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Strategic Sourcing Orientations & Decisions
sso
Learning- Make or Buy decision
- Choosing right sourcing alternatives
Performance- Determining how much cost
spent, with whom, and for what
- Determining how much value is perceived or captured
Planning- Identifying sourcing
objectives- Aligning sourcing objectives with long term organizational
goals
Relationship- Selection suppliers
- Finding new customers - Evaluation supplier
performance
Purchasing Manager
Contract Manager
Capability Sourcing Analyst
Category Manager
Product Manager
Chief Procurement Officer
Chief Strategy Officer
Strategic Sourcing Manager
3
Spend Management
Sourcing Management
Supplier Selection
Contract Management
Relational Management
SAP
Accounts PayableERP
Purchasing Cards
eProcurement
eSourcing
GL account
Online RFx
e-Auctions
Spend Data
Sourcing Data Contract Data
Supplier Data Performance Data
Fact based Decision Making
Application Layer
Process Layer
Data Layer
Analytics Layer
Decision Layer
Spend analysis
Market analysis
Demand analysis Risk analysis Value chain analysis
Descriptive Diagnostic Predictive Prescriptive
Data (Acquiring)
Insights (Analyzing )
Act (Acting )
Chief Procurement Officer (CPO)
Performance analysis Capability analysis
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Spend Management
Sourcing Management
Supplier Selection
Contract Management
Relational Management
SAP
Accounts PayableERP
Purchasing Cards
eProcurement
eSourcing
GL account
Online RFx
e-Auctions
Spend Data
Sourcing Data Contract Data
Supplier Data Performance Data
Fact based Decision Making
Application Layer
Process Layer
Data Layer
Analytics Layer
Decision Layer
Spend analysis Market analysis Risk analysis
Value chain analysis Demand analysis
Descriptive Diagnostic Predictive Prescriptive
Chief Procurement Officer (CPO)
disparate nature of systems and data sources
Non-automated Processes
lack of data centralization, integration, standardization
lack of advanced techniques, softwares, skills
lack of visualization techniques
5
Research Objectives
Objective 1: a holistic view on strategic sourcing
Objective 2: a conceptual basis for centralization of procurement data
Objective 3: a conceptual basis for systemic exploration of strategic sourcing alternatives
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Service-Dominant Conceptual Modeling
1. Service ecosystem perspective as a holistic view on strategic sourcing orientations
2. Strategic sourcing conceptualization for procurement data modeling 3. Conceptual modeling as a way of exploring strategic sourcing
alternatives
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Solution Approach
Seligmann et al., 1989Analyzing the structure of IS methodologies, an alternative approach
Way of Thinking
Way of Modeling Way of Working
Way of Supporting
principles
viewpoints & conceptualization model-based exploration
model-based analytical techniques and tools
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Way of Thinking: Service ecoSystem
Capability
Resource Competency
Competitiveness or Surviving Profitability or Viability
Supply Network Members
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Way of Modeling: Conceptualization & Viewpoints
What the actor Can doWho is the Actor
What the actor Has
What the actor Does
C.A.R.S