1 Skal man forvente loyalitet, hvis det ikke en labrador man sælger til? Søren Vammen, CEO DILF DBTA Konference København 25. Januar 2012

2 Agenda Formålet styrer relations-type Hvad ønsker kunderne egentlig? Hvad oplever kunderne? Hvordan kan det gå så galt?

Myter og misforståelser ”Partnerskabsbegrebet” er et af de mest misforståede og misbrugte begreber i erhvervslivet – måske kun overgået af win-win og ”checken er på vej med posten”… Loyalitetsbegrebet knytter sig ofte til partnerskabsbegrebet… så det…..

Para-psykologisk øvelse 1 Ud fra hvilke kriterier vil du vælge en “leverandør” til en såkaldt “arm´s length” relation?

Para-psykologisk øvelse 2 Ud fra hvilke kriterier vil du vælge en “leverandør” til en såkaldt “partnerskabs” relation?

Pointer Formålet afgør udvælgelseskriterierne og ikke mindst relationstypen Formålet er ikke at opnå en så tæt en relation som muligt men om ”best fit” Meget få relationer er partnerskabsrelationer i praksis Spørgsmålet er så – hvilken kategori er Travel i set med indkøbets briller 6

Krav til leverandørerne Geografisk dækning og dybde/brede i sortiment (Så meget som muligt) Lav TCO Transparens Proceskompetence Nemt at administrere – online booking etc. integration til ERP etc. Skal kunne levere data og rapportering og dermed viden Innovativ Proaktiv ”Dygtigere end kunden” – have viden om området Befri kunden for ikke værdiskabende aktiviteter – systematiser – simplificer - automatiser

EKSTERN RISIKO (f.eks. # leverandører) RISIKO MATRICE Høj Lav Strategiske materialer og ydelser Høj Synergi materialer og ydelser Lav Flaskehals materialer og ydelser Ukritiske materialer og udelser INTERN RISIKO (f.eks. værdi)

EKSTERN RISIKO (f.eks. # leverandører) Diff. Leverandør relationer og -strategier Høj Lav Strategiske materialer og Ydelser Partnerskab & Samarbejde Høj Synergi materialer og ydelser Konkurrence Lav Flaskehals materialer og ydelser Sikre forsyninger Ukritiske materialer og udelser Hands off ! INTERN RISIKO (f.eks. værdi)

Supplier positioning BuySellSupplierBuySellCustomer development exploitable core nuisance bottle-neck leverage critical/ strategic routine Relative Value of Business Profit potential Risk Account attrac- tiveness

11 Approaches to Supplier Relationships LowHigh Commitment to Competitive Pricing High Low Commitment to a collaborative relationship Unclear incentive to drive improvement Assumption of supplier goal congruence Supplier may capture all of the value created Unacceptable Unclear incentive to drive improvement Assumption of supplier goal congruence Supplier may capture all of the value created Unacceptable Fully leverages supplier capability Drives improvement at both internal and supplier ends of value chain Requires significant in-house capability Fully leverages supplier capability Drives improvement at both internal and supplier ends of value chain Requires significant in-house capability Clerical mentality of approach to purchasing “Price taker rather than price maker Unacceptable Clerical mentality of approach to purchasing “Price taker rather than price maker Unacceptable Requires significant leverage to be effective Provoked supplier response, but may lead to resentment No search for synergistic improvement Requires significant leverage to be effective Provoked supplier response, but may lead to resentment No search for synergistic improvement Trust based partnership Balanced Sourcing Clerical Purchasing Adversarial Procurement

12 Approaches to Supplier Relationships LowHigh Commitment to Competitive Pricing High Low Commitment to a collaborative relationship Unclear incentive to drive improvement Assumption of supplier goal congruence Supplier may capture all of the value created Unacceptable Unclear incentive to drive improvement Assumption of supplier goal congruence Supplier may capture all of the value created Unacceptable Fully leverages supplier capability Drives improvement at both internal and supplier ends of value chain Requires significant in-house capability Fully leverages supplier capability Drives improvement at both internal and supplier ends of value chain Requires significant in-house capability Clerical mentality of approach to purchasing “Price taker rather than price maker Unacceptable Clerical mentality of approach to purchasing “Price taker rather than price maker Unacceptable Requires significant leverage to be effective Provoked supplier response, but may lead to resentment No search for synergistic improvement Requires significant leverage to be effective Provoked supplier response, but may lead to resentment No search for synergistic improvement Trust based partnership Balanced Sourcing Clerical Purchasing Adversarial Procurement

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