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1
Sustainable Supplier Relationship Management
the Basis for Success in PLM Projects
Michel PhilippartDirecteur of Strategy
Institut for Recherche and Innovation in Management of PurchasingAssociate – Big Fish
Sao Paulo, September 22, 2009
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3
Michel Philippart: 20 Years of passion for Procurement
TribuneLa Lettre des
Achats
BookCollaborative
Sourcing
GSK BioApplication
EuropeanPharmaReview
CPOMagazine
TodaySharing
ceSCMIRIMA
Big FishHEC
VlerickBrazil
Maghreb
94 96 98 00 02 04 06 08
Frito-LayDevelopment
McKinseyStructuring
90 92
Booz AllenDiscovery
Viewpoint
Strategic Sourcing
* Avec Christian Verstraete et Serge Wynen
PLM in the Heart of the Enterprise
In the Mind of the CEO Supplier Contribution to PLM
Innovate Identify, organize, coordinate the introduction of supplier innovation
Focus on the core business to reduce capital and labor intensity
Optimize subcontractors and suppliers deployment
Pilot a company operating in a fast changing global environment
Orchestrate cooperation between all suppliers and internal functions to make the enterprise agile
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In a Consumer Centric World
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Consumers
Entreprise
Production
How
Licences
Software dev.
Raw mats and parts
Channels
Communication
Equipment
OreCoal
LaborFrom steel making to car assembly
Ford Motor Company, around 1920
Independant distribution
Captive distribution
Experts like GE
PLM is a Company Wide Strategy
• Product Lifecycle Management is an enterprise strategy that implements a set of operations to :– Support collaborative creation, management, deployment
and use of product definition data and its associated processes
– Allows to work in Extended Enterprise
– Covers the complete livecycle of the product, from the initial studies to the disposal
• PLM is not a set to system tools but a multi functional approach
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Adapted from Denis Debaeker, Pascal Morenton (Ecole Centrale de Paris)
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Evolution of PLM in the Extended Enterprise
At the beginning Today
PLM is a software suite PLM is an enterprise culture
PLM is for companies that manage multiple components, like automotive, electronic, or aerospace
PLM is applicable for all product and service systems, in all industries
PLM is for Engineers PLM is cross-functional, involving marketing and supplier managemet, production and reseach
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Relation between Supplier Management and PLM
An
nu
al C
ost
s
Time
R&D
Pre-Production End of life
Production Operation/Support
Identification of innovative suppliers, understanding of the industry forces, suppliers, cost levers, opportunity to capture sustaianble competitive advantages
Management of the supplier performance, development plans, change management
Generation transitionManagement of the sub components necessary for service after phase out
Identification of innovative suppliers, understanding of the industry forces, suppliers, cost levers, opportunity to capture sustaianble competitive advantages
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Different approaches according to company strategy
Porsche
BMW
Toyota
Honda
DaimlerChrysler
PSA
Renault
Ford
GM
Advanced Development
Concept Definition and Competition
Serie Development Production
Often
Rare
PREMIUM
MASSES
Supplier involvelent in advanced
development
Medium
High
Competition intensity in bidding phase
High
Low
Relationship stability and transparency in development phase
Launch
AA
B
A
B
C
D
A
A
BB
B
XX
Parallel development
Last minute competitor
A
VW
9
Adapted from BCG’s Beyond Cost Reduction: Reinventing the Automotive-OEM Supplier Interface »
050
100150200250300350400450500
2001 2002 2003 2004 2005 2006 2007 2008 2009
WR
I
North American Automotive Supplier Relations
Toyota
Honda
Nissan
Chrysler
Ford
GM
“Working Relation Index” in the US automotive Industry
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Source Planning Perspectives Inc, Michigan, USA
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11
The difference appears in respective behavior
OEM BEHAVIOR US Domestic Manufacturers Japanese Subsidiaries
Protection of confidential info Little regard for suppliers’
proprietary information or
intellectual property
High regard
Openness, honesty of
communication information
Indifference; incomplete and late High level, timely
Importance of cost vs. quality &
technology
By far, primary focus is on cost Also seek low cost, but balance it
with quality improvements and
technology
Supplier survival Little regard Concern for long-term success and
stability
Relationship orientation Adversarial; focus is on cost and
OEMs’ short-term gain
Strategically integrate suppliers
into partnership-like relations
SUPPLIER BEHAVIOR
Quality Maintain quality if compatible with
cost objectives
Work together to increase quality
of system
Capital, R&D expenditures, service
and support resource allocation
Decrease Increase: allocate freed resources
from US suppliers
Supplier Innovation Preserve innovation by restricting
access
Seek to provide innovation
The impact on available innovation is significant
-0,8
-0,6
-0,4
-0,2
0
0,2
0,4
0,6
GM Ford Chrysler Nissan Honda Toyota
Year-over-year change in Supplier R&D expenditures
2003
2004
2005
2006
2007
12
* Source Planning Perspectives Inc, Michigan, USA
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3 US Automakers 3 Japanese
Operations
COGS change
2000-2004
+10% -5%
Inventory Ratio
change 2000-2004
+47% -7%
Market share 2002-
2006
-8% +9%
Share Value CAGR
1/97 – 1/07
0% 11%
… and shows in performance
13
Sources : The economic value of supplier working relations with automotive original equipment manufacturers. Matthew J. Milas, Eastern Michigan University, Department of Economics Stock price adjusted for dividends and splits F, GM, TM, HMC
• In my opinion *Ford+ seems to send its people to ‘hate school’ so that they learn how to hate suppliers. The company is extremely confrontational. After dealing with Ford, I decided not to buy its cars.– Senior Executive, supplier to Ford, October 2002
• Toyota to helped us dramatically improve our production system. We started by making one component, and as we improved, Toyota rewarded us with orders for more components. Toyota is our best customers.– Senior executive, supplier to Ford, GM, Chrysler, and Toyota, July
2001.
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Supplier Comments Contrast
Source: Liker & Choi, "Building a deep supplier relationships," Harvard Business Review, 2004
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Supplier Client Cooperation is the key to their integration in the PLM
• Allows to maximize innovation impact
• Changes the extended enterprise from a flow of goods to a coherent team to compete against other enterprises
• It can make the difference
– Between commodity and premium
– Between survival and unique advantages
– Between cost reduction and value creation
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EVOLUTION OF SUPPLIER MANAGEMENT
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90s80s 2000
3D
Proto Digital
Capabilities Integration
2D
Tech
no
logi
cal A
dva
nce
Development approaches have evolved
17
To follow the evolution of externalization of added value
0%
20%
40%
60%
80%
50's 2010
Purchased Volume
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19
Supplier Management has evolved too
If me hit hard me get good price.
Grmf.
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Initially focusing on cost cutting projects
If me hit harder me get better
price. Grmf.
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• Strong competitors work on Procurement equally hard
• … and obtain similar price decreases
• … that their sales force must give away to stay competitive with their clients
• Those Procurement actions are necessary but do not improve either long term competitive position or profitability therefore do not enhance shareholder value
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Today, it needs to move away from short term benefits
L’entreprise étendue a beaucoup changé
MineraiMO
CharbonDe l’aciérie à l’assemblage des véhicules
Ford Motor Company, vers 1920
Distribution indépendante
Distribution captive
Fabrication sous traitée:pays à bas coût de main-
d’oeuvre
Conceptionmarketing
finance
Chaîne de Valeur, fin du XXe Siècle
Multiplescanaux de
distribution
Experts comme GE
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Elle évolue vers les réseaux agiles
Matières premières
Empire
1960
Composants
Matrice
1980
Intelligence
Réseaux
2000
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Source: Big Fish Building and implementing an effective SRM approachhow to work in an extended enterprise
Et prend de nombreuses formes
P&G
Traditionaliste
eBay
Créateur de Marché
Nike
Chef d’Orchestre
Sole
ctro
n
Dominant sur une Couche
Comment gérer efficacement ces
relations?Collaborer? Guider?
Innover!
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La création de valeur externalisée augmente
0
20
40
60
80
100
% du budget R&D dépensé en co-développement
Importance de l’innovation externe
Automobile
Les innovateurs
Les suiveursChimie
Acier
Futur Collaboratif
Grande Conso
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Page 26
The first HP Inkjet printers
plastics
ink
circuits
ink chamber
orifice plate
flex circuits
dry assembly
wet assembly
testing
packaging
tooling
hp manufactured Partner manufactured1985
Com
ponents
Pro
cesses
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Today an extended enterprise
plastics
ink
circuits
ink chamber
orifice plate
flex circuits
dry assembly
wet assembly
testing
packaging
tooling
hp developed Partner developedC
om
ponents
Pro
cesses
2005
• “Nissan is to stop production at some of its domestic car plants for five days due to a steel shortage” (BBC News 25/11/04 )
• Raw-material shortages and high prices are fueling a new wave of acquisitions (India Daily 14/08/06)
• Capacity Shortages Loom for Lower Tier Suppliers: The recipe for collaboration requires key ingredients that are not yet in place(Automotive Industries February 2005)
• Michelin has reached the conclusion that its strategy is no longer compatible with General Motors’ purchasing policy. Consequently, Michelin will not renew its original equipment tire shipment contract with General Motors Europe which expires on July 31, 2002(Michelin press release First Half 2002 Earnings)
• “Today's turbine constrained market makes control of the supply chain especially critical. Ownership of or at least close ties with key suppliers in these areas is therefore important for ensuring a wind turbine vendor is able maximize production and thereby their sales potential and market share” (Wind Energy Report 2005 - REA)
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Secure resources in times of shortage require to rethink supplier management approaches
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REPower has developed a growth strategy to enhance its market presence
• Survival in front of larger competitors
• Adaptation to a fast mutating environment• Higher power
requirements• More extreme
enviroments
Need
• Identification of the cultural weakness of the leaders• Aggressive supplier
management• Reliance on internal
development• Focus on differentiating
components• Gearboxes• Blades
Strategic Analysis
• Privileged relation with gearbox and blade suppliers
• Sharing of information about market needs and technology trends
• Co-marketing
Collaborative Sourcing
Leader in Growth and Profits
VestasNordex
NEC
Enercon
Gamesa
Bonus
Bonus
0%
2%
4%
6%
8%
10%
12%
0% 20% 40% 60% 80% 100%
Net
Marg
in
Growth 1999-2001
RePower
Marché
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Extended Enterprise: Vesta
Integrated Blade Production
Wind turbine
design and assembly
Financing
Arm length w/ Gear box
Non criticalcomponents
Consulting
Wind farm
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Extended Enterprise: REPower
Wind turbine
design and assembly
Financing
Gear box: Exclusive partnershipwith Renk for the largest high
performance gearbox
Blades: Development partnershipwith LM for large blades
Non criticalcomponents
Consulting
Wind farm
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Comparative Stock Price Variation
0
0,5
1
1,5
2
2,5
avr-01 sept-02 janv-04 mai-05 oct-06 févr-08
Ind
ex r
ef
1/4
/02
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Impact on Shareholders
REPower
Vestas
• REPower has secured access to a key component of its growth strategy
• REPower managed the relation to convince its supplier to give REPower a prefered status
– Sharing advantages
– Sharing information
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This success is driven by the relation with suppliers critical to the company position
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Repower Learning
• A small company can leverage smarter supplier management to over perform larger competitors
• Supplier management was initially viewed as a way to stretch limited resources but soon turned into a common project to develop a better solution to emerging needs
• This culture increased the company value
– made the company desirable to large firms outside the industry: at least two attempts to acquire it
– Share over performed key players
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This trend is unstoppable
• After mass production in the 1920s and lean production in the 1980s, the global automotive industry is in the midst of another structural evolution, toward collaborative engineering and production.
• A recent Mercer Management Consulting study based on industry interviews, data analysis, and economic modeling concludes that by 2015, automotive suppliers will represent close to 80% of total value creation in light vehicle engineering and production, as the dozen automakers restrict their own share to those components and activities that are crucial to the success of their brands.
36 The coming age of collaboration in the Automotive Industry: Jan Dannenberg and Christian Kleinhans; Mercer Management Journal
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70% more profitability for companies who can collaborate effectively
• When compared with the companies with little collaboration activity, analysis clearly demonstrates that Value Chain Collaborators delivered 70 percent higher profitability. The business results from effective collaboration across the entire network—from suppliers to distributors/retailers, and final customers—stand out*
37 Source: Directions in Collaborative CommerceDeloitte Research
ProcessusNegotiationDesignExpertise Sharing
30
25
20
15
10
5
•Functional Specifications
•Cost Transparency
•Innovation Capture
•Partnerships
•Global Sourcing
•In/outsourcing
Specification Development
• Administrative Optimisation
• Electronic transactions
• Catalogues
• Authorization flow optimization
•New suppliers
•Négotiation techniques
•Volume bundling
•Productivity objectives
•Target Costing, Value Analysis
•Co design
•Standardization
•Supplier Development
•Risk Management
Administrative Process Optimization
Negotiation of Terms and Conditions
Development
Levers
25%
5%
15%Administrative Cost
(PO # 150 €)
Supplier Management Performance Potential (%)
Competitiveness
Levers Levers
The optimization begins early in the PLM
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Levers
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An environment in constant flux
Internal Elements
New Business
Practices
Forced Changes
Problèmes de
qualité
Risques d’
approvisionnement
Suppliers Clients
Nouveaux concurrents
Changement de la
demande
Evénements politisuesDésastres
Lois et règles
Changement chez
les fournisseursNouveaux
clients
Réorganisations
internes
Fusions, acquisitions Nouvelle stratégie
Objectifs de
réduction des
coûts
Nouvelles
technologies
Source: Collaborative Sourcing, Philippart, Verstraete, Wynen, PUL 2005
We need new approaches to adapt the enterprise to changes that become deeper and more frequent
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Adaptation to those changes require tight integration to capture value
Reaction
Delays
Communication
Confidence
Synchronization
Quality
Source: Collaborative Sourcing, Philippart, Verstraete, Wynen, PUL 2005
Capabilities
Understanding
Resources
Change
Les champions react faster and better
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SUPPLIER MANAGEMENT AND VALUE OF THE ENTERPRISE
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The key is to build sustainable competitive advantages to create shareholder value
“The key to investing is not assessing
how much an industry is going to affect
society, or how much it will grow, but
rather determining the competitive
advantage of any given company and,
above all, the durability of that
advantage”
Warren Buffet, Nov. 1999
Business Week, Nov 1999
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A 20 year old concept
• First reference in 1985 by Michael Porter in its book “Competitive Strategy”, even though he does not provide a formal and structured definitioon of Sustainable Competitive Advantages
• First definition in 1991 (Barney) “A firm is said to have a competitive advantage when it is implementing a value creating strategy not simultaneously being implemented by any current or potential competitors. A firm is said to have a sustained competitive advantage when it is implementing a value creating strategy not simultaneously being implemented by any current or potential competitors and when these other firms are unable to duplicate the benefits of this strategy”
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Porter’s Model became a reference
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Ressources(goods and services specific to
the firm delivering an advantage that a competitor
cannot easily acquire)
Capabilities(To use Ressources in an
effective way)
Distin
ct Co
mp
etencies
Value Creation
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Porter’s Original Value Chain did not integrate Procurement
45
Firm Infrastructure
Human Resource Management
Technology Development
Procurement
InboundLogistics
OperationsOutbound
LogisticsMarketing
& SalesServices
Support Activities
Primary Activities
• Characteristics of Value Creating Resources*
– Valuable
– Rare
– Imperfectly imitable
– Not substitutable
• Suppliers can provide competitive advantages if they meet those four criteria
– In raw materials, in tools, in services
Today Procurement Can Deliver Value
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* Jay Barney (1991), Firm Resources and Sustained Competitive Advantage, Journal of Management, 17, 99-120
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We have become Managers of allExternal Resources
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Capital
Labor
Information
Resources Development Deliverable Commercial
ProcurementExternal
Capabilities to convert resources into value
Legal ServicesSupport
Strategic Sourcing Defined
• Use of Procurement skills and best practices to define, search, capture, isolate, manage and improve resources external to the firm capable of delivering sustainable competitive advantages
• Create value for vendor and client
• Cross functional
• On the CEO agenda
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Co
stSh
are
ho
lde
r V
alu
e
Imp
act
Tactical StrategicScope
Resource Management• Mature cooperation• Network leadership• External innovation• Exclusivity capture • Long-term insurance
TCO Optimization• Simplification• Cost Transparency• E—Procurement
Traditional Purchasing• Scale leverage• Hard negotiation• Multiple suppliers• …
With a value creation objective: Supplier Management Contribution Matrix
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CASE ANALYSIS : AEROSPACE
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A company at the crossroads
• Protected markets opening
• Loss of national markets
• Cost structure uncompetitive
• Internal R&D working in isolation
• Very rigid, technical culture
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Need to change the paradigm to compete
Objective : better leverage of supplier capabilities
0
20
40
60
80
100
2007 2017
Internal
Suppliers
Automotive Industry Models
0
20
40
60
80
100
USA Japan
Constant Competition
Partners
Internal
52
Source: Objectif Innovation : Stratégies pour construire l'entreprise innovanteJean-Yves Prax, Bernard Buisson, Philippe Silberzahn
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Think Differently
• Objectives : better integrate the supplier potential in long life projects (components for jet liners)
• Challenge: overcome the traditional “Engineer culture” prefering to do everything technical internally, to adopt global partners more efficient to reduce costs facing global competitors
• Approach: Implementation of a change program in the management of the extended enterprise
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The Change Program
• A new approach: Diamond Teams
• A training for all management levels based on the simulation of a product live
– Need identification
– Development of a proposal for the final client
– Prototype
– Volume production
• Demonstration of cultural differences
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Develop and extended enterprise as a competitive advantage
900suppliers Standard supplier
100suppliers
Partner
The Partner• By its expertise, its innovation, its
quality, contributes to delivercompetitive advantages
• Demonstrates its intention to build a common strategy with its client
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A training program to reshape the supplier management approach
• Development of soft skills
• First sessions with the management committee
• SWAT team to deploy the training in the project teams
• Training given to mixed project teams: supplier and company
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Transforming the Supplier Management Function
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Build a Solution
Listen and Understand
Communicate and Convince
Implement
ClientsResults
Ressources Expertise
Structured with cases and role plays in PLM
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SWOT identification of key technologies
Intégration in a commercial offer
Prototype and first series
Deployment of innovation
developed on now projects
Capacity increase offshore
Level of simulation Management
CommitteeCommercial
TeamCommercial and
Project Teams
Commercial and Joint Project
Team
Production in extended enterprise
Stakes Understand weaknesses and opportunities to develop a strategy of innovation capture
Encourage transparency and integrate innovation provider specifications
Align expectations, create trust, communicate better
Integrate learningsfrom failures and strengthen ability to answer to market
Optimize across then entire supply chain
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Result: Implementation of an improved supplier-enterprise interface
• Cross-functional
• Managed at the strategic, operational, and performance levels
• With a “Maestro” with a clear responsibility to enhance the supplier – client relation
• Significant progresses in terms of communication, transparencey, trust between teams, and therefore faster developments, better solutions
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UNDERSTAND AND MANAGE A SUPPLIER PORTFOLIO
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Different supplier relations must be managed
61
Share
hold
er
Valu
e
Cre
atio
n P
ote
ntia
l
Supplier Integration
* Source Collaborative Sourcing; Philippart, Verstraete, Wynen, PUL 2005
Type I
Traditional SourcingI
Type II
Sourcing CollaborationII
Type III
Supply Chain CollaborationIII
Type IV
Value Chain IntegrationIV
Type V
Sustainable PartnershipV
Supplier distribution
Shared objectives adapted to the level of relation
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Share
hold
er
Valu
e
Cre
atio
n P
ote
ntia
l
Supplier Integration
Perc
enta
ge s
hare
d
Type I
Type II Type III Type IV Type V
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High performance Sourcing organizations have a richer portfolio
63
Share
hold
er
Valu
e
Cre
atio
n P
ote
ntia
l
Supplier Integration
Supplier distribution
Type I
Type II
Level 1: Tactical, cost, cash
Type III Type IV
Level 2: Strategic, cost, margin
Type V
Level 3: Strategic, Value, growth
Industrial models like CPFR rarely deliver sustainable competitive advantages
64
• Industrial models like CPFR are rarely sufficient to provide sustainable competitive advantages
• Few companies have been able to maintain long term leadership only on the basis of operational excellence
• Toyota appears to compete on excellence in the transactional approach
• Its approach is well known but its culture is difficult to translate in other environments
• Toyota has captured the ultimate supplier skill: their mind, their adhesion to Toyota’s objectives
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Tools must address collaborative relations
Val
ue
Cre
atio
n P
ote
nti
al
Supplier Portfolio
Performance Management
Project Mangement
Invoices
Catalogues
Multi level demand management
Auctions
Improve Administrative
Productivity
Improve Management Productivity
Sourcing
65
Supplier Management Tools are geared towards network collaboration
66
Spend Analysis
Supplier Assessment
Contract ManagemetnBroadcast, compliance, supply
Payment
Development
Sourcing
Project Management
Solutions to develop and manage supplier networks and increase
effectiveness of managers
Performance Measurement
Negotiation
• Suppliers• Teams• Relationship
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Efficient network management tools lead the growth of the market
Source: Forrester Research, Inc. Teleconference « The spend management market » 30/11/06EIPP: Electronic Invoicing and Payment Processing
67
10%
2%
5%
21%
27%
29%
30%
Total
eSourcing
eProcurement
Spend analysis
Contract management
EIPP
Supplier network
2003-2008 growth of e-Sourcing solutions
For a new Supplier Management function
• Many projects on information flow management
– Ex: SEINE Standards pour l’Entreprise Innovante Numérique Etendue / Standard for an Digital Innovative Extended Enterprise
• But scant attention to organizational challenges
– Too often focused on internal dynamics
68
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SUCCESS CRITERIA TO INTEGRATE SUPPLIERS IN THE PLM
69
Evolution of Negotiation and Conflict Resolution
70
1970 to 1985
1985 to 2000
2000 to _____
Power
Side by SideProblem Solving
A LearningConversation
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Understand and develop trust
Adapted from : Success Through Commitment and Trust: The Soft Side of Strategic Alliances Management; Cullen, Johnson, Sakano, Journal of Word Business / 35 (3) 2000
71
TrustCommitment
Vu
lner
abili
ties
Ben
efit
s
Comfort Zone• Contracts are time consuming
• Contracts cannot account for all future events
• Contracts do not change attitudes
• And take in account both partners point of view
• Trust must be balanced against risks
Build functional and organizational capabilities
Unit N
Fonction Achats
Fonction AchatsUnit 2
Fonction AchatsUnit 1
Other functions
Us
Organizational capabilities• Project Management• Demand management• Communication• Conflict management• Leadership• Etc.
Unit N
Purchasing segment
Purchasing segment
Unit 2
Purchasing segment
Unit 1
Purchasing segment
Technical capabilities• Spend analysis• Cost lever analysis• Total cost• Negotiation• Sourcing• Etc.
72
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A 360° Evolution
73
Scope
Impact
Depth
Processes
Culture
Organization
People
Governance
Strategic
Value
All Spend
Intelligence
Competitive Advantages
GlobalVision
Master levelExperts
Sustainability
Tactical
Cost
Production
Administration
Historical benchmarks
Problem solving
Second tier
Conflict of interest
Keys to integrate suppliers in the PLM process
• Build a culture that fosters trust
– Stabilize the process innovation / negotiation
– Guarantee the remuneration of innovation
• Integrate the expertise of high added value suppliers by creating transparency in the extended enterprise
• Develop a company culture that encourages upstream collaboration between R&D and Supplier Management
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75
What is your Strategic Impact
• How much innovation is dependant of an external partner?
• How often do you assess your actions versus your competitors?
• Are you better treated than your competitors by your suppliers?
• What is your impact on the market value of the company?
Co
st R
edu
ctio
nV
alu
e In
cre
ase
Imp
act
Tactic Strategic
Approach
I’m sure glad the hole isn’t in our
end ……
76
Can you win without your suppliers?
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Thank you
•Do not hesitate to contact me in the future with your questions and comments
•+33 974 534 613
77
