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Week 8: eProcurement and Auctions

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Learning Objectives eProcurement Strategic ... Learning Objectives Why companies outsource Design Collaboration Strategic sourcing Supplier Assessment ... – PowerPoint PPT presentation

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Title: Week 8: eProcurement and Auctions


1
Week 8eProcurement and Auctions
  • MIS 3580 Internet-Enabled Supply Chains
  • Prof. Sunil Wattal

2
Learning Objectives
  • eProcurement
  • Strategic Sourcing
  • eAuctions

3
eProcurement
  • Procurement
  • process to acquire raw materials, components,
    from suppliers to execute operations
  • eProcurement
  • Use internet to facilitate, integrate, and
    streamline procurement
  • Why is it important?
  • Procurement spending represents between 40 and
    80 of the cost of goods sold
  • If done right, generates impressive results,
    competitive contacts and sustained benefits

4
What constitutes eProcurement?
  • eProcurement eRequisitioning eContracting
    eIntelligence
  • eRequisitioning or eBuying
  • Enables users within a firm to place orders with
    suppliers
  • Orders are made from an electronic catalog of
    pre-negotiated items
  • Mostly done using a Web browser

5
eContracting
  • Ability to identify sources of supply online and
    contract with them directly over the Web
  • Significantly reduces cycle time and costs
  • Providers LiveExchange, FreeMarkets Online

6
Types of Contracts
  • Contracts for Product Availability
  • Buyback
  • Revenue Sharing
  • Quantity Flexibility
  • Contracts to coordinate supply chain costs
  • Contracts to increase agent effort
  • Contracts to induce performance improvements

7
eIntelligence solutions
  • Identification, collection and use of internal
    and external data to enable procurement to make
    smart sourcing decisions
  • Examples
  • intelligent web crawlers

8
Extracting value from eProcurement
Where is the value? eRequisitioning eContracting eIntelligence
Reduce administrative costs Improve productivity by eliminating paper-based processing Allow procurement department to focus on value-added activities Improve productivity by eliminating paper-based processing Enable simultaneous multi-supplier negotiations Reduce time spent finding internal and external data
Enable better sourcing and supplier management Provide detailed spend data (item and user level) for fragmented categories Provide performance information through desktop receiving Deliver an up-front step-change benefit followed by incremental benefits through online bidding Enable focus on value-added activities Reduce sourcing cycle time Improve quality of internal and external information Provide performance information to drive supplier development
9
Extracting value (contd.)
Where is the value? eRequisitioning eContracting eIntelligence
Rollout and sustain sourcing deals Enable instant take-up of new contracts by making new terms available to entire organization Prevent supplier proliferation by embedding preferred suppliers in the system Increase take-up of spend outside of eRequisitioning through contract databases Report compliance to enable corrective action to be taken
Enable supplier benefits Improve productivity by eliminating paper-based processing Reduce errors Guarantee spend volumes Improve productivity by eliminating paper-based processing Improve visibility of market information through online bidding Provide performance information to drive supplier development
10
Learning Objectives
  • eProcurement
  • Strategic Sourcing
  • eAuctions

11
Why companies outsource
  • Aggregation Benefits
  • Capacity
  • Inventory
  • Transportation
  • Procurement
  • Information
  • Receivables
  • Relationships
  • Cost / Quality Benefits

12
Design Collaboration
  • 80 percent of the cost of a purchased part is
    fixed in the design phase
  • Design collaboration with suppliers can result in
    reduced cost, improved quality, and decreased
    time to market
  • design for logistics, design for
    manufacturability

13
Strategic sourcing
  • Identification of strategic mix of suppliers to
    fulfill demand
  • Goals Improved cost service
  • How does the Internet help?
  • In the past, strategic sourcing could not be
    sustained due to lack of compliance
  • Now, strategic sourcing initiatives can be linked
    to an eProcurement solution

14
Supplier Assessment Factors
  • Replenishment Lead Time
  • On-Time Performance
  • Supply Flexibility
  • Delivery Frequency / Minimum Lot Size
  • Supply Quality
  • Inbound Transportation Cost
  • Pricing Terms
  • Information Coordination Capability
  • Design Collaboration Capability
  • Exchange Rates, Taxes, Duties
  • Supplier Viability

15
Learning Objectives
  • eProcurement
  • Strategic Sourcing
  • eAuctions

16
Common types of online auctions
  • English auction
  • Most common type the auctioneer announces a
    price, and bidders quote increasing amounts till
    no higher bids are received
  • Dutch auction
  • Reverse of the English auction the auctioneer
    announces a high price, which is lowered until a
    participant is willing to accept the bid

17
Common types of online auctions
  • Sealed bid first-price auction
  • All bidders submit their bids separately, without
    revealing their bids. Highest bidder wins.
    Variation sealed second-price auction
  • Reverse auction
  • Sellers compete by pushing down their prices
    progressively until no seller is willing to make
    a lower bid. Example Priceline.com
  • Combinatorial Auctions

18
Where auctions are used
  • Reverse Auctions buying materials
  • Auction off excess inventory
  • Auction off excess factory capacity

19
When not to go for an auction?
  • High-technology procurements are seldom purchased
    through an online auction
  • Auctions are generally useful in procuring MRO
    (maintenance, repair and operations) products,
    such as low-end electrical and mechanical goods,
    not requiring high degree of precision
  • Potentially damage buyer-seller relationships

20
  • Questions!
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