May 21, 2008

Why e Sourcing is good for suppliers

This post is from the Procurement Leaders network, It tries to dispel a few myths people hold on the e Sourcing tool.

Myth #1: e-Sourcing is all about lowering prices. False. Thanks to tightening supply markets and maturing sourcing methods (and e-sourcing functionality), price-only negotiations have gone the way of Member’s Only jackets. Advanced auctioning capabilities enable buyers to evaluate suppliers on a myriad of price and non-price factors, such as lead-time, delivery, quality, and payment terms. Nearly all e-sourcing users engage in multi-threaded negotiations (e.g., e-RFI-to-e-RFP-to-auction), enabling qualification and evaluation on all attributes of a supplier’s capabilities and costs. And many optimization-based sourcing tools allow suppliers to offer alternative bundles or bids that boost their profit margins and further differentiate their offerings.
Myth #2: e-Sourcing is unfair to suppliers. Untrue. In most cases e-sourcing introduces greater integrity into the sourcing process than existed in the offline mode. e-Sourcing mandates that buyers clearly articulate their selection criteria and award decision framework to all participating suppliers. Suppliers go into a negotiation full knowing how they will be judged and how the award decision will be made. Any clarifying questions asked by suppliers and corresponding answers from the buyer are available for all suppliers to see, further leveling the playing field. This was best summarized by a VP of Sourcing at Cadbury Schweppes “We emphasize fairness and open disclosure on both sides of the sourcing process. We have shut down ‘backdoors’ for internal stakeholders and suppliers.”
Myth #3: e-Sourcing is unfair to incumbents. Nope. Competitive incumbents are in a better position to be exposed to more business volume and new business opportunities, particularly considering that any strategic sourcing initiative goes hand in hand with a supply base rationalization effort. Better e-Sourcing tools also enable the ability for users to incorporate “transformational” elements that give “credits” (in the form of switching costs or innovation credits) to good performing incuments. As a result, incumbents don’t need to be the lowest price bidder in order to win the business. Consider the approach taken by Eastman Kodak: “We sat down with incumbents to explain why we were [using e-auctions] and prepare them with the right strategy and techniques to competitively participate in the event.”
Myth #4: e-Sourcing makes it difficult to win new business. On the contrary, e-sourcing dramatically shrinks sourcing cycles. These efficiencies alone enable buyers to negotiate more spend volumes, across more spend categories, with more suppliers. As noted in the previous example, qualified incumbents in good performance are in a position to expand existing business and be exposed to new business opportunities. One large industrial manufacturing used its e-sourcing strategy to cut the number of MRO suppliers from nearly 2,000 to just 20. Incumbents retaining the business are doing 4X to 10X the volumes than in the past, and they’ve added new, more profitable revenue streams, such as integrated supply relationships.
Myth #5: e-Sourcing lengthens the sales cycle. There is ample evidence that e-sourcing shortens sourcing and, hence, sales cycles. And as an old boss of mine would say, “In a sales cycle, getting to no fast, can be as valuable as getting to yes.” His point was getting to “no” enables you to focus your salesforce on the opportunities they can win.
Myth #6: e-Sourcing burdens suppliers with new cost, technology, and resource requirements. Wrong again. There is compelling evidence that e-sourcing also reduces overall SG&A costs. A recent study from the University of North Texas found: “A supplier can reduce its cost of sales (salesperson commissions, advertising, etc.) using reverse auctions.”
Myth #7: e-Sourcing eliminates buyer-supplier relationships. I recently asked a supply management executive at a major life sciences company how he was able to drive such aggressive use of reverse auctions. His response, “I tell suppliers, ‘If you believe your customer relationship is all about negotiating, then you don’t have a relationship.’” This isn’t just rhetoric. Many companies have begun partnering with suppliers to remove cost from the entire supply chain. New multi-tier sourcing, co-sourcing, and buy-sell approaches are being embraced by a wide range of enterprises (particularly in the aerospace, automotive, and high-tech sectors) looking to gain better visibility into costs and risks inherent in the sub-tier supply and to aggregate spend volumes and remove costs from the total supply chain.

May 3, 2008

Product/ TPM/RM-PM/ Vendor Coding systems

These four codes are the pillars on which the entire materials spend analysis rests. In this section we explore the logic behind each of the codes & how they help the material spend analysis file as well as the product cost sheets work. These would also aid us in further expanding the analytics and get us to perform various permutations & combinations.

The codes have been developed with a view to accommodate all the business processes of the organization and it is the developer’s vision that the codes would be used universally.

To begin with we analyze the product codes that have been developed:

Product Code:

The products marketed by us have been given a 12-digit code. To illustrate the working of the codes we explain by taking an example.

Serotin AST 100ml Physician Sample
3VST2010100P


First Digit: The first digit of any product code represents the marketing division that handles the product. This helps the spend analytic software to perform analytics for each division. Also it helps segregate products based on the division that is concerned. In this case we have provided the following nomenclature:

1 – ABC
2 – DEF
3 – HIJ
4 – KLM

There is provision for expansion of Divisions so that any new segregation can be done easily.

For e.g.: In this case Serotin AST 100 ml Physician sample is marketed by HIJ hence the first digit is ‘3’.

Second Digit: The second digit of any product code represents the therapy area that the product handles. The same benefits as segregating the product on the basis of the marketing division helps us by segregating on the basis of the therapy area. The software can analyze the portfolio of each therapy area therefore providing essential information on the particular therapy area. In this case we have used the first digit of the therapy area to be represented in the code.

G – Gastroenterology
N – Neuroscience
P – Pain Management
M – Metabolics
U – Urology
V – Vitamins
A – Antibiotics
H – Hospital Care
O - Others

For e.g.: In this case Serotin AST 100ml Physician sample belongs to the therapy area Vitamins, hence the second digit is ‘V’.

Third & Fourth Digits: The third and fourth digits are the first and last digits of the brand whose code has been defined. These are only provided to enable the human mind to identify the product.

For e.g.: In this case Serotin AST 100ml Physician sample has the first and last digits of the brand name as ‘S’ & ‘T’. Therefore the code contains ‘ST’ as the third & fourth digits. Similarly Glaco Total is ‘GL’ and Glaco OD is ‘GD’.

Fifth Digit: The fifth digit represents the type of packing that the product has undergone. This is one digit, which would need further refinement. As of now the nomenclature stands as follows.

1 – Tablets/ Capsules in blister/ PVC/PVDC or foil
2 – Bottles whether they contain capsules or liquid.
3 – Injections/ Vials

The above coding system allows users to identify the kind of primary packing and develop appropriate distribution/ Packing strategies.

For e.g.: In this case Serotin AST 100ml Physician sample is packed in bottles in liquid form therefore the code contains the fifth digit as ‘2’

Sixth, Seventh, Eighth Digits: The sixth, seventh, eighth digits represent the potency of the drug. This helps users differentiate between two drugs with the same brand name and with the same packing. A classic case in question would be Blickan 200, Blickan 400 & Blickan 600. These are only differentiated by the potency of the drug involved.

In this case, 10ml of Serotin is the recommended size of dose. Therefore the sixth, seventh, eighth digits are ‘010’ respectively.

Ninth, Tenth, Eleventh Digits: The ninth, tenth, eleventh digits represent the pack size of the drugs. They help the user identify the primary pack size. A classic example would be Blickan 200 9’s pack and Blickan 200 15’s pack. The last three digits help in differentiating each other.

For e.g.: In this case Serotin AST 100ml Physician sample is packed in bottles of 100ml each. Therefore the ninth, tenth, eleventh digits are ‘100’

Twelfth Digit: The twelfth digit if left blank represents a sale pack and if denoted by ‘P’ represents the physician sample. The digit has been provided only to distinguish between a sale pack and a physician sample pack.

The product codes may be expanded to include other details as well. In a few exceptions, where the names of the products are very similar the third and fourth digits have been appended with one more small case digit. This differentiates between two similar products with similar spellings and similar attributes.

Third Party Manufacturer Codes (TPM Codes):

The TPM codes are fairly simple and the following is the nomenclature. To explain the coding system we take three examples.


A110 – AKMA
A120 – ACOM
B400 – BLODIA.


First Digit: The first digit of any TPM code is the first letter of the TPM name.

For e.g.: The first digit of Akma and Acom is ‘A’. Therefore the first digit ‘A’ represents both the codes. The first digit of Blodia is ‘B’ hence represented by ‘B’.

Second Digit: The second digit of any TPM code is the CST applicable when the product is billed from that location.

For e.g.: The CST applicable when the products are billed from Akma or Acom is 1% therefore the code given is ‘1’.

Third Digit: The third digit is the serial numbers to differentiate between two TPM’s with in the same location and with the same starting letters. A classic example is Akma & Acom. Since both begin with the same letter the serial no 1 & 2 have been used to differentiate the two.

Scope of Expansion:

The fourth digit has been left blank on purpose. The same may be used to denote a TPM located in the excise free zone Vis a Vis a TPM located in the non-excise free zone. Alternatively any other important attribute may be used to signify the fourth digit.

RM/PM Code:

The RM/PM code developed is in a very rudimentary stage as the different attributes of the RM/PM need to be understood before defining the codes. Nevertheless it allows for functioning and currently the following have been incorporated in the codes.

The first 2000 digits 0000 to 2000 represent the Active Pharmaceutical Ingredient that go into the product. The code for each of the API is given alphabetically. Based upon further important criteria, codes may be modified.

The digits from 2001 to 5999 represent excipients, which aid in binding, sweetening and other properties. The structure followed to code the excipients is as given below.

2001 – 2300: These are the Binders. The unique codes for each of the product are given alphabetically.
2301 – 2800: These are the Coatings. The unique codes for each of the product are given alphabetically.
2801 – 3000: These are the Glidants. The unique codes for each of the product are given alphabetically.
3001 – 3300: These are the Fillers. The unique codes for each of the product are given alphabetically.
3301 – 3400: These are the Disintegrants. The unique codes for each of the product are given alphabetically.
3401 – 3600: These are the Lubricants. The unique codes for each of the product are given alphabetically.
3601 – 3900: These are the Preservatives. The unique codes for each of the product are given alphabetically.
3901 – 4800: These are the Flavors & Colors. The unique codes for each of the product are given alphabetically.
4801 – 5000: These are the Sweetners. The unique codes for each of the product are given alphabetically.
5001-5999: These have been left blank intentionally to accommodate for any expansion in the excipient category/ excipients.

The digits from 6000 to 9999 represent the Packing material that is used to pack the product. The different kinds of packing used are Primary, Secondary & Tertiary packing.

The primary packing material is further subdivided into bottles, foils etc. The coding system is as given hereunder.

6000 – 7499: Primary packing material. The primary packing is further subdivided as follows.
6000 – 6099: These are the Plastic containers & Caps. The unique codes for each of the product are given alphabetically.
6100 – 6350: These are bottles. The unique codes for each of the product are given alphabetically.
6360 – 6599: These are the caps. The unique codes for each of the product are given alphabetically.
6600 – 6699: These are PVC foils. The unique codes for each of the product are given alphabetically.
6700 – 6799: These are PVDC foils. The unique codes for each of the product are given alphabetically.
6850 – 7139: These are Aluminum foils. The unique codes for each of the product are given alphabetically.
7140 – 7249: These are Blister foils. The unique codes for each of the product are given alphabetically.
7250 – 7349: These are Glassine foils. The unique codes for each of the product are given alphabetically.
7350 – 7399: These are cups. The unique codes for each of the product are given alphabetically.
7400 – 7499: These are miscellaneous primary packing items. The unique codes for each of the product are given alphabetically.

7500 – 7949: Secondary packing material. The secondary packing is further subdivided as follows.

7500 – 7849: These are cartons. The unique codes for each of the product are given alphabetically.
7850 – 7949: These are Catch Covers. The unique codes for each of the product are given alphabetically.

7850 – 9999: Tertiary packing material. The tertiary packing is further subdivided as follows.

7950 – 7959: These are Hologram labels. The unique codes for each of the product are given alphabetically.
7960 – 8299: These are Labels. The unique codes for each of the product are given alphabetically.
8300 – 8789: These are DFC’s. The unique codes for each of the product are given alphabetically.
8790 – 8839: These are Shippers. The unique codes for each of the product are given alphabetically.
8840 – 8999: These are miscellaneous items provided for expansion of scope of products. The unique codes for each of the product are given alphabetically.
9000 – 9199: These are Gum pastes/ adhesives/ BOPP Tapes. The unique codes for each of the product are given alphabetically.
9200 – 9300: These are labels. The unique codes for each of the product are given alphabetically.
9300 – 9999: These are blank codes provided for expansion of scope of products. The unique codes for each of the product are given alphabetically.

May 2, 2008

Marketing & Admin Spend Analytic

The next major category of spend identified is the Marketing and Administration spend. I would like to reiterate that the Total spend analytic tool has limited value here as it does not enable the level of drill down that we would be interested in disabling us from strategizing on the supplier networks. As I have mentioned previously this tool was made possible because we have a centralized purchasing system. It can also be made possible if data of different spends is available in the organization. Of course that would require us to modify and suit the tool based upon our requirements.
In order to do this we took a dump of all the Purchase Orders that had been issued in the previous year. Lack of an IT system and manual filing of the PO’s made the job extremely tough. We had to hire data operators to get the 1500 odd PO’s punched in the system. To get over this problem in the coming year we developed an Online requisition system, more on the same in the online requisition system. Presently we will be discussing about this tool.
This file is again made up of three sheets.
  • Data Sheet
  • Analytic Sheet
  • Summary Sheet

The data sheet contains all the POs issued in the preceding financial year, classified by the date, Item description, Item Category, Department, Division, Supplier, Spend. The data sheet is only a dump of the existing purchase orders.

Depending on the combination of requirements chosen the tool would throw up the spend on each suppliers and each department. The three tools Total Spend Analytic, Material Spend Analytic and Marketing & Admin Spend Analytic would help us in our further endeavors to identify areas to focus & cut costs.

Total Spend Analytic

The total spend analytic was made by taking a dump of the general ledger for the preceding financial year. For a spend of 5.6 bn INR the system dump lead to a file running to 80MB. This looked like a dead end as Microsoft Excel or for that matter any other spreadsheet software is limited by the number of rows that it can handle. We therefore had to find an innovative way to extract only the relevant data and get it in a presentable format. To get over this we first had to identify what was it that we needed? All we needed from the general ledger is the department wise division wise category wise spend. The date of spend would also have been a valuable data entry to track the movement of spend. However, the resources in place were limited and therefore we developed a C program which would sum up each category of spend over the entire year. This way though we would not be able to track the movement of the spend over a time frame. We still had a consolidated spend of the entire year for each category in a much more manageable size. A point worth noting here is that we had used the C program not because it offered us some advantages over any other programming language but because I as a Mechanical Engineer had learnt only the basics of C about 8 years back. I was conversant with only this language and therefore we used the same. I’am sure that there maybe better ways of doing the same and also having the spend movement tracking. (Please check footnote to find why spend tracking is essential)

The 80 MB file broken into a text file of 1.7 MB was manageable. This sheet went in as the data sheet classified in the heads shown below:

Ø Division
Ø Department
Ø Description of Spend
Ø Level of Influence
Ø Actual Spend

While the Division, Department, Description of Spend & Actual Spend was had from the dump itself the level of influence we can have on each of the spends was input manually by sorting the spend on the basis of the description. In order to throw up the actual spends for the preceding year, under different combinations of Department, Division, Description and Level of Influence we took the aid of macros and pivot tables. To clarify the working of the spreadsheet I would quote an example.

Selecting the marketing division only would allow me to evaluate the total spend of the different marketing departments under different categories like POP Print, POP Gift, Events etc… Selecting a particular department under marketing would give me the spend of the same department under various categories like POP Print & Gift etc. Selecting the category of spend only would give the spend of the entire organization and also under different departments. Thus enabling us to have a macro picture of the spends.
This tool would allow anybody to identify spends across any of the heads under any combination desired. While this tool enabled us to identify and classify the spends we needed a further drill down. To enable further drill down we developed two more tools which I have mentioned above and will be describing below.

Spend Analysis

This is the starting point of any strategic sourcing job. A spend analytic identifies the spend into major categories and allows for classification of the spend into major categories. This leads to further investigation of the spend and to strategize based upon the importance of the spend. An important point to realize here is that the strategic importance of a spend is not just related to the price or the quantum of spend, but also to the risks associated with the spend. Therefore, the spend analytic only does a part of the job in determining the quantum of spend and classifying the spend. Strategizing the spend is another ball game that will be dealt in a short while.

Here also there are a number of spend analytic tools to aid us. When you google for spend analysis you will find a number of softwares on the right handside. However, I have never used any of these, therefore I will not be able to describe the same to you neither will I be able to recommend you any. I have however, used spreadsheets for the same and they are very effective. Here I will talk about three tools that I have been able to develop. The first two tools developed are not specific to any organization and may be developed anywhere. However, the third can be developed with ease when you have a central purchase department or data of different departments are available easily.

Ø Total Spend Analytic
Ø Material spend analytic
Ø Marketing & Admin Spend analytic.

Supplier Databases

While a great many softwares are available in the market. The essential thing to remember is that atleast the basics of a company and its capabilities should be captured. These include:

Ø Supplier Name
Ø Supplier Address
Ø Product portfolio
Ø Client portfolio
Ø Financial muscle
Ø Manpower capabilities
Ø Technical capabilities
Ø Quality certifications
Ø Performance measures (More on performance measures later)

The software needs to be dynamic enough not only to capture the details but also allow for enrichment. While a periodic review of the databases seems to be ideal, my experience has indicated that it is prone to mistakes and at times lethargy creeps in and one has to build up a command and control structure. The databases lose relevance in a short while and become practically useless.

In this regard I have felt that we need to classify our spends based upon strategic importance. Once these have been classified, we are left with a relatively small number of suppliers and strategic spends to manage. Also because of the nature of spend being of strategic importance the buyer tends to have a close relationship with the supplier, therefore the buyer can & does manage the database more effectively. Also limited access maybe given to the supplier who can update his portfolio as visible in the customers database. I have worked in one of the largest automobile company in India and also in one of the largest pharma MNC’s of the world. While I have not been able really incorporate the kind of supplier database that I speak of, I believe that this is a reality. We have been maintaining this database in Excel & Excel is not really well suited for this job. Incase any of you can come up with a better solution I would appreciate the same.