似乎是合乎逻辑的. But those objectives have often pitted these important departments against each other.
For forwarding thinking companies, that’s no longer the case. “采购的角色正在演变,“克里斯汀Ruehle, managing director of procurement business process services at Accenture, 在一次采访中告诉Supply Chain Dive. “They’re being asked to play a much more strategic role in the business, which is changing some of their objectives and can close the gap between supply chain and procurement.”
Procurement goes from saving dollars to strategic entity
Traditionally, procurement has been focused in getting the absolute best deal. “Their KPIs were focused on how much identified savings they were generating for the company,”Ruehle说. “It could be ‘Look, I negotiated a new contract with a supplier. 我从之前的合同中获得了7%的节省. I get a little smiley face on my scorecard because I did 7% savings.'”
But that used to be it: If those 7% savings weren’t realized in reality — the stakeholders didn’t actually make the buy, or the thing procured didn’t work right so it was never fully utilized or it made such a mess in the supply chain that operations slowed — it didn’t matter.
“Whether or not they saw the savings at a corporate level was entirely different. Savings was their primary objective — just go out and generate savings because that’s what their scorecard was driven toward,”Ruehle说.
在过去的五年里, 随着采购角色的演变，这种情况发生了变化, 而且每一笔交易都不仅仅是在价格上被衡量. “Procurement is now playing a role in helping evaluate and assess suppliers or financial risk with partnering with a supplier that may not be able to meet their needs,”她说, 这包括与供应链的合作.
At Arrive Logistics, the focus has been on one common KPI: the cost per transaction. That means having a core group of carriers that the company works with every month and that are also given priority access to new contracts, even if they are paid more than if the company put those contracts out to bid on the open market.
“A lot of brokers are just going to post the load to the internet and field 150 calls and get the cheapest rates,“马特Pyatt, arrival Logistics首席执行官, 在一次采访中告诉Supply Chain Dive. “Those are typically not going to be the cheapest shipper over time.”
与核心运营商, Arrive Logistics know — barring a disaster — loads are going to get picked up and shipped on time. That saves on chargebacks and helps keep the relationships with customers strong.
If procurement and supply chain are still butting heads, 这通常是一个自上而下的问题, 约翰·塞德尔先生, managing principal and founder of the 新 Course Group, 在一次采访中告诉Supply Chain Dive. If operations and supply chain report to different officers in the C-suite, 而这些官员无法达成协议, 下一级的人都不会. Oftentimes, it’s a problem that needs to be resolved by the COO or CEO.
“The culture of an organization has a lot to do with it,” he said. “Sometimes at the executive level, someone will say ‘leave my buyers alone.’ When you have those silos up, you end up with a lot of conflict.”
One way to resolve this conflict is to change the way that procurement and supply chain see each other and how their goals are aligned, Ruehle说. The supply chain wants to meet production goals and produce a high-quality product while limiting risk; procurement wants to find the best suppliers to meet company goals.
至少一年一次, supply chain and procurement should have a detailed discussion of what they both need for the next year, Ruehle建议. That can lead a company to create an engagement model that has procurement and supply chain realizing that they are customers of each other.
“供应链是采购的客户, who is going to help them establish the best agreement with the best supplier to meet their needs while mitigating risk in the supply chain,”Ruehle说. “相反, if procurement needs further clarifications on business requirements or specifications from supply chain, procurement should understand how long it’ll take supply chain to respond.”
That might even mean putting tools in place that treat supply chain like a consumer: things like creating a dedicated help desk that supply chain can call to talk to a procurement professional, or a messaging type system where supply chain knows they can get their question answered. “It’s taking a lot of the concepts in the business to consumer world that we see all the time and adopting some of those B2C capabilities,”她说.
“这是组织发展的方式. It allows everyone to be really focused so you’re not just being the generalists,”Ruehle说. “You can be very, very focused on your capabilities, but you do need that operating model in place.”