emerging patterns orthemes. A full analysis of the researchwill be presented in the final report.
IDP Overview (Preliminary)
In this initial report, you will find apart of the output generated by thefirst wave of 50 surveys. Overall, wesaw a clear distinction between topand bottom performers measuredon financial results and innovationsuccess. From this it is clear that withhigher performance, we see moreIDP elements implemented. However,there is still some variation among
the responses, mainly around thedegree of Open Innovation. For thepurpose of this study, Open Innovation is measured by a high percentage of
innovation projects in which suppliersand Procurement are involved fromthe beginning. Interestingly, highperformance is found in both openand closed innovators. However,there is a big difference in the degreeto which open innovators receiveexclusivity of innovations from theirsuppliers, which can clearly be acompetitive advantage.
Just as in our selection of World Café innovation leaders, we noticed a widevariety of industries among the topperformers.
This supports the notion that IDP isnot limited to any particular industryor sector; it is a trait or foundationalelement of the best performers inthe market. We focused the findingsbelow on both performance andopenness of innovation. An overviewof industries is given in figure 1.
Figure 1: Industry Segmentation
Manufacturing
Chemicals
Consumer Products
Telecom
Services
Automotive
Energy
Construction
Pharmaceutical
Media
Unknown
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Findings
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Key Findings: Organization& Process
In the World Café session, we found
various operating models successfullysupporting the innovation process.
All Procurement functions wereinvolved in varying degrees withinnovation processes. Although forsome, this was determined on a case-by-case basis. Involvement consistedof virtual teams, dedicated resourceswithin Procurement or categorymanagers were involved in earlydesign phases. In the case of categoryteams, they were organized aroundinnovation projects. Procurement inthese companies was seen as a changeagent, helping the organization tobecome more open and work togetherto connect to supplier capabilities.IT was leveraged as an enabler tosystematically share knowledge acrossthe value chain. Sharing informationwith external partners dependedprimarily on the contract terms andconditions. Key takeaways from theWorld Café session:
Set up shared responsibility forR&D and Procurement with sharedKPIs
Use a small group of dedicatedinnovation procurement personneland leverage the network ofcapabilities around you
Set up a plan for each project inthe innovation funnel in whichyou decide about supplier and
Procurement involvement
Act as a wedding planner inconnecting supply base capabilitieswith customer demand
Similarly, the survey revealed thathaving dedicated resources as aProcurement department is aneffective approach. However, budgetconstraints and economic realitiesmay force some respondents toestablish virtual teams instead ofassigning dedicated personnel.In figure 2, we found that openinnovators are much more focusedon advanced structures to manageinnovation with suppliers.
At a minimum, involvement should be early in the innovation lifecycle andshould consist of regular meetings with R&D. Most respondents have alreadyestablished this. A key point in figure 3 below was the participation in supplierinnovation meetings. This external coordination with the extended value chainwas significantly higher for open innovators.
As more formal roles and organization are established, Procurement’s supportto innovation can become more effective. Among open and closed innovators,we saw a clear distinction in the way these companies organize procurementfor innovation ( figures 2 and 3). As part of this, top performers and openinnovators are explicit about the objectives and realization. Further, incentiveswere important to open innovators but surprisingly not a differentiator forperformance. Finally, leveraging IT for systematic knowledge sharing was doneonly by open innovators.
Figure 2: Organization of Supplier Innovation
Figure 3: Role of Procurement in Innovation
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2
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5
6
7
Dedicated
innovation sourcing
Virtual teams
Degree of
Open Innovation
y-axis: 7-point Likert scale; 1 being lowest, 7 being highest
50 - 90%
10 - 50%
<10%
>90%
Unknown
Cross-function teams
1
2
3
4
5
6
7
Supplier innovation
meetings
Supplier support
>90%
50 - 90%
10 - 50%
<10%
Unknown
Internal innovation meetings
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Key Findings: Planning &Control
Shared KPIs among Procurement and
R&D were a dominant factor for theWorld Café participants, indicatingthe level of importance and focusthese companies give to innovation.Innovation and ProcurementPlanning were integrated, and targetswere derived from the planningof individual projects. TraditionalProcurement metrics were set aside,and project-focused innovation targetsemerged. Top rated KPIs noted:
Overall Project Value- Value creation- Material efficiency
Supplier Involvement- Sales realized from projects with
supplier involvement- Number of projects completed in
conjunction with suppliers- Number of innovation events
with suppliers- Supplier satisfaction
These targets illustrated the difficultyof measuring innovation-related gains,especially if it was to be distinguishedfor every team member. About half ofthe targets for Procurement focusedon the effort, not on the outcome.But a target set based on both effortand outcomes balanced the needs ofgetting everyone engaged/focused oncustomer value and at the same timecontributing to the goal or expectedresult.
The survey outcomes clearlydifferentiated between top performersand the rest. Shared targets wereformalized among most topperformers, and the targets theyapply were largely in line with thosementioned. However, there werestrong differences even among the topperformers on the use of target sets.Top performers in the survey scoredhigh on the number of ideas broughtforward by procurement(see figure 4), whereas the World Café leaders clearly chose a stronger focuson the effort to connect suppliers withR&D.
Among open innovators we clearlysaw a distinction in the planningmeasures and some of the KPIs (see figure 5: Planning Measures). Althoughthe overall score was not very high,we saw a structural connectionbetween procurement and innovationmade by open innovators. Among theKPIs, there was little differentiationexcept for the three shown in figure 4.
Material efficiency appeared to be oneof the starting points for Procurementinvolvement as those with limitedopen innovation were focused on this.
This area was subject to muchdebate as Procurement tries to moveaway from traditional targets ininnovation areas. However, the overallperformance of the Procurementgroup is still being measured in somecases with traditional metrics. Clearly,this created issues at all levels withinthe department – confusion, rewardstructure, goal alignment, etc. In
order to address this, top managementcommitment and ongoing support foropen innovation and IDP overall werecritical.
Figure 4: KPIs
Figure 5: Planning Measures
>90%
50 - 90%
10 - 50%
<10%
Unknown1
2
3
4
5
6
7
Mater ia l efficiency Projects with suppl iers Ideas brought by
procurement
>90%
50 - 90%
10 - 50%
<10%
Unknown1
2
3
4
5
6
7
Procurement in
Innovation Strategy
Innovation Targets in
Procurement Plan
KPIs shared with R&D
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Figure 6: Knowledge & Skills
Specialist Supply base Marketing & R&D Entrepreneurial
>90%
50 - 90%
10 - 50%
<10%
Unknown1
2
3
4
5
6
7
Key Findings: HumanResources
World Café leaders stressed the
importance of managing employeecareer development carefully.Competence and attitude basedselection and growth of personnelwas essential, especially withthe rather untraditional skill setrequired in this innovation area.Establishing innovation related KPIsat all levels was seen as a powerfultool. Recognition of contributionin this area and as a criterion forcareer development was also viewedas essential for continued growth/ development of personnel. Keytakeaways from the World Café session:
Actively assess and manage thecapabilities of the department /company
Procurement staff should be thechange agents in the company,defining a new way of collaboratingin the network
Required skill sets- Understanding of technology- Coaching suppliers to present
themselves- Engagement and collaboration
skills deployed in the networkand within the company
Among the required skill sets notedby survey respondents for successfulIDP were the following:
Strong relationship building
Facilitating, moderating andinfluencing skills
Entrepreneurial business drivenattitude
Broad skill set (technical)
These skills are in line withProcurement’s change agent andrelationship management rolespreviously mentioned. The same
was true regarding the tools usedto ensure success – joint trainingprograms and co-location ofProcurement and R&D. All World Café participants were focused on strongerintegration across the enterprise.
Among the survey respondents, therewas a high degree of variation in thearea of co-location and joint training.These were applied exclusively by topperformers and primarily by openinnovators. Specialist knowledgewas clearly required more by openinnovators – recruiting engineersor demanding specialist knowledgegain through virtual teams (e.g.,marketing, legal, and others).
In terms of project managementskills, we found a low differentiationamong the respondents. This seemedto indicate that this was viewed as
a core competency for innovationmanagement regardless of industry,whether open/closed innovatoror top/bottom performer. Clearly,more is needed than just managinginnovation as a project; it’s therelationship that counts.
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Key Findings: PreferredCustomer
Leading firms tend to engage in
buyer-supplier relationships that moveaway from the more traditional viewon procurement where the supplierpersuades the buyer. Instead, animportant aspect of IDP is that buyingfirms persuade innovative suppliers toprovide. Typically, the buying firmstarget unique skill sets or capabilitiesthat suppliers possess. Therefore,specific IDP strategies often focus onstrategic or key suppliers rather thanon suppliers of commodity goods.
As we have seen in this researchand others, a firm’s ability to buildclose relationships with innovativesuppliers is directly correlated withthe firm’s successful innovationperformance. Key takeaways from theWorld Café session:
What attracts an innovativesupplier?- Growth opportunities- Risk / cost / resource / reward
sharing
- Help to enter new markets
What keeps innovative supplierssatisfied?- Chemistry / cultural fit / firm
relationships (on personal level)
- Trust: stick to commitment,manage relationship at all levels
- Top management commitment,accessibility and businessalignment
Responses from the IDP surveyand the feedback from the WorldCafé session indicated that supplierattractiveness and satisfaction wereimportant criteria for successfulinnovation programs. Figure 7 depictsthe benefits companies received fromcollaborating with their suppliersagainst the level of customerpreference they perceived to have.Companies with high preference fromthese key suppliers enjoyed betteravailability of supplier innovationresources, stronger exclusivityof innovations and in times ofshortage (bottlenecks) they wereprovided more resources than theircompetitors.
Figure 7: Gains from Customer Preference
1
2
3
4
5
6
7
Innovation resources Bottleneck preference
>6
Gains from
collaboration
5 - 6
4 - 5
3 - 4
<3
Exclusivity of innovations
y-axis: 7-point Likert scale; 1 being lowest, 7 being highest
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Figure 8: Sources of Attractiveness
>90%
50 - 90%
10 - 50%
<10%
Unknown1
2
3
4
5
6
7
Risk compensation Information sharing Win-win creation Trust & fairness
Attractiveness to suppliers for theWorld Café leaders meant not onlybeing one of the market leaders(i.e., considerable size and growth
opportunities for suppliers), but alsoit had to do with the business cultureor way of doing business. The abilityto share both risk and reward withsuppliers requires a large degree offlexibility in managing a wide varietyof innovation opportunities to thebenefit of all parties involved. Thereputation for being a partner that canget things done is also very important.It is also something that is difficult tochange when the market perception isnegative.
The leaders recognized that strongcapability to manage short time-to-market windows was essential.This of course again calls for earlyprocurement involvement, to managesupplier involvement effectivelythroughout a project.
The IDP survey responses supportedthe idea of what makes a buyercompany attractive (see figure 8).
Also, this was what differentiated topperformers from the rest.
It was interesting to see that veryfew companies were willing to takerisk and left it all to their suppliers.Capgemini believes this model is
unsustainable during a time whenresource scarcity is increasing, andwhen competitors are recognizingthat their attractiveness matters.It was also where open innovatorsmost clearly stood out against thefield. Interestingly, open innovatorsseemed more willing to promote andemphasize the concepts of trust andfairness with supply partners.
According to World Café participants,supplier satisfaction was subject tofactors relating to financial stability,such as a steady supply of businessflowing to the supplier. The abilityof the buying firm to place trustahead of profit was also an importantfactor – making a solid commitmentto the relationship even in hardtimes. Finally, good chemistry onall levels of the relationship wasdeemed important along with topmanagement commitment. Thisemphasizes the need to carefully
orchestrate and manage relationshipsacross the value chain.
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From the survey results, it appearsthat top management commitmentwas mentioned as a lever by nearlyall respondents (see figure 9).
This supported the idea that it isessential but not enough to ensureperformance.
Clearly, trust and chemistry result inhigher attractiveness and satisfactionfor which the type of innovation wasirrelevant. The true differentiator inthis area can be found in the abilityto help suppliers innovate within the
supply chain or extended value chain.Capgemini sees this as critical andit should be managed on all levels(e.g., project deliverables, resource
commitments, expectations, results,etc).
Additional insights on theattractiveness and satisfactionelements of becoming a preferredcustomer can be found in the
Appendix. This research wasconducted by the University ofTwente in the Netherlands.
Figure 9: Sources of Supplier Satisfaction
1
2
3
4
5
6
7
Manage expectationsTop management
committed
Help suppliers innovate
>90%
50 - 90%
10 - 50%
<10%
Unknown
Conclusion
The findings from the World Café session and the survey responses all indicatedthat IDP needs to be explicitly organized. We found clear differences in successratings and the way of organizing procurement and measuring its contribution.Selecting, developing and rewarding employees for capabilities in managingcomplex relations and projects is critical. From the World Café session and theIDP survey both, it is abundantly clear that successful innovation programsstart at the top – commitment from executive leadership. This message must becommunicated to all levels of the organization and positioned as an integral partof the achieving enterprise-wide goals. In keeping with that concept, KPIs shouldbe realigned to measure the contribution and impact of groups contributing toinnovation projects. An important part of this is attracting and retaining theright talent in the procurement organization – personnel with strong relationshipbuilding, facilitation and moderation skills. Finally, our research clearly indicatesthat true supply partnerships drive increased innovation, and this becomes adifferentiator in the market.
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Appendix
Background: Innovation driven buyer-supplier relationships
This appendix is written by Niels Pulles (PhD researcher) and Prof. Dr. Holger Schiele (Chair of Technology Management - Innovation
of Operations) from the University of Twente, The Netherlands.
Leading firms tend to engage in buyer-supplier relationships that move away from a more traditional view on procurementwhere the supplier persuades the purchaser to buy. Instead, an important aspect of IDP is that buying firms persuadethe innovative supplier to provide. The objectives of procurement function in these relationships are typically outside thescope of exchange of goods or services. Often the buying firms aim for unique skills or capabilities that suppliers possess.Therefore, a buying firm’s strategy is often not aimed at satisfying or attracting every single supplier. Most often, the conceptsrelate to a situation in which buying firms want to attain preferential access to those resources that will give them aninnovation advantage over their competitors. Therefore, specific IDP strategies often focus on strategic or key suppliers ratherthan on suppliers of commodity goods.
Competition for innovative suppliers
As we have seen in this research and others, the capability of firms to build close relations with innovative supplierspositively impacts a firm’s innovation performance. However, often key suppliers are shared with main competitors. Asa consequence, firms frequently find themselves competing for a key supplier’s best resources. These resources can takedifferent forms, and may refer either to tangible materials or to production capacity in times of scarcity or high demand.Innovation resources can also refer to the suppliers’ best ideas, most experienced engineers, and latest technologies. When,for example, four major competitors share one key supplier, this supplier can only share its best resources (e.g. best ideas,newest technologies, scarce materials, most experienced personnel) with only one of the four competitors. Recent researchhas shown how a preferred customer status (i.e. a buying firm that obtains preferential resource allocation from suppliers)leads to a higher innovation contribution of suppliers.
*= Significant at p < 0.01, n.s.= not significant. Source: Schiele, H., Veldman, J., Hüttinger, L. (2011), Supplier Innovativenessand Supplier Pricing: The Role of Preferred Customer Status, International Journal of Innovation Management, 15(1), pp.1-27.
The figure above shows that by becoming a preferred customer, firms could significantly improve the supplier’s contributionto their innovation projects. In fact, in some cases it could be argued that a preferred customer status is even more importantthan the innovation capabilities of the suppliers. Another important finding is that being a preferred customer status can leadto benevolence in the pricing behaviour of suppliers. In other words, these findings seem to indicate that firms can acquirebetter innovation resources than competitors without paying significantly more.
17
Supplier capability
+ 0.542*
+ 0.367*
-0.103n.s.
n.s.+ 0.043
+ 0.505*
Preferred customer
Supplier innovativeness( R 2 = 63%)
Benevolent pricing
Behaviour ( R² = 24%)
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What can Procurement do to attain better commitment from innovative suppliers?
An important part of a larger round of surveys will have the aim to provide more exhaustive insights into how the allocation
of skills and capabilities from shared suppliers relates to a firm’s innovation performance. Furthermore, an upcoming surveyaims to provide more answers on what Procurement’s role might be to attain better innovation resources than competitors.The World-Café session already gave some insights on what leading firms do to commit innovative suppliers. The session wasbased on two main topics: Customer Attractiveness, what do firms do to attract innovative suppliers, and Supplier Satisfaction,what do firms do to satisfy innovative suppliers.
Customer attractiveness, supplier satisfaction, and preferred customers strategy
Concerning customer attractiveness, the participants considered three issues to be most important: (1) the potential businessopportunities for suppliers, (2) a reputation for collaboration of the buyer, and (3) a supplier’s expectation of an ease to dobusiness with the given buyer. Three main drivers for supplier satisfaction were identified by the participants: (1) a durablebusiness approach, (2) a buyer’s relationship performance, and (3) a fit between the firms.
The discussions during the World-Café session made it clear that leading firms actively apply a preferred customer strategy. Although they might refer to it differently (e.g. becoming a customer of choice), the participants acknowledged theimportance of committing key suppliers. For example, the CPO of a food and beverage multinational explained how hisfirm recently implemented a world-wide supplier satisfaction index. Another example was given by the delegate of a globalplayer in the tire industry, who described how his firm allows suppliers access to test facilities in exchange for access to latesttechnologies.
Customer attractiveness, supplier satisfaction, and preferred customer strategies can be considered as important conceptsfor IDP functions. When applied properly, preferred customer strategies might make the difference in successful supplierintegration for better innovation outcomes.
World-Café outcomes sources ofcustomer attractiveness
World-Café outcomes sources ofsupplier satisfaction
Business opportunities
Growth opportunities for suppliers Presence of buyer in growthmarkets, acting as a reference
Reputation for collaboration
Reputation of creating win-winsituation Rewarding risk taking behaviour ofsupplier
Reputation of high quality suppliermanagement Known to share technologies Reputation for being trustworthy
Ease to do business with
Short time from offer to actual sale
Business approach
Share risks Continuous income flow / long termorientation
Relationship performance
Relationship that is based on trustpurely on profits Managing realistic expectations Top management commitment/
accessibility
Fit between the firms
Chemistry between acting people/tight relations Cultural fit between firms Strategic alignment of business
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AustraliaStephen Nestor Email: [email protected]
Tel.: +61 39 6133 388
BelgiumFilip PaenhuysenEmail: [email protected].: +32 27 081 363
Central EuropeMartin Raab Email: [email protected].: +49 221 912644150
Stefan Beckar Email: [email protected]
Tel.: +49 89 9400 1126
FinlandMarkus Karki Email: [email protected].: +358 94 526 5612
FranceJean-Gabriel Padovani Email: [email protected].: +33 14 967 2140
JeanPierre Pellé
Email: [email protected] Tel.: +33 14 967 5159
IndiaPrashant Kumar
Email: [email protected].: +91 9833522544
Smita Gotarne Email: [email protected].: +91 9987794288
NetherlandsErick Haag Email: [email protected]
Tel.: +31 30 689 1811
Kirsten Schipper Email: [email protected].: +31 30 689 5526
North AmericaMatthew Shull Email: [email protected]
Tel.: +1 214 577 3216
SpainPedro Provedo Email: [email protected].: +34 91 657 7521
SwedenMicheal SkordyEmail: [email protected].: +46 8 5368 4021
Bo Karlsson
Email: [email protected].: +46 8 5368 4065
UK & IrelandHamish McKechnie Sharma Email: [email protected].: +44 870 366 0435
Global (all other queries):
Adrian Penka Email: [email protected].: +1 404 806 5082
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Capgemini Consulting is the strategy and transformation consulting brand of Capgemini Group
The information contained in this document is proprietary. © 2012 Capgemini. All rights reserved.
With around 120,000 people in
40 countries, Capgemini is one of the
world’s foremost providers of consulting,
technology and outsourcing services. The
Group reported 2011 global revenues of
EUR 9.7 billion. Together with its clients,
Capgemini creates and delivers business
and technology solutions that fit their
needs and drive the results they want.
A deeply multicultural organization,Capgemini has developed its own way
of working, the Collaborative Business
ExperienceTM, and draws on Rightshore®,
its worldwide delivery model.
Learn more about us
at www.capgemini.com.
Capgemini Consulting is the global
strategy and transformation consulting
organization of the Capgemini Group,
specializing in advising and supporting
enterprises in significant transformation,
from innovative strategy to execution
and with an unstinting focus on results.
With the new digital economy creating
significant disruptions and opportunities,
our global team of over 3,600 talentedindividuals work with leading companies
and governments to master Digital
Transformation, drawing on our
understanding of the digital economy and
our leadership in business transformation
and organizational change.
For more information:
http://www.capgemini-consulting.com/
About Capgemini
Rightshore® is a trademark belonging to Capgemini