Procurement In Auto-Pilot · Exploit platform capabilities SRM/SIM (Supplier relations-hip management and supplier info. management) Supplier performance ma-nagement (multi-criteria,

Procurement In Auto-PilotHow Automation is Boosting Effi ciency in Procurement and Driving Organizations Forward

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Jaggaer_AutomationEfficiency_Whitepaper_EN-2.indd 1 14.04.2018 08:52:27

22

Effi ciency is doing things right; eff ectiveness

is doing the right things.

Peter F. Drucker

Austrian-born American management consultant,

educator, and author. He has been described as "the

founder of modern management"


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Procurement: The Value Engine of The Company? ..................................................................................................................................................2

Why Is Efficiency So Important? ........................................................................................................................................................................................2

How To Be More Efficient? ................................................................................................................................................................................................. 3

The Old Way: Removing Manual And Low-Value Work ...........................................................................................................................................6

The New Way: Cognitive Procurement .......................................................................................................................................................................... 7

Manufacturing Case Studies ..............................................................................................................................................................................................11

Case 1: eInvoicing At Trumpf ..............................................................................................................................................................................12

Case 2: VMI And Forecasts In Real-Time At Grohe ...................................................................................................................................12

Conclusion ......................................................................................................................................................................................................................... 14

Further Readings ...................................................................................................................................................................................................................15

Table of Contents


4

To make a comparison with the manufacturing world, Procurement

is analogous to an engine. The purpose of the engine is to produce

the power that powers the vehicle it is contained within. The

purpose of the Procurement function is to produce the value that

drives the organization it is contained within. To do so, Procurement

requires energy. The energy, among other things, consists of the

function itself (the people), and everything the Procurement function

needs to work (time, information systems, etc.). The less energy the

engine needs, the better!

But this is not the whole story. The engine must run and continue to

perform at an optimum level of productivity over time, and do so in a

sustainable manner!

A “best-in-class” Procurement function is thus a function whose

Value Engine continuously delivers value (it is sustainable) to other

departments / stakeholders (it is eff ective) while requiring minimum

energy (it is effi cient).

Eff ectiveness is about producing an expected result. The gap

between the target and the actual result defi nes the level of

performance.

Effi ciency has nothing to do with the result itself but focuses on

what is required in terms of resources to produce it. Therefore, “the

less, the better” is defi nitely the objective of increasing effi ciency.

PROCUREMENT: THE VALUE ENGINE OF THE COMPANY?

Effi cient

(Doing the things right.)

Sustainability

(Continuously)

Eff ective

(Doing the right things.)

The sweet spot


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Now that we have identified the two primary KPIs for the

Procurement Value Engine, we can explore how they relate to

each other and what best-in-class organizations should aim for. As

illustrated earlier, the Holy Grail is to be effective AND efficient.

However, as explained in a recent article on Spend Matters’ website

Chief Procurement Officer, it is often difficult, if not impossible, to

simultaneously maximize both. Nonetheless, as the article points

out, there is a symbiotic relationship between effectiveness and

efficiency and a failure to grasp this could result in an organization

pursuing a plateau that it might not be able to reach.

With a limited amount of “energy” (as defined earlier), your

organization can only manage a certain amount of input and

produce a certain quantity of result. This is where the organization

reaches a productivity plateau. To achieve an increase in results (or

output), the only solution is to increase the level of energy, which is

very often translated as “more people”. Another article from Spend

Matters based on an APQC study on maverick buying illustrates this

point. However, there is another way.

As described in the article cited above, you can “use efficiency to

fuel effectiveness.” The time freed up by an increase in efficiency

can then be used to fuel effectiveness by being able to do and

manage more! In Procurement, a typical example is using the newly

available bandwidth to manage more spend and therefore produce

new value incrementally.

A better Procurement Engine is one that delivers more value-

for-money (VfM). The Value-for-Money of Procurement can be

defined as “a utility derived from every purchase or every sum of

money spent. Value for money is based not only on the minimum

purchase price (economy) but also on the maximum efficiency

and effectiveness of the purchase.” Therefore, VfM applied to

Procurement is about maximizing value from each dollar invested

in the Procurement function’s people, process, and technology. At a

high level, the Procurement VfM can be described as:

VfM levers = Reduce Input + Increase Output + Reduce Energy

Which leads us to the following breakdown:

WHY IS EFFICIENCY SO IMPORTANT?

HOW TO BE MORE EFFICIENT?

Governance & Category Mgmt. Sourcing/Supply Mgmt. Purchase-to-Pay

Vfm = x x+ x x x

Reduce /

influence

demand

Decrease

contract

costs

Increase

spend under

management

Increase com-

pliance with

contracts

Decrease

order-to-pay

costs

Reduce usa-

ge costs

Reduce

risk

1 Source: http://www.businessdictionary.com/definition/value-for-money-VFM.html#ixzz3vo4vv

As already mentioned earlier, efficiency can be invested

into increasing effectiveness, for example, by enabling

Procurement to address areas that have been left untouched

or sub-optimized until now because of a lack of capacity. In

addition, efficiency improvements allow Procurement to be

more agile and proactive. This leads to new capabilities and

enhancements in cycle times:


6

“Don't jump whole hog into technology. Walk and

then run if it works. Establish meaningful metrics to

measure its performance. Make sure each piece

fits into a long-term puzzle.”

Robert A Rudkzi, Douglas A. Smock, Michael Katzorke,

and Shelley Stewart, Jr.

• Revisit sourcing lists (preferred suppliers) more than once

a year to ensure continuous alignment between sourcing

strategy and needs (especially critical for new product

developments),

• Manage market dynamics better: the ability to identify and

capture positive market changes (or mitigate impacts of

negative ones) by dynamically going back to market

• Improve cycle times in spend management processes that

enable other support functions or positively impacting the

product lifecycle;

• Reduce savings leakage by transforming identified

savings into actual savings because of improvements in

contract management

Another aspect of efficiency lies in the tools used by

Procurement to perform its activities. Efficiency, as stated

earlier, is about how Procurement works and, in our

technological era, it is impossible not to talk about technology.

Technology plays a key role in efficiency gains because it is

an enabler, simplifying a lot of administrative tasks and making

process integration possible.

Typical efficiency gains that are specific to using Procurement

technology include:

• Automation impacting the level of resources needed and

cycle times,

• Economies of scale from centralizing information and data

management,

• Knowledge Management (KM) based on centralizing and

securing information while making it more available across

geographies (physical or functional).

In addition to increasing efficiency in your Procurement

organization, technology also enables suppliers to be more

efficient. This means that Procurement can introduce efficiencies

into the supply chain that it can benefit from. This is also an

important aspect of the business case for better supplier

onboarding (supplier portals, EDI/webEDI for PO management,

e-Invoicing, etc.).


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But not all technologies are equal when looking at effi ciencies.

Some technologies are more cost eff ective than others.

Remember what Rudzki, Smock, Katzorke, and Stewart said in

Straight to the Bottom Line: An Executive Roadmap to World

Class Supply Management (see page 6).

Also, cost includes IT costs (infrastructure, licenses, fees, etc.)

and usability costs. In recent years, SaaS and cloud solutions

have transformed many functions, Procurement included,

because they often maximize time-to-value vs. on-premise

solutions.

In addition to reducing installation and operating costs,

most SaaS and cloud solutions rely on the philosophy of

interoperability:

• System-to-system (interfaces and communication

protocols)

• Process-to-process (interdependence and integration)

• People-to-people (collaboration)

All of this is in a context of a global economy and global supply

chains. Thanks to SaaS and cloud technologies, Procurement

can create a workspace containing all the data required for

both strategic and tactical activities. This workspace is ERP-

agnostic, meaning that it can be connected easily to multiple

and various systems (ERPs and beyond: PLMs, BWs, etc.);

internal and external systems. This:

• centralizes key information in a single location, making

data collection and analysis easier;

• fosters collaboration with various partners and

stakeholders as required by the various business

processes running in the solution;

• streamlines data management by having data directly

managed by the relevant data owner;

• simplifi es master data management (MDM) by creating

one set of master data that then dispatches the

information to the operational systems; and

• increases agility and resilience by securing data and

making it easily transferable (imagine an organizational

change that results in changes in responsibilities and the

resulting nightmare of transferring the data contained in

mailboxes!).

Other Stakeholders

Procurement

Masterdata #1

Masterdata #2

Masterdata #n

...

Suppliers

3rd Party Sources Internal Information Systems

Access Control & Roles

Business Process #1

Business Process #2

Business Process #n

...


8

Historically, organizations looking at improving their

efficiencies have looked at the process cost reduction in the

VfM equation we mentioned earlier. Removing manual tasks

that add no or little value is a low hanging fruit. However, there

are also other ways.

THE OLD WAY: REMOVING MANUAL AND LOW-VALUE WORK

Capability Actions Value Platform

Exploit platform capabilities SRM/SIM (Supplier relations-hip management and supplier info. management)

Supplier performance ma-nagement (multi-criteria, and cross-functional)

Catalogs, reverse auction, eRFx

Incident tracking and correc-tive action management for issues

All spend can be under ma-nagement in the platform.

All required information is centralized and available in relevant processes providing buyers with the proper sup-plier picture when inviting to events or placing orders.

Catalogs, RFx, reverse auctions

Forms and templates / cate-gory (supplier profiles, cost breakdown/TCO models…)

Benchmark and trends over time (market indexes, internal indexes…)

Integrated Quality manage-ment: issue, return, and corrective action planning

Track and manage all Transactions

PO management (issue/chan-ge, confirm, receive)

M-way match and automatic payment approval

Automatic rejection and re-turn for error correction

Frees up wasted transactional effort by only routing excep-tions and anomalies to buyers who have more time for more strategic activities

PO management (portal, EDI/WebEDI, confirmations, ASNs, …)

Forecasts and inventory visi-bility (E.g. VMI, Kanban,...)

PO flip, eInvoicing, M-way match

Smart workflows and recom-mendation “assistants”

Use workflow and process templates

Business process modelling (smart workflows)

Supplier integration (portal, EDI/WebEDI)

Focus on exceptions

Real-time information

Extended collaboration (inter-nal and external)

Supplier portal / network

ERP integration

Smart workflows

In many organizations, there is a lot of waste in processes. Lean

process transformation can save a considerable amount in

overhead cost. A recent Hackett report found that world-class

organizations that take advantages of Procurement technology

are more efficient with 22% lower labor costs and 29% fewer

full-time equivalents (FTEs) than more typical organizations. In

certain processes, automation can decrease costs even more.

e-Invoicing is one example. Reductions of up to 70% to 80% in


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New technologies push even further the boundaries of what can

be automated. It is no longer just simple and repetitive tasks.

Automation now enters more complex domains.

The quote above illustrates how technology enhances

decision-making processes. First, technology enables teams

to collect more and more data. Especially considering the

“Internet of Things”, or IoT, that, thanks to sensors, tremendously

increases the amount of data that organizations can collect,

track, and monitor. And good data (good = accurate + complete)

is, in the business world, a key prerequisite to any analysis and

to any decision.

With regards to Procurement, this is an area that still has

untapped potential for automation. According to a study

quoted by Spend Matters in an article from July 2016, there

are still many areas of Procurement processes that are not yet

automated:

THE NEW WAY: COGNITIVE PROCUREMENT

68% percent of survey respondents [reported] no

automation in supply relationship. Half or more of

the procurement and finance professionals surveyed

also reported no automation in supplier information

management, electronic supplier commerce and

strategic sourcing processes at their organization.

Spend Matters, What Procurement Processes are

Organizations Automating the Most?

One of the main reasons we cite digitization as a

main force shaping the second machine age is that

digitization increases understanding. It does this by

making huge amounts of data readily accessible,

and data are the lifeblood of science. By “science”

here, we mean the work of formulating theories and

hypotheses, then evaluating them. Or, less formally,

guessing how something works, then checking to

see if the guess is right.

Erik Brynjolfsson and Andrew McAfee in The second machine age.

time needed to process invoices are common place. Another

recent study mentioned by Spend Matters also reveals that

best-in-class organizations process 99.8% of their invoices in a

touchless manner (average P2P organizations only achieve 45%).

DATA INTEGRATION IS AN AREA WITH HUGE POTENTIAL FOR EFFICIENCY GAINS.

This is also confirmed by the results of our recent survey on

Digital Procurement. 168 organizations took part and, among other

interesting findings, the results revealed that most organizations

still spend a great deal of time and effort on connecting the dots

across silos due to organizational boundaries or heterogeneous

information systems.


10

Smart Procurement technologies can become “assistants”

for more than administrative tasks. Such technologies can be

compared to a consultant or to a colleague. There are different

ways to build such a technology:

• program it by encoding rules (e.g. “if this then that”)

• let the machine learn to develop autonomy and proactivity

Source: Gartner (September 2013)

“Actionable Intelligence is any intelligence that can

be used to boost a company's strategic position

against industry peers. The acquired intelligence

must be transferred into real actions.

Business Dictionary

LEVEL OF INTEGRATION BETWEEN PROCESSES (%)

22% No Integration

61% Manual Integration (pull)

17% Automated Integration (push)

We asked them if the integration of information was:

• a manual process to “pull” the information that is needed (e.g.

get data from a system, integrate into another one or in Excel)

• an automated one that “pushes” the information where and

when needed (data generated as output of one process and

stored in a system is available in subsequent process steps, if

needed, and in the system used to run that process)

For most organizations, data integration is a reality, but still very

manual and incomplete. More than three quarters of organizations

(78%), do integrate data. However, they do it mostly manually by

using Excel or downloading / uploading files into systems.

Even though data is critical for making the right decisions—and

even more so in our current business context—Procurement

professionals are still putting in too much effort into collecting

and analyzing data. What’s more, the quality of the data and the

ever-growing mass of data are additional obstacles that hinder any

efforts to develop actionable intelligence.

In addition to helping teams with data collection and analysis,

technology can help make sense of the collected information

and can contribute to the preparation of decisions or

recommendations. For years, Procurement organizations have

used “business intelligence” systems that were only focusing on

the descriptive piece. The rest was left to people (data analysts).

Now, technology is addressing:

• the predictive part: what will happen

• the prescriptive part: what to do to influence what will happen

in the direction I favor


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Here are a couple of scenarios that could be defined in a smart

Procurement platform to enable it to be proactive based on rules

and thresholds defined by the Procurement organization:

• If spend of supplier under XXX, then block supplier

• If quality of supplier (ppm or on-time delivery performance)

is under XXX, then launch audit / corrective action plan /

increase share of business allocated to other sources (if any)…

• If deadline or expiration date of RFQ / contract … then trigger

specific events (reminders, extensions…)

• Alert if some part of the spend has been left untouched for too

long (e.g. no RFQ or negotiation in the last XXX years)

• Alerts and recommendation for actions linked to raw material

price trends

The aim is to move from siloed processes running in isolation in several tools to a smart technological platform that enhances teams:

BIG DATA + SMART TECHNOLOGY = BETTER ACTIONABLE INTELLIGENCE

Recommendations

Decisions

Actions

SRM RFX

SCM

QM

• Weather data• Track & Trace data • Predictive maintenance • 3D printing availability

IoT Data

ERP Data

External Data

• Spend data• Requirements• Transactional data• Master data

• Financial risks• Supply chain risks• CSR risks• Classifications

IoT Data

ERP Data

External Data

f(x) Algorithm

f(x) Algorithm

Supplier

Strategy

Integrated and digital Category Ma-

nagement Using digital assistant

Technology

Scouting

Supplier categorization and

potential analysis at category level

Quality

Management

APQP, PPAP, Audits

Complaint Management

Certificate exchange

Supplier

Development

Measures Planning (PDCA),

Savings TrackingProcurement

Engineering

Measures Planning

(PDCA) Savings Tracking

Governance,

Riskmgmt.

& Controlling

Supplier Scorecard based on

hard facts and soft facts from

internal and external sources

Supplier

Selection

RFQ and eAuction with

category-level TVO analysis

based on supplier

performance and risk

Supply Chain

Execution

Electronic supplier integration

Customs declaration, Document

exchange


12

Smart technologies also have to be flexible and smart enough to

adapt to the context of the activities. Not all categories are strategic.

Not all purchases require the same level of attention.

So, in order to maximize efficiency and provide adequate support

for Procurement teams, smart technology must be adaptive. This

means that in certain circumstances, it will run almost autonomously,

ultimately limiting human intervention to exceptions and special

cases:

In other circumstances, it will help and support procurement teams with running more thorough and in-depth processes:

AN EXAMPLE OF AUTOMATED PROCESS...

AN EXAMPLE OF "INCLUSIVE EXTENSIVE APPROACH"

ERP (banf)

eProcurement

Project/

Ticket

Material

database

Self (manual)

Demand / Request Strategy Bid Analysis Negotiation Awarding Contract

Suppliers &

CBD inserted

automatically

based on

Material Group

Manual selection

of CBD and

suppliers

Lead Buyer /

Commodity

Manager review

Offer analysis

& scenario

Excel export for

rich reports

CBD analysis for

raw material/labor/ma-

chine benchmarks

TCO / TVO

analysis

Soft Auctions

eAuctions

RFQ / Multiround

Face-To-Face

Offer analysis

& scenario

Internal

approval /

review

workflow

Inforecord to ERP

Purchase Order

Catalog item

Contract

RFQ initialized automatically via

interface, sourcing strategy applied auto-

matically; full compliance.

Soft auctions integrate a feedback

machanism to have suppliers submit n quo-

tes autonomously.

Selected offers is transmitted

automatically to operational systems

for ordering.

"Express": automated processUse case: recurrent, low stakes purchase, supplier strategy is defined, key driver is price.

ROI: process cost optimization and time to market

ERP (banf)

eProcurement

Project/

Ticket

Material

database

Self (manual)

Demand / Request Strategy Bid Analysis Negotiation Awarding Contract

Suppliers &

CBD inserted

automatically

based on

Material Group

Manual selection

of CBD and

suppliers

Lead Buyer /

Commodity

Manager review

Offer analysis

& scenario

Excel export for

rich reports

CBD analysis for

raw material/labor/ma-

chine benchmarks

TCO / TVO

analysis

Soft Auctions

eAuctions

RFQ / Multiround

Face-To-Face

Offer analysis

& scenario

Internal

approval /

review

workflow

Inforecord to ERP

Purchase Order

Catalog item

Contract

RFQ initialized based on strategic

decisions, inclusion of the Commodity

Team in the RFQ elaboration.

Detailed CBD with TCO/TVO (incl.

non-price items) used for fact-based and

thorough bid evaluations; face-to-face

negotiations.

Awarding is done by including

stakeholders in the loop, contracts

are set-up to ensure compliance

in operations.

Category/Commodity ManagementUse case: High stakes purchases, closed-loop approach (strategy <-> operations)

ROI: value-centric and fact based decisions, inclusive process, stakeholder manage-

ment, savings realization


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As an independent family- owned company, TRUMPF thinks

and acts with a focus on long-term sustainability, particularly

when it comes to establishing and cultivating relationships with

suppliers that are deeply integrated into product development

processes. Speed and efficiency are high priorities for the

company. The procurement organization’s key focus is the

procurement of production materials, which adds up to an

annual spend of 1.32 billion euros. TRUMPF has been using

a software solution for transactional Procurement for years to

automate the ordering and invoicing processes as much as

possible. Currently, more than 450 suppliers, which represent

60% of purchase orders, are connected with EDI. Currently,

this means that approximately 45,000 invoices can be routed

from the supplier’s ERP system to Trumpf’s ERP system each

year, as long as the invoice matches the purchase order. The

goal is to double this number within one year.

The suppliers generate 20% of the invoices with WebEDI. This

means that they select an order or individual positions from the

order overview in the JAGGAER web portal for billing, and can

generate the invoice immediately. If needed, additional freight

and packing costs can be added at this stage. The content of

the invoice is reviewed in Trumpf’s SAP system. If there are

any differences, the people responsible for the order will be

notified by a workflow, otherwise the invoice is approved for

comparison. The invoice is automatically transferred into the

SAP system as an XML file and as a standard PDF.

Grohe, the producer of plumbing fittings, has completely

eliminated their ordering processes and outsourced them to

their suppliers with the help of a Vendor Managed Inventory

module (VMI). The suppliers can organize deliveries to Grohe

independently and optimize their processes based on up-to-

date inventory levels and concrete numbers. The purchase

volume and the number of suppliers are considerable. In total,

the company conducts storage combinations for 2,000 items

in VMI, and for 20,000 more components that are provided by

600 suppliers. Today, 170,000 purchase orders are processed in

the online portal each year. The numbers indicate how complex

the requirements are for the IT solution. Grohe outlined exactly

what the portal had to be able to achieve, and had very specific

suggestions for the forecasting system and the VMI. All of the

processing routines were newly developed so that the solution

would address the tiniest details, processes, and demands.

Today, 80% of the spend transactions and purchase orders are

conducted using the web portal.

Thanks to the digital VMI and Forecast solutions, Grohe’s

logistics processes are now much more efficient and transparent.

Purchase orders and order confirmations are displayed in real-

time, and are saved in the SAP system without additional manual

input from Grohe. Suppliers can react quickly and can make more

precise deliveries, and Grohe achieves a higher level of efficiency

in production and distribution at their manufacturing locations.

The improved communication between Grohe and its suppliers

has made it easier for plants to set up multiple delivery dates

with varying quantities, and also helps them avoid idle time. Both

business partners are able to work at full capacity.

CASE 1: eINVOICING AT TRUMPF

CASE 2: VMI AND FORECASTS IN REAL-TIME AT GROHE

MANUFACTURING CASE STUDIES

CUSTOMER: TRUMPF

A high-tech company offering manufacturing solutions

in the fields of machine tools, laser technology, and

electronics

Branch: Manufacturing

HQ: Dietzingen, Germany

Revenue: EUR 2.808 billion

CUSTOMER: GROHE GROUP

World-leading producer of plumbing fittings

Branch: Manufacturing

HQ: Hemer, Germany

Revenue: EUR 1.2 billion Euro


14

Every Procurement organization is trying to maximize its Value

for Money (VfM) by delivering maximum value to the rest of the

organization while using the least possible resources. The reality

is, however, there are only a few “best-in-class” organizations that

manage to achieve impressive results.

Procurement can learn from the concepts of “lean manufacturing”

and apply them to its own processes. “Lean office” is a discipline

that Procurement professionals should embrace. The immediate

starting point is to look at processes that consume a lot of

resources with manual and low-value tasks. The Purchase-to-Pay

(P2P) process can be almost fully streamlined by using technology

that has already been available for a long time. e-Procurement

and the use of online catalogs are also both quick wins. Interfacing

systems to remove manual data entries is another one.

Supplier portals and networks also enables organizations to reach

new levels of efficiency on both the buyer- and the vendors-side.

Purchase order management (POM) via a portal allows for the fluid

and streamlined processing of transactions and communications.

Electronic PO confirmations, Advanced Shipping Notice (ASN), and

invoicing via PO flip are just a few examples.

The continuous search for improvements should also address what

many consider to be more complex processes in the Source-to-

Pay (S2P) landscape. The sourcing process can also be automated

when it makes sense. It is also possible to save time and energy in

the analysis of bids. As we mentioned, “connecting the dots” and

providing all the data required for decisions in a “push” manner can

be the source of huge time savings, and can also guarantee better

decisions from an impact and from a compliance / risk point of view.

Addressing process complexity via standardization / harmonization

can also lead to efficiency gains because it allows organizations to

unlock economies of scale (less training, less documentation, fewer

errors, etc.).

Furthermore, using modern procurement technology can lead to

significant improvements. In addition to automating manual tasks, it

can allow teams to be faster and more agile in their business-critical

decision-making processes. Smart / Intelligent technology never

sleeps and can react, even anticipate, events and prepare options

or contingency plans. Other sources of efficiency savings linked to

using a unified Procurement platform within an organization relate

to IT costs. Having fewer systems also means fewer licenses, less

maintenance, fewer upgrade fees, and less need for user support.

CONCLUSION


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To explore more some of the topics addressed in this white paper, we recommend some of our other content that digs into more details:

• Whitepaper: Rev Up Your Procurement Value Engine

• Whitepaper: Boost Your Procurement Value Engine

• Whitepaper: Cognitive Procurement: The Final Frontier

• Study: Digital Procurement 2017: Just Hype Or The New Standard?

[1] Source: http://www.businessdictionary.com/definition/value-for-money-VFM.html#ixzz3vo4vvXqZ

[2] Raising the World-Class Bar in Procurement Through Digital Transformation, by Patrick Connaughton, Christopher S. Sawchuk and

Srinivasa Rao Dabbera, The Hackett Group, June 2017

The information contained in this document is proprietary. © 2018 JAGGAER. All Rights Reserved.

FURTHER READINGS


16

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Procurement In Auto-Pilot · Exploit platform capabilities SRM/SIM (Supplier relations-hip management and supplier info. management) Supplier performance ma-nagement (multi-criteria,