1、(海量营销管理培训资料下载) The Innovative Sourcing Program is implementing new strategies to leverage savings of US$ 22 to 41 m/year Fiduciary Forum presentation Washington, March 10, 2004 1SAO-0180-05855001-01-22 (海量营销管理培训资料下载) Who is presenting the Innovative Sourcing Program (ISP) today Mr. Mauro Benevides F
2、ilho Administration State Secretary of Cear State Foto Ingo Weiland - Managing Partner Roland Berger Strategy Consultants Brazil Foto Mr. Ocione Mendona Innovative Sourcing Program Coordinator Cear State Foto Guilherme Junqueira Partner in charge of the Innovative Sourcing Program Roland Berger Stra
3、tegy Consultants Brazil Foto 2SAO-0180-05855001-01-22 (海量营销管理培训资料下载) A joint team of more than 165 professionals one of the cornerstones of the ISP Project Teams 1- Medical items 60 public servants 2 consul- tants 2- Outsourced Services 50 public servants 2 consul- tants 3- Telecom 25 public servant
4、s 1 consul- tant 4- Fuel 30 public servants 1 consul- tant Experts Strategic purchase experts Public Sector Competence Center Specific Industries Competence Centers Executive Committee Project Coordination Mr. Alex Arajo Secretary of Water Resources Mr. Mauro Filho Secretary of Administration Mrs. M
5、nica Clark Secretary of Controlling Guilherme Junqueira Lenidas Herndl project manager Mr. Lcio Alcntara - State Governor State secretaries Ingo Weiland Managing partner South America Guilherme Junqueira-Partner Source: Roland Berger Strategy Consultants3SAO-0180-05855001-01-22 (海量营销管理培训资料下载) Conten
6、t 1.Context of the Innovative Sourcing Program (ISP) at the State of Cear 2.A comprehensive yet pragmatic approach to implement the ISP 3.Converting theory into practice implementation examples at 2 purchasing categories 4.Latest project results estimation beating the initial targets 5.Whats yet to
7、be done process revision and more savings Q 1-low 8 9 5 3 7 3 5 3 6 7 6 8 4 2 3 3 6 3 7 4 Savings potential %Total cost US$ m/yearImplementation ComplexityCategory Source: Roland Berger Strategy Consultants11SAO-0180-05855001-01-22 (海量营销管理培训资料下载) US$ m/year To guarantee focus on the implementation a
8、 1st Wave was defined with 4 categories and savings potential of 7% to 15% Category Medical items Outsourced services Fuel Telecom services Total 22 28 8 7 65 Savings potential % Conservative 7% 6% 5% 12% 7% Aggressive 14% 15% 10% 20% 15% Conservative 1.5 1.7 0.4 0.8 4.4 Aggressive 3.1 4.2 0.8 1.4 9
9、.5 US$ m/year Total cost Source: Roland Berger Strategy Consultants12SAO-0180-05855001-01-22 (海量营销管理培训资料下载) 2. A comprehensive yet pragmatic approach to implement the ISP 13SAO-0180-05855001-01-22 (海量营销管理培训资料下载) The Innovative Sourcing methodology is divided in 2 main phases Phase 2 Process Improvem
10、ents Aug/03 to Feb/04 16 to 20 weeks Phase 1 Savings Implementation Wave 1 Wave 2 Wave 3 20 to 24 weeks 20 to 24 weeks Source: Roland Berger Strategy Consultants 14SAO-0180-05855001-01-22 (海量营销管理培训资料下载) Cost reductio n strategie s definitio n Preparati on of bidding documen ts and Definition of inte
11、rnal measures for cost reduction Implemen ting cost reduction measures and bidding processes Internal Analysis External Analysis Phase 1 Savings Implementation is further divided into 5 steps 1 2 345 Source: Roland Berger Strategy Consultants15SAO-0180-05855001-01-22 (海量营销管理培训资料下载) INTERNAL ANALYSIS
12、 The internal analysis details 9 key dimensions for each category 1 Category 1 Price variation Historical Differences between suppliers . Demand variation Growth rate . PriceMaintenance StorageTotal cost Quality Guarantee Flexibility . CurrentAlternative Potential Technical Quality Service . Technic
13、al Commercial SEINFRATotal 2. Price3. Current and future demand Suppliers selection process Intern users requirements Governmental barriers . 6. Total cost of ownership 8. Evaluation criteria9. Specs simplification 1. Volumes 4. Specifications 7. Competitiveness of current suppliers 5. Restrictions
14、Source: Roland Berger Strategy Consultants16SAO-0180-05855001-01-22 (海量营销管理培训资料下载) EXTERNAL ANALYSIS The external analysis ensures a deep understanding of the supplier market opportunities to be leveraged Forc es from the sup plier poin t of view Curr ent situ atio n of sup plyi ng mar ket Market Is
15、 the market expanding? What is the market share evolution? How is our image in the supplier market? Competitors Is there strong competitors in the market? What are our competitive advantages and disadvantages of each one? Costs How is the cost composition of the suppliers? What is the relation betwe
16、en fixed and variable costs? Technology What is the technology that we use and what is the “state of art” technology? Competitors diversity What are our company core businesses by industry and by market (national/international)? Supplying market Competitors threat 1 2 3 4 5 Substitute product/servi-
17、 ce threat Customers bargaining power Suppliers bargaining power Government requirements 2 Source: Roland Berger Strategy Consultants 17SAO-0180-05855001-01-22 (海量营销管理培训资料下载) COST REDUCTION STRATEGIES Specific cost reduction strategies are developed for each purchase category Source: Roland Berger S
18、trategy Consultants Process restrictions Legal restrictions Planning Strategic factors Projections feasibility Supplying market profile 4. Optimization of suppliers relationship Product value analysis Materials substitution Buy alternative systems Optimize the product lifecycle cost 2. Price negotia
19、tion Compare total costs Model “goal-cost” Renegotiate prices Create price transparence Leverage current suppliers 3. Supplier base increase Expand geographical base Develop new suppliers Use global demand/offer inequality advantages 1.Volume concentration Consolidation of suppliers number Redistrib
20、ute the volume between suppliers Combine the volume of several families 5. Purchase process improvement Suppliers process redesign Share productivity gains Integrate logistics Support suppliers improvements 6. Changes in specification Establish, develop key suppliers Materialize strategic alliances
21、Make or buy Develop an integrated supplier base Cost reduction strategies Projects prioritization Categories profile 3 18SAO-0180-05855001-01-22 (海量营销管理培训资料下载) Category n The best cost reduction strategies are selected for implementation either by bidding or internal measures Preparation of bidding
22、documents1) Internal measures detailing1) Technical specification Quotation format Evaluation criteria Contract model (supported by government legal assessorship) Potential suppliers list Specification simplification Rationalization of volume consumed Processes revision Quantity reduction FocusFocus
23、 Price reduction Quantity reduction Specification cost/benefit relation improvement 4 Category 2 Category 1 Cost reduction strategies 1) Bidding documents and measures will be approved by Project Coordination (SECON and SEAD) PREPARATION OF BIDDING DOCUMENTS AND MEASURES 19SAO-0180-05855001-01-22 (海
24、量营销管理培训资料下载) PREPARATION OF BIDDING DOCUMENTS AND MEASURES I - InvitationII Instructions Send objective letter accorded by the Top Management and addressed to the supplier director/president Emphasize potential business volumes and supplying opportunities Emphasize potential partnership in the long
25、run . Define currency and payment conditions Separate commercial and technical proposals Proposal expiration time Confidentiality Quotation deadline . III Commercial specificationsIV- Technical specifications Volumes FOB or CIF quotation Open price according to the quotation model Detailed costs (ov
26、erhead, raw material, transportation, etc.) Quotation options with different prices in case of long run partnerships . Technical specifications Reduction proposals Restrictions Service level Logistics Similar products/ options . The bidding process is prepared in 4 main dimensions, according to mark
27、et caracteristics Source: Roland Berger Strategy Consultants 4 Quotation tactics 20SAO-0180-05855001-01-22 (海量营销管理培训资料下载) Bidding and internal measures monitoring are fundamental to assure project success BIDDING PROCESS AND MEASURES IMPLEMENTATION Bidding processInternal measures Bidding process mo
28、nitoring with: State General Attorney Government bidding process commissions Administration Secretary and government bidding process commissions in the case of electronic bidding Internal measures implementation by: Administration and Controlling Secretaries where initiatives are related to several
29、Secretariats Administration Secretary and specific Secretaries to specific measures 5 21SAO-0180-05855001-01-22 (海量营销管理培训资料下载) 3.Converting theory into practice 3.1 Category Fuel 22SAO-0180-05855001-01-22 (海量营销管理培训资料下载) Cost reduction strategies were defined according to the cost structure identifie
30、d in Cear State Government Purchase cost structure Source: SIC 2002 data; Secretariats data; Roland Berger Strategy Consultants analysis Fuels and lubricants US$ 8.3 m/year Gas Diesel Alcohol Fuels US$ 8.0 m/year Lubricants US$ 0.3 m/year Natural gas INTERNAL ANALYSIS1 23SAO-0180-05855001-01-22 (海量营
31、销管理培训资料下载) Fuel prices in third-party stations are up to 24% higher than own-base prices Fuel prices US$/L 1) August 2003 prices 2) July 2003 prices Source: Secretariats data; Roland Berger Strategy Consultants analysis Capital1) Countryside2) GasDiesel Own base CAMBEBA 0.59 JMF Automotivo station 0
32、.73 + 24% Own base DERT Crates 0.73 Irmos Leito Crates station 0.83 + 14% Own base CAMBEBA 0.47 PF Neto station 0.56 + 18% Own base DERT Iguatu 0.51 Joaquim Ailton Filho Iguatu station 0.56 + 9% INTERNAL ANALYSIS1 24SAO-0180-05855001-01-22 (海量营销管理培训资料下载) The State fleet has been mapped in every secr
33、etary and affiliated company Fleet by secretariat by vehicle type TotalMilitary Police Health Secretary Water Co. Civil Police Roads Dept. EMATERCEFire Dept. Treasury Secretary Others1) 1) 41 secretariats included Source: Secretariats data; Roland Berger Strategy Consultants analysis 5,661 39% 20% 1
34、1% 30% 1,872 819 524 426 408 215 144 139 1,114 46% 1% 42% 11% 41% 8% 42% 9% 25% 19% 23%33% 30% 0,1% 56%14% 8%64% 7%21% 2% 98% 18% 15%35% 32% 6% 5% 38% 50% 12% 9% 28% 50% INTERNAL ANALYSIS1 Light Medium Heavy Motor- cycle 25SAO-0180-05855001-01-22 (海量营销管理培训资料下载) Total of 1,224 gas stations In Cear, 3
35、4% of all gas stations are controlled by BR and the next biggest competitor is SP with 13% of the total Source: ANP (Petroleum National Agency); Roland Berger Strategy Consultants analysis 34 13 9 6 18% 29 Others Cear State gas stations 2003 % 5 4 SP EXTERNAL ANALYSIS2 26SAO-0180-05855001-01-22 (海量营
36、销管理培训资料下载) BR has the broadest presence in capital and in the countryside of Cear Cear State gas stations by regions 2003 CapitalCountryside 394 143 27 41 49 40 32 62 100% 36% 7% 10% 12% 10% 8% 17% 100% 33% 16% 9% 2% 3% 3% 830 34% 273 132 74 21 23 24 283 Others Source: ANP (Petroleum National Agency
37、); Roland Berger Strategy Consultants analysis SP Total EXTERNAL ANALYSIS2 27SAO-0180-05855001-01-22 (海量营销管理培训资料下载) 1) Price paid by final consumer Source: ANP (Petroleum National Agency); Roland Berger Strategy Consultants analysis Gas consumer price1) breakdown 33% Cost+ refinery margin 32% ICMS 1
38、4% 9% 8% 3% 1% 100% PPE, PIS/PASEP and COFINS Gas station margin+ CPMF Anhydrous alcohol Distributor margin+ CPMF Transpor -tation costs Total Gas station margin represents 9% the consumer price breakdown EXTERNAL ANALYSIS2 28SAO-0180-05855001-01-22 (海量营销管理培训资料下载) Base 2 Base 1 Base SEFAZ Base PC Pr
39、oximity was selected as the new major driver for defining an improved operational model Base ownership Proximity to the base (distanc 中国最庞大的下载资料库 (整理. 版权归原作者所有 如果您不是在 网站下载此资料的,不要随意相信.请访问 3722, 加入)必要时可将此文件解密成可编辑的DOC或PPT格式经典的管理评审资料审核过程中如何寻找“管理评审”的客观证据审核活动中，管理评审应该查什么？管理评审的输出是否一定是一份管理评申报告？我们先要搞清楚什么样的活动
40、是管理评审。ISO9000：2000质量管理体系基本原理和术语中对“管理（management）”的定义为：“指导和控制组织的协调的活动。”一个组织从他诞生起，管理活动就已经是客观存在的事实，只是管理机制、模式不同而已。一个组织的章程、规章制度、经济考核等都是管理者们管理理念的体现以及表现方式。一个组织为什么要有管理？是为了生存和发展。既然管理是为了生存和发展所开展的一项活动，那么这项活动的效果如何，必然是最高管理者要关注的一件重要事情。因此，隔一段时间对管理的效果进行回顾、评价，总结经验教训、针对存在的问题、不足和薄弱环节寻找改进的方式方法，设定下一步的工作目标，是每一个组织无论在任何社会、
41、任何体制下都需要进行的必须性的工作。自从我国引进了ISO9000标准后，也引进了一个新的术语“管理评审”，这就要求申请认证或已获得认证证书的组织在规范管理体系活动的同时，也要求最高管理者对自己管理效果进行回顾、评价，总结经验教训的活动规范化。ISO9000：2000质量管理体系基本原理和术语中对“评审(review)”的定义为：“为确定主题事项达到规定的目标的适宜性、充分性和有效性所进行的活动。”ISO9001：2000质量管理体系要求标准中规定“最高管理者应按计划的时间间隔评审质量管理体系”；因此，管理评审活动应理解为是组织的最高管理者/层，为了达到规定的预期目标，对内部管理体系进行指导和有
42、效控制，所开展的一项改进活动。这项活动的目的，是针对管理体系的持续有效性、充分性和有效性是否得到了保证来进行的。为什么要进行管理评审？为了寻求改进的机会。为什么要寻求改进的机会？为了更好的发展！不同性质的组织、不同类型的最高管理者/层，开展管理评审活动的形式也会不同。就一个组织来说，一年12个月中面对不断变化的市场与顾客需求变化、国家新的法律法规出台、产品/服务标准的更新、国际国内竞争对手的表现、技术研究与开发、市场策略的定位或调整、战略伙伴与供方的活动状况、质量成本与组织整体经济效益之间的协调关系、相关方的满意度反馈、组织机构变更和重大人事调整、重大事件事故的发生、各类目标指标和改进活动的状
43、况和结果、各类审核的结果、财务状况和社会、环境的变化等等，最高管理者针对性的评审活动的目的、形式以及评审活动的名称也有可能是不同的。作为审核员在审核中所要寻找、收集“管理评审”的客观证据，应该在了解受审核组织针对管理评审活动所确定的的形式的同时，还应了解不同表现形式的管理评审所要求的输入信息，以及输入信息和输出的载体或表达形式（不同类别的文件）。关注组织高层管理改进活动不应只是要求提供管理评审的“纠正措施”、“改进措施”，而是要关注最高管理者/层的决策、决定是为什么？起源于何原因（信息输入）？决策、决定作出前的活动，参与人员，活动的时间和过程（有时，一项决策是经过多次会议、多次研究、历时多日）
44、。最高管理者/层的决策、决定本身就是管理体系的一项改进活动和改进措施，不应用一张XX措施表，来限定复杂的管理系统的改进活动及其效果的表现形式。管理活动本身就具有动态变化的特点和多样性，一个有活力有竞争力的组织，高层管理的改进活动不会每年仅限于一次。作为申请认证或已获得认证注册资格的组织应当在体系文件中正确、合理地规定“管理评审”的活动形式、类别和名称。不要把组织为了生存和发展所开展的，而且是客观存在一项重要活动，做成一项内审总结，作为迎接外审的文字性的体系运行效果评价（往往都是有效性的结论）。管理评审的输入也不应仅仅是体系内各部门一个时间段内的工作成绩总结。体系内各部门的输入信息，应当用科学的
45、统计数据反映各项目标（质量、环境、职业健康安全目标等）的实现情况，体现未达到目标的原因分析，提出工作的改进建议。当然，管理体系的初始阶段以及初次接受体系审核的组织，第一次按照管理手册程序要求进行管理评审，评审议题就是针对内审结果来判断体系运行的有效性、充分性和有效性，是可以认同并接受的。但是体系进入成熟运行阶段后，年复一年雷同的评审结论，是无法体现组织在市场竞争和经营发展中不断进行自我改进懂绩效的。管理评审是一个组织自我监督、自我完善管理机制的重要组成部分。因此，这项活动本身有其自身所需的特殊要求：1.最高管理者负责策划、组织，按计划的时间间隔进行管理评审。通常每年（十二个月内）至少一次，特殊
46、情况应增加频次。管理评审的时机和时间，应根据实际情况而确定，年中、年末、认证机构外审之前都是进行管理评审的好时机。这种对管理体系绩效进行系统的回顾、评价、总结的评审活动，是寻找管理系统改进机会的最佳方式。2.管理评审的任务是评价组织的方针、目标、管理方案、管理体系运行情况、存在问题、改进机会和变更的需要；目的是确保管理体系的适宜性、充分性和有效性。适宜性，是指评价管理体系策划结果实施后，是否符合组织的实际情况，是否具备适宜于内外环境变化的能力。如市场变化、顾客变化、法律法规的更新、新技术新设备的引进、组织机构的变化、产业结构的调整等等。充分性，是指评价管理体系是否满足市场、顾客、相关方、员工、
47、社会当前和潜在的需求和期望，评价管理体系各个过程展开的充分性、资源利用的有效性、众多相互关联的过程的顺序是否明晰，职责是否全面有效落实，过程的输入输出和转化活动是否得到有效控制。有效性，是指评价管理体系运行结果达到设定的目标的程度，包括方针和目标的实现，是对管理结果的度量。应该从顾客、经营绩效、过程业绩、产品的符合性、审核结果、员工、社会和相关方的反馈等方面进行判定。3.在体系文件中明确管理评审的形式、时机，评审输入信息的载体，输出的表达形式。4.建立并保持程序所规定的，符合管理评审内容要求的记录。管理评审输入查什么？审核员在现场应关注管理评审所要求的文件化的输入信息，以下内容（但不限于）应是关注重点：1. 审核结果。包括管理体系的内审结论和外审报告，汽车制造业还要特别关注整车生产厂对供应零部件的制造商的二方审核结论、年度供货业绩评价结论。2. 顾客、员工、社会和相关方的满意程度的测量结果。包括顾客的抱怨、投诉、不良业绩或行为的媒体暴光等；
