15.15 uur manu matthyssens - de 10 vuistregels voor een professionele fm-inkoopaanpak

De 10 vuistregels voor een professionele FM-inkoopaanpak

Dag van Facility Management, 26 maart 2015

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http://economie.fgov.be/nl/consument/bedrog/FraudPreventionMonth/winforphone/

DE 10 VUISTREGELS

1. 1x per jaar scherpe ‘as is’ foto

2. Welke inkoopstrategie en waarom?

3. Analyseer de FM-dienstketens

4. Tenderen of investeren in business case?

5. Geheim zit in de specs en proceskosten

6. DNA van de leveranciers

7. Customer of choice

8. Kost, waarde en risico balans

9. Leveranciersmanagement

10. Interne reporting via dashboard

Regel 1: 1x per jaar scherpe ‘as is’ foto

1. Spend Analyse • Segmentatie • Leveranciersbasis

2. Inkoopmaturiteit per FM-domein • Hoe optimaal al ingeregeld? • Wat is de volgende stap?

3. Opportunity Scan • Mogelijke verbetering: kost, waarde, risico • Potentiele verbeterprojecten

Jaarlijkse scherpe FM foto

Spend-analyse

Period: 01/01/2014 – 31/12/2014 STEPS: 1. Download Invoice data into Excel 2. Cleaning Data 3. Purchase segmentation 4. Determine and limit scope 5. Determine influenceable spend 6. Spend Analysis

Influenceable Purchase Spend

Invoice-data

-Algemeen onderhoud

-Technisch onderhoud

-Onthaal en telefonie

-Security

-Catering

-Document mgt & print & office logistiek

-Space management & inrichting

-Utilities

-Afvalmanagement & milieudiensten

-Pers en abonnementen

-Overige

Facility-segmenten

Spend/segment

Leveranciers/ contracten

Aantal facturen

Evolutie budgetten

Production Equipment

Temporary Labour

O&H Production Equipment

Transport

Electricity

Warehousing

Natural Gaz ATL

Industrial Cleaning Containers & PalletsBTL

Software

Person Cars

Group Insurrance

Waste Management Revisions Production Equipment

Workwear

Quality ManagementWaterRetail Communication

Packaging DesignHardware

Travel

O&H Software

Fire

Consultancy

BuildingAccidents at workOther Professional FeesFuel

Medical InsurranceMarket Research

Licenses

Safety & Security

0

50

100

0 50 100

Portfolio analyse (Kraljic)

Supply risk

Fin

anci

al Im

pac

t

- Volume concentration

- Standardisation

- Negotiation

- Focus on price reduction

- Reduce number of suppliers

- Short term contracts

- Partnership / SRM

- Multiple suppliers

- Ensure supply

- Long term contracts

- Optimisation specs

- Transparency

- Reduce number of suppliers

- Standardisation

- Focus on cost reduction

- Process optimisation

- E-procurement

- Ensure supply

- Long Term contracts

- Look for alternatives

Partnership Leverage

Routine Bottleneck

Commercial orientation

Transaction orientation

Process orientation

Supply chain orientation

Value chain orientation

procurement coordination

1 2 3 4 5 6

Functional focus

Contribution

to competitive

advantage

Time

Availability Price Synergy XF Sourcing Integration Value

Transactionally integrated

Internally integrated

Externally integrated

Hoe ver sta je op vlak va FM-inkoopmaturiteit?

Source: Prof Dr Frank Rozemeijer

From ‘price down’ to ‘cost down’ Functional focus

From ‘total cost out’ to ‘value in’

Opportuniteiten in kaart brengen

A B

B

C

C

C

D

D E LOW MEDIUM HIGH

EFFORT

High gain, high pain

Trouble for nothing

Quick wins

No pain, no gain

Regel 2: Welke inkoopstrategie en waarom?

6 type inkoopstrategieën

6 strategy areas

Regel 3: Analyseer de FM-dienstketens

Hoe zijn de dienstketens exact opgebouwd? Zijn ze efficient?

Users

Subcontractor A

Subcontractor B

Subcontractor C

Subcontractor D

Subcontractor E

Subcontractor X

Cleaning

Technical

installations

Catering

Mailroom

Repro

Unilities

Security

Other

Subcontractors 1st tier

suppliers Facility

Management

Facility

manager

Contract

manager

2nd line

employee

1st line

employee

Processes Organisation Competences

Facility

Dashboard

Analyseer alle FM-dienstketens in detail

Samen met elke leverancier en een challenger

Regel 4: Tenderen of investeren in business case ?

Average

Savings %

20%

15%

10%

5%

0%

* Budget review * Supplier identification * Capabilities assessment * Contract negotiation * Implementation

* Project identification * RFI/RFP * Supplier selection and preparation

* Market assessment

source : Global Strategic Sourcing (GSS) of Bristol Myers Squibb, 2003

EARLY INVOLVEMENT MATTERS !Relation of SAVINGS versus TIMELY Purchasing Involvement, based on analysis of Marketing & Sales projects

Supplier selection line

Post Selection Savings of 0 - 5%

PRE Supplier selectionSavings of 10 - 17 %

Best practices en kennis van de leveranciers

GEEF DUIDELIJK RICHTING WAAR JE NAARTOE WIL !

Regel 6: DNA van de leveranciers

Welk type leverancier zoek je en waarom?

• xx • xx • xx

• xx • xx • xx

1

2

3

Business strategie

Inkoop/FM strategy

Leverancier strategie

Generic Value Propositions

Operational

Excellence

Product

Leadership

Customer

Intimacy

low (total) price

emphasis on efficiency and reliability

hassle-free service

standardized processes and operations

management systems that measure and monitor transactions

focus on invention, creativity and experimentation

willing to make ones own products obsolete

loosely-knit organization based on teams

management systems that are results driven

a culture that encourages innovation

organization built around the customer rather than the market

emphasis on flexibility and responsiveness

business structure that delegates decision making to the field

culture that embraces specific rather than general solutions

In a competive environment companies build on their competitive advantages to protect of to expand their market position ! 3 generic value propositions can be

distinguished:

Source: “The discipline of Market Leaders”, Treacy and Wiersema

Analyseer ook de evoluerende FM-markt

Real Estate

Professional Services

Soft FM Services

Hard FM Services

Construction

Hard FM Technical Building

Services Total Facility Management

Procos

BAM Groep nv

Example

Regel 7: Customer of choice

Customer of choice

Krijg je de service en kwaliteit die je verwacht?

De performance van je FM-leveranciers hangt vooral van je eigen keuzes en gedrag af!

Smart RFI: Slimme vragen stellen

Kandidaten (longlist)

Shortlist

Service range

Ervaring

Financieel/economisch

Locaties

Regionale sterkte

IT / communicatie

...

Resultaten hangen van

communicatie kwaliteit af

Voeg paar prijstesten

toe

Regel 8: Kost, waarde en risico balans

Total Value

of Ownership

Total Cost

of Ownership

Total Risk

of Ownership

Van TCO naar TVO & TRO

De kost-waarde-risico-driehoek

Can we impact the total process?

PROCESS

TRANSACTION & SUPPORT COST

MARGIN

PROCESS

TRANSACTION & SUPPORT COSTS

MARGIN

SU

PPLIE

R

CLIE

NT

Safety supply case

Impact on .....................

De kost-waarde-risico-driehoek

34

Price is what you pay

Value is what you get !

(Warren Buffet)

FOCUS ON OUTPUT

Waar kan het mis gaan?

Contractueel indekken

Regel 9: Leveranciersmanagement

KPI Service Level Deviatie Frekwentie Reporter

Toelichting KPI

Meting

Bonus / Malus

Regel 10: Interne reporting via dashboard

Hard Savings

Cost Avoidance

Avoid extra costs or

requested price

increases

(Price price increase - new negotiated

price) X yearly volume

Budget Cost

Saving

Difference betw een a

budget price and a

negotiated price

(Budget price - new negotiated price)

X yearly volume2

1

3M arket Cost

Saving

4

Rank

4

1

Price in comparison to

the market price.

(Average price of all quotations -

new negotiated price) X yearly

volumeHA

RD

SA

VIN

GS

Type

Specification

Change Saving

Savings as a result of

change in specif ications

(Old material cost - New material cost)

X current yearly volume

Consumption

Reduction Saving


change in consumption

behaviour

(old volume - new volume volume) X

current price

Cost Saving Difference betw een old

and new negotiated price

(Old price - New price) X

yearly volume

Metric Metric Definition Calculation

Soft Savings

Type Metric Rank Metric Definition Calculation

Inventory Cost

Saving

total cost reduction of

reduced inventory value

Old inventory value - new inventory

value

Added ValueSavings as a result of

created added valueEstimated added value


improvement in the

process costs

(Old ordering cost - new ordering cost

X nr. of purchasing orders

SO

FT

SA

VIN

GS

Process Cost

Saving

SAVINGS RAPPORTAGE

STO-SLA voor elk FM-proces: Catering, Cleaning, Transport

Tactisch

Innovatie & Ontwikkeling

Objectieven, KSF, KPI

Financieel


Interne BedrijfsProcessen


Klant / Leverancier




Financieel




Klant / Leverancier




Financieel




Klant / Leverancier




Financieel




Klant / Leverancier




Financieel




Klant / Leverancier




Financieel




Klant / Leverancier




Financieel




Klant / Leverancier




Financieel




Klant / Leverancier




Financieel




Klant / Leverancier


Catering

Restaurant Vergaderservice Schoonmaak Sanitaire supplies

Schoonmaak

Transport

Transport

Operational

Tactical

Strategic

0,50 0,50 0,50 0,50

0,33 0,33 0,33

1,00

weight

weight

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15.15 uur manu matthyssens - de 10 vuistregels voor een professionele fm-inkoopaanpak

Leadership & Management

Transcript of 15.15 uur manu matthyssens - de 10 vuistregels voor een professionele fm-inkoopaanpak