Premio Innovazione ICT nella funzione Acquisti. Milano, 21 Ottobre

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1 Premio Innovazione ICT nella funzione Acquisti Milano, 21 Ottobre

2 Federico Caniato Direttore Master Supply Chain & Purchasing Management School of Management - Politecnico di Milano Milano, 21 Ottobre

3 Politecnico di Milano School of Management Politecnico di Milano Fondato nel 1863 Una delle principali università tecniche europee Facoltà di Ingegneria, Architettura e Design 7 campus, studenti, più di Professori MIP - School of Management Consorzio fra il Politecnico e gruppi industriali Ricerca avanzata in Management Network e accreditamenti internazionali Formazione universitaria e post-universitaria Ingegneria Gestionale, MBAs, Master Universitari e Corporate Masters studenti, più di 100 Professori

4 L offerta formativa del Politecnico di Milano Il Politecnico di Milano offre un ampia varietà di programmi formativi in ambito Supply Chain e Purchasing Management: Master in Business Administration: possibilità di specializzazioni e progetti in ambito supply chain e purchasing Master in Supply Chain & Purchasing Management: master specialistico full time di 1 anno in collaborazione con Audencia Nantes Executive Program in Gestione della Supply Chain: 2 programmi part-time in collaborazione con Adaci (specializzazione Acquisti) e Assologistica (specializzazione Logistica Distributiva) Corsi brevi: corsi di 2-3 giorni su temi specifici del supply chain management Laurea Magistrale in Ingegneria Gestionale con indirizzo Supply Chain Management 4

5 Innovazione ICT nella funzione Acquisti Che cosa significa oggi? Nuovi strumenti, software, applicazioni? Oppure innovazione nei processi di business grazie a strumenti esistenti usati in modo integrato? 5

6 The purchasing process Strategic tasks Low frequency High Impact Strategic purchasing estrategic Purchasing Operating tasks High frequency Medium impact Sourcing esourcing Supply eprocurement ICT tools and functionalities can support each step of the purchasing process 6

7 Strategic Purchasing electronic tools Strategic Make or Buy Pre-qualification & Qualification Supplier Database Vendor Rating Analytics Portfolio management Strategic evaluation Strategic Purchasing Strategic Make or Buy Pre-qualification & Qualification Portfolio management Strategic evaluation Sourcing Procurement Specs definition Scouting Negot. Selection Contract Order and Expediting Shipping and Receiving Payment Opns evaluation Interaction customer-supplier Internal processes 7

8 Sourcing electronic tools (esourcing) Strategic Purchasing Strategic Make or Buy Pre-qualification & Qualification Portfolio management Strategic evaluation Interaction customer-supplier Internal processes Sourcing Specs definition Scouting Negot. Selection Contract Supply Order and Expediting Shipping and Receiving Payment Opns evaluation Specs definition Scouting Negotiation & Selection RfX Document Management Communication Supplier Database Auction Analytics 8

9 Why companies adopt esourcing? Top priorities of 80 international companies in adopting esourcing 35% 21% 19% 16% 7% 2% Saving Transparency Process control Supply base mgmt Process efficiency Quality Note: each company could answer from 0 to 3 priorities. 9

10 Contract tools Strategic Purchasing Strategic Make or Buy Pre-qualification & Qualification Portfolio management Strategic evaluation Sourcing Supply Specs definition Scouting Negot. Selection Contract Order and Expediting Shipping and Receiving Payment Opns evaluation Contract Contract management Interaction customer-supplier Internal processes 10

11 Supply electronic tools (eprocurement ) Strategic Purchasing Strategic Make or Buy Pre-qualification & Qualification Portfolio management Strategic evaluation Interaction customer-supplier Internal processes Sourcing Procurement Specs definition Scouting Negot. Selection Contract Order and Expediting Shipping and Receiving Payment Opns evaluation Order and Expediting Receive and control Payment Evaluation Web catalog Order track and trace RfX Electronic invoicing Vendor rating Workflow Analytics Content management System integration 11

12 Why companies adopt eprocurement? Top priorities of 80 international companies in adopting eprocurement Note: each company could answer from 0 to 3 priorities. 12

13 International Purchasing Survey Total sample: 675 companies 13

14 Industrial sectors Industrial sector Other 36 Missing Arts, entertainment and recreation Human health and social work activities Public administration and defense Professional and administrative services Financial services Transportation, storage and communication Hotels and restaurants Wholesale and retail trade Construction Electricity, gas, and water supply n of companies Manufacturing 427 Agriculture, forestry, fishing, and mining Total sample: 675 companies 14

15 Category competitive priorities 4,5 4,0 3,5 3,0 4,2 4,1 4,0 3,9 3,8 3,6 3,4 3,4 3,1 3,1 2,9 2,9 2,5 2,0 1,5 1,0 Indicate to what extent management has emphasized the following priorities for the chosen category over the past 2 years. 1 Not at all 6 Completely 15

16 Purchasing improvement programs 5 4,5 4 3,9 3,9 3,5 3 2,5 3,5 3,5 3,4 3,3 3,3 3,0 3,0 2,9 2,8 2,6 2,6 2,5 2 1,5 1 To what extent has your company/business unit pursued the following programs in the past 2 years? 1 Not at all 6 Completely 16

17 Evidences from IPS survey Electronic tools inquired in the survey can be grouped into two main categories: Process oriented: Electronic supplier database Workflow management systems Order tracking and tracing Electronic document and contract management Electronic data exchange Transaction oriented: Reverse e-auctions Electronic RfX Electronic catalogues Purchasing cards Electronic invoicing and payment 17

18 Correlations with category priorities Electronic tools process oriented Electronic tools transaction oriented Efficiency Quality Delivery Innovation Sustainability 18

19 Electronic tools adoption in manufacturing 5,0 4,5 4,0 3,5 3,8 3,4 3,4 3,1 3,0 2,5 2,7 2,6 2,6 2,3 2,0 1,5 1,0 1,6 1,4 Please indicate with what frequency the following tools and techniques are used in order to support the purchasing activity and the relationship with supplier(s) for the chosen category. 1 Never 6 Always 19

20 Electronic tools adoption in services 5,0 4,5 4,0 3,5 3,0 3,8 3,7 3,6 3,5 3,4 3,1 3,0 2,9 2,5 2,0 1,5 1,9 1,7 1,0 Please indicate with what frequency the following tools and techniques are used in order to support the purchasing activity and the relationship with supplier(s) for the chosen category. 1 Never 6 Always 20

21 Level of adoption: DIRECT vs INDIRECT spend Electronic data exchange (EDI, XML, web-edi) with suppliers 2,6 2,7 Purchasing cards (P-cards) 1,5 1,9 Electronic invoicing and automated payment 2,8 3,3 Electronic document and contract management 3,4 3,7 Order tracking and tracing Electronic workflow and order management 3,1 3,6 3,8 3,6 Average indirect Average direct Electronic catalogues 2,4 2,9 Electronic request for quotation / proposal / information (RfX) 2,7 3,0 Reverse e-auctions 1,5 1,9 Electronic supplier database 3,6 3,4 0,0 0,5 1,0 1,5 2,0 2,5 3,0 3,5 4,0 21

22 Electronic tools adoption in each country 4,00 Adoption index 3,50 3,27 3,00 2,99 2,97 2,96 2,89 2,88 2,79 2,63 2,50 2,52 2,49 Adoption index 2,00 1,50 1,00 US Canada Germany Italy Spain Finland UK France Sweden Netherlands 22

23 Concludendo Gli strumenti elettronici non sono al momento la priorità delle aziende... Ma per raggiungere molti degli obiettivi dichiarati sono un fattore abilitante Il livello di adozione di molti strumenti è ancora limitato, il che significa che c è ancora molto spazio di miglioramento Ma soprattutto la frontiera dell innovazione è l integrazione: Lungo tutto il processo di acquisto Attraverso la struttura aziendale (funzioni, divisioni, siti, paesi ) Con gli altri sistemi informativi aziendali 23

24 47 Esposizione Internazionale di Information&Communications Technology Premio Innovazione ICT nella funzione Acquisti I vincitori

25 I vincitori 47 Esposizione Internazionale di Information&Communications Technology Azienda anglo-italiana produttrice di elicotteri Multinazionale operante nel settore della salute 2