Develop Sourcing Strategy
The sourcing strategy should be developed and approached as a fluid, evolving process. Fine tuning of the sourcing strategy will be required as the team interacts with the potential supplier base through implementation and measuring results. Take note, however, that as market conditions fluctuate, or the goals of the organization change, the sourcing strategy may need to be revisited. A common mistake of strategic sourcing initiatives is to get stuck on the initial process and strategy regardless of a complex or moving market. Always be prepared to revisit the strategy and reincorporate ideas that may have been overlooked in a prior strategy.
One of the first goals of developing the sourcing strategy is to separate the requirements into minimum needs and maximum desires. Minimum needs are those aspects of a potential supplier agreement that must be met (i.e. expedited shipping, company logo branding, specific payment options). If a supplier is unable to meet these basic requirements but can provide some unique value, then consider partnering them with a supplier that can meet the minimum requirements. Maximum desires are bonus features of an agreement that will prove valuable to the company, but are not deal breakers. Establishing these criteria will and communicating them to the supplier will assist in the qualification process.
Listen to supplier concerns and input on the market. Communication with the potential supply base is a key element to any sourcing initiative. Strategic sourcing should be a process that is mutually beneficial to both the customer and the supplier. Listening to and addressing supplier concerns will be motivating to both parties in the long run. Market information is invaluable to a sourcing endeavor. The wealth of knowledge that can be obtained from suppliers will have a positive impact on the project outcome and the cost-savings potential.
When sourcing a finished product, consider sourcing at the component level. In a case study, a large propane distributor was purchasing propane cylinders fitted with overfill prevention valves from one supplier. A sourcing strategy was developed to source the cylinder and valve as separate items with separate groups of suppliers. As a result of sourcing at the component level, the customer was able to realize significantly higher cost savings than if they sourced the finished product. This case study also shows an example of how creative solutions can increase bottom line savings.
Determine whether a single source or multiple sources is most practical for the product being sourced. While a single source may provide the best cost savings option due to economies of scale, it also limits the customers ability to rely on other sources of supply as a contingency plan. Is it best for your company to have a sole, competitive source of product? Or would you be better served by forging agreements with multiple suppliers?
Be careful that internal biases do not arise again, such as fear of an internal team member that the new purchasing pattern may develop additional work load for them, or that the logistics and material handling may become too cumbersome. At this stage of the process, the critical objective of the sourcing strategy should be to consider all the opportunities and attempt to identify the value in each one, not to disqualify ideas and opportunities.
Solicit and Evaluate Bids
After identifying the sourcing strategy, it is time to conduct the RFX (RFI, RFP, RFQ, etc.) process. The RFX document should be supplier-friendly. One of the most common complaints of suppliers is that complex static Request for Proposals do not allow them to talk about the benefits, ideas, opportunities, and competitive advantage that they offer, and only allow them to submit a financial response. A straightforward and uncomplicated document will encourage suppliers to participate and allow them to present their most competitive offer. Keep the RFX open-ended. This gives suppliers the freedom to present more creative solutions and introduce more fresh ideas into the process.
Sell to the supplier. Educate the suppliers and market to them the reasons why this business is attractive and valuable. Provide the suppliers salespeople with the business case that they can take to their management to drive steeper discounts and more value-added services. The more there is to offer, the more aggressive the suppliers will be in trying to win the business.
During the RFX process, open communication is once again a key element. Suppliers will often have questions about the RFX document and its content. These questions need to be addressed so that the suppliers can effectively respond to the RFX. Schedule individual time with each supplier to review the document and ensure that they completely understand the requirements and expectations.
Once the RFX responses are returned, each proposal must be evaluated. Creating a RFX rating matrix can be helpful in determining the value of a proposal. A rating system will allow the organization to objectively recognize both the quantitative and qualitative values of a proposal. The soft dollar value presented by a supplier can be just as important as bottom line cost reduction. The rating matrices will determine who meets the minimum requirements and will prioritize and weight the maximum desires outlined in the proposal.
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