Appendix
Appendix I: Questionnaire interviews I
Appendix II: Response II
Appendix III: Organisation Chart III
Appendix IV: Supplier portfolio IV
Appendix I: Questionnaire interviews
Questions with regard to e-purchasing
How do you define e-purchasing?
What are the reasons to start using e-purchasing?
How do these connect to the company goals?
What is the influence of the Internet on the current way of purchasing?
What investments are made to use e-sourcing /e-purchasing?
What is the transactional volume using e-purchasing?
Questions with regard to sourcing proces
Are the staps used by van Weele recognised?
What sources of informaiton are used to identify suppliers?
What sources of informaiton are used to select suppliers?
What sources of informaiton are used to evaluate suppliers?
How are the information sources obtained?
Are these sources of information always looked at in the sourcing process.
If not, why not?
Questions with regard to e-sourcing
Which products are used to be souced electronically?
Why are these products sourced via the Internet?
What are the advantages of e-sourcing for the company?
Do you use electronic marketplaces?
Do you use other e-souricng applications, next to e-marketplaces?
What are the dis/advantages? Are these measurable in short and long term?
How many contracts are made by e-sourcing?
Questions with regard to marktplaatsen
What kind of marketplaces are used?
For what kind of products are these marketplaces used?
What are the adavantages of these marketplaces?
What tools are used on these marketplaces?
Questions with regard to implementatie
Are big changes needed to implement e-souricng? If so, what?
What are the critical succesfactors to implement e-sourcing?
What are the bottlenecks?
What can go wrong with the implementation?
Appendix II: Response
Results of interviews:
The questionnaire of appendix I is used in the interviews and resulted in the following answers. The questions are answered in the order of the questionnare.
Company A:
Questions on e-puchasing:
Procurement = sourcing + ordering Cost reduction + hype
Cost reduction
Internet will be the standard communication medium, but the use of other communication medium will be used as well.
Small -
Questions on sourcing:
Yes
Internal data for identification
Quality / price/ delivery in time/supply chain Via ERP, but does not work yet
Intern aanwezig -
-
Questions on e-sourcing:
Leverage en routine quadrant Namely routine
Time and Transparency Yes
Nee
Advantages: history (index) -
Question on marketplaces:
horizontal in FMCG FMCG, not very much yet Connectivity
e-forecast
Question on implementation:
e-sourcing relatively easy, e-ordering is difficult organisation
more peopleÆ more resistance1
underestimate the implementation / technology takes over
Company B:
Questions on e-procurement:
Procurement(broad); sourcing; procurement(narrow)
September 1999 started to organise the purchasing from a central point One conform way for all BU’s
moderate
big over all BU’s
50 suppliers (Netherlands) 20-25 users
Questions on sourcing process:
Yes
SAP (2000 vendors)
Approved, only look at the bottleneck suppliers History/pre qualification/ random audit
SAP SAP
Nee, only on bottleneck suppliers
Questions on e-sourcing:
Direct/indirect with use of Kraljic or commodity strategy Standard and volume combination
Lower cost price (4-8%), good preparation needed, speed on negotiation Yes
Not yet (future e-surplus/ e-logistics) Advantages: more suppliers
Disadvantages: relation and switching costs +- 18 RA a year
Questions on marketplaces
Horizontal focussed on procurement and a marketplace for RA’s Direct en indirect for leverage in the routine quadrant
More contracts for suppliers, process efficiency(reduction in errors, rework and payment), better service, one stop shop , back end automation
RFI, RFQ and RA
Questions on implementation
No, organisation adapts very easily, But for back office intregration it is Willingness
Technical side (development and connection back end) -
Comments:
Advantages of RA’s can be shown advantages of procurement are less.
Company C:
Questions on E-purchasing:
purchasing= sourcing + procurement
go with the dotcom hype, reduce connectivity costs, advantages of RA
To reduce costs - what do we want and where is the added value? And % of Internet use.
Facilitating
2 year with 25 people 5-25 % transactions
Questions on Sourcing:
Yes - - - - -
Questions on e-sourcing
Kraljic combined with other analysis Leverage + routine
Cost reduction, process efficiency, simplify search for new suppliers Yes
-
Advantage: strategic transparency 50-80 RFQ and 15-20 Auctions
Questions on marketplaces:
One vertical for chemicals and one for connectivity (procurement), and two for RA’s Direct and indirect
Online negotiationÆ process efficiency tool and connectivity RFQ and RA
Questions on implementation:
No, need more awareness. But for procurement, yes.
Commitment (purchasing organisation), and benefits of the learning curve Only use RA if the conditions are right: know the supply market and make a good preparation.
-
Comments:
Strategy is one approach for all BU’s
One centre of business have to judge all e-strategies (archive +recommand)
Company D:
Questions on E-sourcing:
e-procurement = sourcing + purchasing reduce costs/ maximize leverage
all new applications can connect to the Internet investments are big
2-3% indirect goods spread over several BU’s
Questions on sourcing:
yes
current system/ history /e-marketplace
TCO – transport/warehousing/R&D/production capacity Traditional, want to do it otherwise in near future -
No, on experience
Questions on e-sourcing:
Kraljic, indirect
Leverage: auctions/ strategic: e-supply chain/ routine: catalogues/ bottleneck: search Short term savings + cost reduction/ Synchronisation/ Process optimisation
Yes
Yes, supplier application
Disadvantage: bound to supplier, higher switching costs Advantage: no investment in marketplace
0%
Questions on marketplaces:
A horizontal marketplace for FMGC and a marketplace with a source service Indirect goods
Many suppliers, spread costs, standardisation leads to cost reduction RA
Questions on implementation:
Yes, standardised purchasing activities, used to be no core business with ad hoc buying.
Immaturity of e-marketplaces Willingness of organisation -
Comments:
All parties have to see the advantages, otherwise there is an extra link in the supply chain.
Appendix III: Organisation Chart
purchasing manager
BOM strategic (electronica)
BOM strategic (plastics, metals,
packaging and accessories) NPR
strategic
secretary projects
F&A suncare
initial
initial general
initial investments
procurement groupleader
support purchaing
assistant
initial purchasing
purchasing assistant
initial plastics
initial metals
initial packaging &
accessories
Supplier Quality Department
support
quality assurance
assistant
quality engineer
Appendix IV: Supplier portfolio
