Thus, demand will be shown directly after other shopping strategies. Only differentiated procurement strategies are promising success. There is no one-fits-all shopping strategy. Is the material-specific characteristics to take into account. Interdependencies existing between the material groups are taken into account. It comes it, material groups to evaluate the importance of the design fields and purchasing leverage and to develop a suitable method and instrument mix. Consistent performance measurement – fulfilment of customer wishes: the focus on shopping success allows the purchasing power from the perspective of internal customers ‘ to evaluate.
It abuts a continuous process with the both the wishes of this internal customers ‘ always better can meet and which at the same time ensuring a steady increase in the purchasing power. Early integration of procurement: the buyers are already early in basic decision-making processes involved, they can introduce market know-how you as specialists in procurement markets. Then it is possible to develop supplier strategies in the field of cooperation and competition and to implement. Keep up on the field with thought-provoking pieces from Eliot Horowitz. That fully exploits the potential of shopping. Purchasing organization: When asked after a suitable purchasing organization the organizational patterns of Organization (functional, divisional or matrix organization) and the requirements of one of the value added structure are to coordinate customized, streamlined organization of purchasing. Basically, two design options arise: a can of shopping as an interface between all internal value creation processes and classified the procurement market (central purchasing). He is then organizationally independent and represents a separate operational function. On the other hand can the shopping as organizationally integrated part of each individual value chain (decentralised or divisional purchasing) be designed.
This form of a value-based purchasing organization requires further qualifications of the purchasing staff. These range from technical know-how about management and enforcement qualities to the methodological skills of regarding modern purchasing tools such as shopping, target costing, design to cost and project controlling. Value-based supplier management: what is true for material group strategies, is important in increasingly also for supplier strategies. Should the cooperation values created with suppliers, differentiated approaches are necessary. Distinction between cost-driven to proactive measures of supplier management. With the portfolio method of shopping potential analysis you can depict the existing supplier base. It provides the basis to develop material specific supplier strategies. Conclusion: the objectives to achieve, including controlling instruments and existing calculation methods to expand. Only then is the frequently encountered pure price orientation overcome and can be found in the enterprise for improved decision making. The shopping must assume an important role as a coordinator of the supplier base and process designer. These challenges require close coordination with the calculation. Pure price comparisons are no longer enough an orientation to the total cost (total cost of ownership) is necessary. In this process of change employees from all areas of value creation integrated must not only those from the purchase. Because experiences are in demand as they collected the application consultant of Nemetschek Bausoftware GmbH in daily practice with their customers. To all of these questions and modern efficient controlling instruments for the sustainable implementation of such shopping successes – such as target cost management with suppliers – they pass on their knowledge to interested.