某咨詢戰(zhàn)略分析工具

SheilaDubinValueManagedRelationshipsDecember1998Author:1第一頁，共八十一頁。Aftercompletingthismodule,youwillbeableto:UnderstandVMRconceptandapplicationArticulatetypesofcostsavingsopportunitiescreatedbyVMRsUsetheBainframeworktoconductaVMRRefertorealexamplesofBain’sVMRprocessandsuccessValueManagedRelationshipsObjectives2第二頁，共八十一頁。

VMRConceptVMRKeySuccessFactorsVMRSourcesOfValueBainVMRProcessExampleKeyTakeawaysAgendaa.tr3第三頁，共八十一頁。

AValueManagedRelationship(VMR)isafullpartnershipbetweenacustomerandasupplier.Itsgoalistomaximizequalityandminimizetotalsystemcostsofdoingbusinessthroughcollaborativesharingofinformationandresources.AVMRcreatesawin/winrelationship.VMRDefinition4第四頁，共八十一頁?！癙artnership”TrueVMR

ProcurementStrategiesValueManagedRelationshipSoleSourceVerticalIntegrationCompetitiveBidShort-termContract/SpotLong-termContractAVMRisoneprocurementstrategytomaximizecostsavingsandstrategicvalue.WhatisaVMR?5第五頁，共八十一頁。

AValueManagedRelationshipcanexceedthevaluepotentialofbothverticalintegrationandtraditionallynegotiated"arm'slength"transactions:aconsolidationofpurchasestooneorfewsupplierswhoarecapableofmaintaininglongtermcompetitiveeconomics,highqualityandefficientdeliveryparticipantsmustsharesinglegoalofachievinglowestindustrysystemscostsavingsshouldbesharedtoprovidemutualongoingincentivestoeliminateredundanciesAVMR,whenappropriate,exceedsthevalueofall

othertypesofrelationships.HowDoesaVMRWork?6第六頁，共八十一頁。Fragmentedsupplierbase,sporadiccommunicationSingleorsmallnumberofsuppliers,frequentcommunicationIn-housesupply,communicationfrequentTraditional"ArmsLength"ApproachVerticalIntegrationInvestmentsbaseduponmanufacturer'sneedsPotentialforcustomizedinvestmentinfacilities/equipmentMayrequireinvestmentinweakstrategicbusinessAdversarialbidnegotiationstoobtainlowestunitpriceLong-termcommitmentfocuseduponlowesttotalsystemscostusingvaluechainperspectivesFocusdrivenbyinternalincentives/transferpricesSeparateproductdesignJointproductdesignandcrossfunctionalparticipationJointproductdesignoftenatoddsVMRVMRscanexceedthevalueofbothtraditionalcontractsaswellasverticalintegration.StrategicPurchasingOptionsa.tr7第七頁，共八十一頁。

HighPotentialHighLowHighLowPurchasingvolume(relativetototalsuppliersales)Value-added/engineeredlevelProductredesignMaterialsubstitutionProductredesignMaterialsubstitutionVolumediscountSystemcostimprovementModeratePotentialVolumediscountSomesystemcostNo/Littleopportunity(needtocluster)VMRsaremostappropriatewherehighvolume

andsignificantvalueaddedoccurs.Medium/lowpotential

WhereAreVMRsAppropriate?8第八頁，共八十一頁。LargedollarpurchaseHighlevelofvalue-addedcostinproductFragmentationacrossmanydivisionsandsuppliersClientrepresentssignificantpartofindustryoutputIndustrycompetitiveintensityhigh:capacityutilizationdroppingconsolidationinprogressmanynewplantslookingforvolumehistoricalindustrypriceumbrellasVMRsaremosteffectiveinlargedollar,highvalueaddedproducts.InWhichCategoriesAreVMRsMostEffective?9第九頁，共八十一頁。Consolidatevolumeinlong-termpartnershipIncreasedpaceofinnovationleadstostrategicbenefitsforbothEnsurescontinuedsupplyforbuyerandcapacityutilizationforsupplierCommitmentandscalejustifiesjointinvestmentincostsavingsandR&D/technologyJointeffortsleadtosystem-widebenefitsforbothAddedvalueleadstomorereasonstocollaborateAsuccessfulVMRwillcontinuetocreatevalueastherelationshipprogresses.ValueCycle10第十頁，共八十一頁。VMRscreatevalueforthebuyer.HigherqualityandfewerrejectsSuperiorservicePartnerinjointsystemcostreductionInnovationTechnologicalexpertisepackageperformanceimprovementsspecconsolidationproductredesignandmaterialssubstitutionPricingcommensuratewithlarger,longervolumecommitmentsCommitmenttocontinuousimprovementofthepartnershipValueOfVMRs—Buyera.tr11第十一頁，共八十一頁。VMRscreatevalueforsuppliers.Largervolumesinfeweritemslongerrunlengthsandfewerset-upshighercapacityutilizationlearningcurvebenefitsStablelongtermdemandSharinginbuyer’sstrongcommitmenttofuturegrowthPartnerinjointsystemcostreductionResourcesandstabilitytoinvestintechnologyCommitmenttocontinuousimprovementofthepartnershipValueOfVMRs—Supplier12第十二頁，共八十一頁。VMRshaveaveraged15%to20%costsavings.AverageRangeBainExperienceinVMRs13第十三頁，共八十一頁。Althoughthevaluemanagedrelationshipcanbesophisticatedandcomplex,theresultsarequantifiableandsimple.100%ofvolumewithonesupplierforthreeyearsUpfrontpricereductionof7%Guaranteed9.8%recurrentsavingswithinthreeyearsCost-basedindexedpricingovertime50/50savingssharingPenaltiesandinspectionsbuilt-inEtc.VMRSampleAgreementa.tr14第十四頁，共八十一頁。

VMRConceptVMRKeySuccessFactorsVMRSourcesOfValueBainVMRProcessExampleKeyTakeawaysAgendaa.tr15第十五頁，共八十一頁。Overonehalfofexistingpartnershipsdonotmeetexpectations.ThisrealityincreasestheneedtounderstandandfocusonthekeysuccessfactorsPartnershipsExpectations16第十六頁，共八十一頁。Strategy,organizationandprocessmustbeinplaceinordertoensureVMRsuccess.ClarityofandagreementonstrategyandgoalsStrategyAppropriatelevelofinvolvementinandacrossorganizationsOrganizationDetailedandstructuredprocessforidentifyingandimplementingopportunitiesProcessKeySuccessFactors17第十七頁，共八十一頁。Longtermrelationshipsfocusedontotalvaluearecriticalstrategicissuesthatmustbeclearlyarticulated.VMRspursuedonlywhereappropriateTruesupplierpartnershipslong-termrelationshipswithoneorfewsuppliersrelationshipsatallorganizationallevelsextensivetwo-wayinformationsharingsharingofallsavingswillingtoaddressinherentrisksFocusontotalvalue-chain,notinputpricesuppliersselectedbasedonlong-termtotalvalueopportunitiesidentifiedandcapturedacrossentiresupplychainKeySuccessFactors—Strategy18第十八頁，共八十一頁。Involvementandcooperationacrosstheorganizationiscriticaltosuccess.Seniormanagementdirectinvolvementandongoinginterest/supportCross-functionalinvolvementinscheduling,logistics,designanddevelopmentImplementationdrivenat"grassroots"levelClearprocess"champions"FormalizedstructureandprocesstoperpetuatepartnershipKeySuccessFactors—Organization19第十九頁，共八十一頁。Adetailedprocessmustbeinplacetomaximizevalueandensureongoingopportunityidentification.UpfrontidentificationofopportunitiesanduniquevalueeachpartneroffersDocumentedexistenceofsignificantuntappedsystemscostvalueRigorousandfact-basedsupplierselectionExtensiveconsensusbuildingSystemsandstructurestoperpetuateprocessKeySuccessFactors—Processa.tr20第二十頁，共八十一頁。Scopeofpartnershiplimitednotwin/winFocusonpriceinsteadoftotalvaluesupplierselectionbasedonpricefailuretoconsidertotalsystemassourceofsavingsChosenstrategyinappropriateforpurchasecategoryAninappropriatestrategycanprohibitawin/winrelationship.ReasonsforPartialSuccess—Strategya.tr21第二十一頁，共八十一頁。LimitedseniormanagementparticipationLittlecross-functionalinvolvement"Over-centralized"decisionmaking:Notparticipative/inclusiveAdhocstructuresetuptoimplementstrategyPartialsuccesscanbecausedbyseniororlineorganizationalinadequacies.ReasonsforPartialSuccess—Organizationa.tr22第二十二頁，共八十一頁。LackofinternalandexternalconsensusbuildingLackof"relentlesspursuit"Supplierselectionnotrigorousandfact-basedTechnicalopportunitiesnotidentifiedupfrontLackofsystemsandstructurestoperpetuatetheprocessAnincompleteprocesscanalsocauselimitedsuccess.ReasonsforPartialSuccess—Processa.tr23第二十三頁，共八十一頁。

ToachievesuccessfulVMRs,thereareseveralareasofpotentialobstaclestowatchoutfor.Benefitsarevagueandunqualifiedno“fullpotential”economicsanalysishasbeendevelopedforbothpartiesProcessChallengesAssumptionsaremadebysuppliersthatVMRsareaone-timetrickCommunicationChallengesWatchoutsConcernsaboutsharingexpenseandproductinformationSufficientcommunicationofthebenefitsofchangethroughoutbothorganizationsThereisalackofunderstandingandcommitmenttochangingthewaybusinessisdoneBenefitsoftheVMRaresplitinalop-sidedmannerSKUproliferationNoongoingvaluerealizationagendahasbeencreatedand/ornoVMRchampionsareempoweredtoactOrganizationalbarriers(e.g.multi-divisionalcompanies)Watchouts24第二十四頁，共八十一頁。

VMRConceptVMRKeySuccessFactorsVMRSourcesOfValueBainVMRProcessExampleKeyTakeawaysAgenda25第二十五頁，共八十一頁。

ImprovedqualityduetoreducedvariabilityImprovedcommunicationsLongercommitmentsallowforlongerrunlengthsPurchasingeconomiesAstrongVMRcancapturethevalueinherentinverticalintegrationwhileallowingtheclienttofocusbothcapitalandmanagementresourcesonitsprimarybusiness.ExampleSourcesofValue:PrimarySourcesofValueVolume/ScaleEconomiesValueEngineeringand

QualityImprovementSystemCostReductionTechnologyandcapabilitysharingtocreatelowestcost,highestvalueproductJointdeterminationofpotentialfor:materialsubstitutionreductionofmaterialcontentstandardizationofmaterialsJointidentificationofredundant/duplicateprocesses,e.g.qualitycontrolorderprocessingtransportationengineeringmanagementfunctionsimprovedinventorycontrolCrosscompanylogisticssharingoftransportationanddistributionoperations(e.g.,leveragedbackhaulopportunities,shareddeliveryruns)EstimatePercentofTotalValueCreated:25%50%25%SourcesofValue(1of2)26第二十六頁，共八十一頁。Valueengineeringandsystemscostreductionaremostdifficulttoimplementandrequirethemostseniorinvolvment.SourceofValueMethodologyDifficultyofImplementationSeniorManagementInvolvementAnopendialogueregardingproductdesignbeginstooptimizedesign/costtrade-offsValueengineeringandqualityimprovementBuyerandsupplierjointlyexaminecurrentmethodsofinteractionandbegintoeliminateredundanciesSystemscostreductionConsolidationofsuppliersallowsthebuyertonegotiateforshareofincrementalprofitVolume/scaleeconomicsSourcesofValue(2of2)27第二十七頁，共八十一頁。DisguisedexampleIncreaseof3.2times6%ProfitImprovementRelevantPlantCapacityUtilizationIncrementalMarginImpactIncreasingasupplier’sutilizationby22%hada6%profitimpact.Volume/ScaleEconomies—Example28第二十八頁，共八十一頁。NewDesignsIndexedQualityIndexedCostValueengineeringidentifiedthreenewproductoptionsthatincreasedqualityandreducedcost.*ProtypesdevelopedjointlywithsupplierDisguisedexampleValueEngineering—Example29第二十九頁，共八十一頁。

BeforeVMR(5QualityControlFTEs)AfterVMR(3QualityControlFTEs)SupplierCustomerJointQualityControlCustomerDirecttopackagingoperations=QCinspectionpersonnelInthisexampleofsystemscostVMR,thesupplierandBainclienteliminatedredundancyandsaved40%ofqualitycontrolcosts.TopackagingoperationsOngoingFeedbacktoVendorSystemsCosts—Example30第三十頁，共八十一頁。Overall,thisclientachieveda19%costreductionthroughtheVMRexampleshown.SummaryofCostSavings—Example31第三十一頁，共八十一頁。

Volume/pricesavingsandsomelevelofvalueengineering/qualitybenefitsarerealizedveryearlyintherelationshipAdditionalvalueengineeringsavingsandsystemcostreductionsaremorelikelytocomelaterBainexperiencehasfoundthatthevaluefromVMRisdevelopedoverseveralyears.YearsintoVMRValueengineeringandqualityimprovementSystemcostreductionVolume/priceeffectTypicalTiming32第三十二頁，共八十一頁。

VMRConceptVMRKeySuccessFactorsVMRSourcesOfValueBainVMRProcessExampleKeyTakeawaysAgenda33第三十三頁，共八十一頁。IdentifyVMROpportunitiesUnderstandIndustryCostStructureSelectVMRCandidatesObtainTopManagementCommitmentIdentifySpecificCostReductionOpportunitiesImplementVMROpportunitiesTrackVMRSavingsSelectproductsforVMRbasedonpurchasingvolumeandvalue-addedAnalyzeindustryeconomicstodevelopsavingshypothesesAnalyzesupplierstoselectbestVMRcandidatesEnsureseniormanagementofclientandsupplierarefullycommittedConductanalysistoprovehypothesesandquantifysavingsopportunitiesFormalizerelationshipandimplementopportunitiesTrackprogressofsavingsandrelationshipsVMRProcess34第三十四頁，共八十一頁。EXAMPLEIdentifyVMROpportunitiesUnderstandIndustryCostStructureSelectVMRCandidatesObtainTopManagementCommitmentIdentifySpecificCostReductionOpportunitiesImplementVMROpportunitiesTrackVMRSavingsVMRProcess35第三十五頁，共八十一頁。ThismatrixwillhelpyouprioritizewhichopportunitiesaremostappropriateforaVMR.No/LittleOpportunity(needtocluster)HighLowLowHighPurchasingVolume(RelativetoTotalSupplierSales)Value-Added/EngineeredLevelProductredesignMaterialsubstitutionVolumediscountSystemcostimprovementVolumediscountSomesystemcostProductredesignMaterialsubstitutionModeratepotentialHighpotentialMedium/lowpotentialPurchasingCategoryPriority36第三十六頁，共八十一頁。BecausetheVMRprocessislengthyandtimeconsuming,qualitativeissuesmustalsobeevaluatedinselectingwheretoimplementaVMR.SuppliersandclientorganizationsmustbewillingtoworkcloselytogethercommitmanagementtimeandeffortprioritizesuccessofVMRTopmanagementofsupplierandclientmusthaveauthoritytocoverfullscopeofVMRBalanceamountofcostsavingswithlevelofsensitivityassociatedwithproductcategoryPurchasingCategorySelection37第三十七頁，共八十一頁。IdentifyVMROpportunitiesUnderstandIndustryCostStructureSelectVMRCandidatesObtainTopManagementCommitmentIdentifySpecificCostReductionOpportunitiesImplementVMROpportunitiesTrackVMRSavingsVMRProcess38第三十八頁，共八十一頁。UnderstandingtheindustrystructurevalidatesopportunitiesthatwereidentifiedinthefirstVMRprocessstep.IndustryCostStructureandDriversIndustryCompetitiveStructureIndustryCapacityUtilizationHowsuitableisthismarketanditscompetitivedynamicsforaVMR?Howimportantistheclientasacustomerinthisindustry?Whatisthecoststructureoftheindustry?ExampleQuestions:Whoarethekeyplayers?Whatistheindustrycapacityutilization?Whatdrivesthiscoststructure?Howfragmentedistheindustry?Whatistheutilizationofeachplayer?Whattypeofcostsavingsopportunitiesmightexist?Onwhatfactorsdokeyplayerscompete?Whatdrivesutilization?UnderstandIndustryStructure39第三十九頁，共八十一頁。IdentifyVMROpportunitiesUnderstandIndustryCostStructureSelectVMRCandidatesObtainTopManagementCommitmentIdentifySpecificCostReductionOpportunitiesImplementVMROpportunitiesTrackVMRSavingsVMRProcess40第四十頁，共八十一頁。VMRpartnersmustbeabletoperformintherelationshipandbeawillingpartner.PotentialforlowcostpositionStrongtechnology/qualityNewproductdevelopmenttrackrecordAdequatefinancialresourcesLongTermWinnersCapabilityandWillingnesstoDevelopaPartnershipImportantcategoryforsupplierClientimportanttosupplierPartnershipswithothersuppliersScaletohandlevolumeParentcompanysupportIdealPartnersSupplierPrioritization41第四十一頁，共八十一頁。Initialanalysisofthesuppliermustbeconductedtodeterminepotentialforbeingalong-termwinnerandcapability/willingnesstodevelopapartnership.ExampleAnalyses:SizeandmarketshareStrategyProfitabilityCashflowQualityphilosophyandimplementationTechnologyapplicationImportanceofclient’sbusinesstosupplierInitialSupplierEvaluation42第四十二頁，共八十一頁。

TofurtherdeterminewhetheraspecificsupplierisagoodVMRcandidate,evaluatethevendoronavarietyofcriteria.QualityofServiceSupplierCommitmentMagnitudeofCostReductionPotentialLong-TermLeadershipPotentialProduct/delivery/systemsGeographiccoverageDedication/dependenceInterestinVMRSystemseconomicsFlexibilityofapproachCredibilityofplan/resourcesTechnologyScaleFinancialSupplierEvaluation43第四十三頁，共八十一頁。PartnershipDevelopmentProcessIdentifyVMROpportunitiesUnderstandIndustryCostStructureSelectVMRCandidatesObtainTopManagementCommitmentIdentifySpecificCostReductionOpportunitiesImplementVMROpportunitiesTrackVMRSavingsVMRProcess44第四十四頁，共八十一頁。ImplementationSetuppartnershipmanagementstructureandrolloutNegotiationsShareaggregateresponsesSupplierProposalsAnalysisReceiveresponsesInitialContactwithSuppliersDescribeproposedrelationshipSelectionofsupplier(s)ComparativeanalysisElicitsuppliers'attitudesonapartnershipwiththeclientTrainstafftomanageprocess,expandtootherareasIdentificationofBDPandsystemcostreductiontargetsFollow-upwithplanttours,qualitychecks,etc.HandovercategorystrategyandvolumeexpectationsTheoptimalpartnershipdevelopmentprocessisexplicitandclearlyarticulated.PartnershipDevelopmentProcess45第四十五頁，共八十一頁。

NumberofSuppliers:OligopolyGiant(s)andManyFragmentedSoleSourceGiant(s)andFew15-3015-302-52-51SupplierConcentration:~80%to6-8suppliersRestwith10-20suppliers~80%to1or2suppliersRestwith15-30suppliersEvenlyamongsuppliers~80%to1or2suppliersRestwith1-4suppliers100%to1supplierLongtermcompetitivebidsShorttermcompetitivebidsVMRLongtermcompetitivebidsShorttermcompetitivebids

VMRLongtermcompetitivebidsShorttermcompetitivebidsVMRLongtermcompetitivebidsShorttermcompetitivebids

VMRLongtermcompetitivebids

PotentialRelationshipOptions:Arangeofsupplierconfigurationoptions,shouldbeevaluated.SupplierConfigurationAlternatives46第四十六頁，共八十一頁。PeopleIsseniormanagementcommittedtomakingthiswork?Haveallorganizational,cultural,andskillchangesbeenaddressedAretheincentivesappropriatetoensureemployeecommitment?OperationalExecutionWhatisthegovernancestructure?Howisprogressmonitored?Howwillroadblocksberesolved?Isthereopensharingofrequiredinformation?CanalltheinformationsystemschangesbeidentifiedandspecifiedHowwillswitchdisruptionsbeminimized?PartnerSelectionWhatistheoptimalnumberofsuppliers?Dowereallyunderstandsupplier'scurrentandfuturecostposition?Hasthesupplierscreenincludednon-costparameters?Hasthesuppliermadearealisticcommitment?Isthesuppliercommittedtodeliveringontheagreement?ValueIsthistherightinputtotargetforaVMR?industrytrackrecordproportionofbuyercoststructureDoesthebenefitoutweightherisks?switchingcostsbuyerleverageWhereisthevalue?Stages1,2and3shortvs.long-termIsthevaluerealizable?potentialhurdlesandroadblocksEachoftheseissuesshouldbeconsideredinevaluatingaVMR.ChecklistforSuccessfulExecution47第四十七頁，共八十一頁。IdentifyVMROpportunitiesUnderstandIndustryCostStructureSelectVMRCandidatesObtainTopManagementCommitmentIdentifySpecificCostReductionOpportunitiesImplementVMROpportunitiesTrackVMRSavingsVMRProcess48第四十八頁，共八十一頁。Ameaningfultrackingmechanismmustbeputinplaceacrossmultiplevariablestoensureongoingresults.SavingsproductcostsystemscostRelationshipstatusTimingofsavingsmilestoneachievementsIndustrychangesinindustrydynamicsintroductionofnewtechnology,etc.Tracking49第四十九頁，共八十一頁。

VMRConceptVMRKeySuccessFactorsVMRSourcesOfValueBainVMRProcessExampleKeyTakeawaysAgendaa.tr50第五十頁，共八十一頁。Clientislargeconglomerateproducing15majorproductlinesCurrentrelationshipwithsuppliersistraditionalandsomewhatadversarialattimesAlldataandvendorshavebeendisguised,howeverthisisanactualBainclientandcaseProductAiscalledwidgetsthroughouttheexamplewidgetSKUsarecalledred,blueandgreenContext:VMRExample51第五十一頁，共八十一頁。EXAMPLEIdentifyVMROpportunitiesUnderstandIndustryCostStructureSelectVMRCandidatesObtainTopManagementCommitmentIdentifySpecificCostReductionOpportunitiesImplementVMROpportunitiesTrackVMRSavingsVMRProcess52第五十二頁，共八十一頁。UponevaluationofABC'sproductpurchases,ProductAisthemostattractiveVMRopportunity.EXAMPLEABCPurchasedProductsABCCompanyPurchasingCategoryPriority53第五十三頁，共八十一頁。ProductcategoryAhasthemostsupplierandclientsupport.ProductExecutiveCommitmentCorporateWillingnesstoProductChangeRankingSupplierCommitmentSupplierCooperationProductCategory1ProductA(Widgets)2ProductDEXAMPLE3ProductB4ProductCPurchasingCategorySelection54第五十四頁，共八十一頁。EXAMPLEIdentifyVMROpportunitiesUnderstandIndustryCostStructureSelectVMRCandidatesObtainTopManagementCommitmentIdentifySpecificCostReductionOpportunitiesImplementVMROpportunitiesTrackVMRSavingsVMRProcess55第五十五頁，共八十一頁。MarketTrendsMarketOverview$1.5Bcustomwidgetmarket7%industrygrowthrateHighlyfragmentedmarketlargest15vendorscomprise60%SupplierstendtowardsmaterialsspecializationsecondarymaterialsoftenoutsourcedCustomer/SupplierRelationshipsIndustry-wide,closeretailer-supplierpartnershipsarenotcommonHowever,allsupplierssurveyedhavehadsomepartnershipexperienceexamplesinclude:volumedrivenpricediscountsjointR&D/productdesigneliminationofduplicateprocessesSuppliertrendsconsolidationmovementtoone-stopshopsprovisionofadditionalservicesCustomertrendsstrongpricefocusshort-termcontractcommitmentsmovementtomulti-materialfixturesSupplierEconomicsVariablecostsrepresent66%oftotalsuppliercostsRawmaterialscostsrepresent40%oftotalsupplier’scostsCustomsuppliersachieve5%EBITmarginsonaverage,butsignificantrangesexistsSupplierssurveyedreinvest5%ofannualrevenuesOpportunityexistsforoperationalimprovementoperationsarenothighlyautomatednotfullyleveragingmaterialspurchasingacrossdivisionsorcustomersEXAMPLEWidgetIndustryOverview56第五十六頁，共八十一頁。Thecustomwidgetmarketishighlyfragmentedwiththetop15supplierscomprisingapproximately60%ofthe$1.5Btotalmarket.EXAMPLEU.S.WidgetMarket57第五十七頁，共八十一頁。Thecustomwidgetmarketisfurtherfragmentedbycolor.EXAMPLEU.S.CustomWidgetMarketbyColor58第五十八頁，共八十一頁。EXAMPLEIdentifyVMROpportunitiesUnderstandIndustry

CostStructureSelectVMRCandidatesObtainTopManagementCommitmentIdentifySpecificCostReductionOpportunitiesImplementVMROpportunitiesTrackVMRSavingsVMRProcess59第五十九頁，共八十一頁。1997AnnualRevenues:BusinessStrategyFocus:PrimaryColor:CustomerConcentration(PercentofSalestoTopFiveCustomers):AverageCapacityUtilization:ExperiencewithClient:Widgetmanufacturersdiffersignificantlyintermsofsizeandcapabilities.DVolumeRed,blue60%60%Limited$60MBCustomizationBlueN/A80%No$80MAOne-stopshoppingBlue40%70%Yes$100MCOne-stopshoppingRed,blue33%75%No$75MELowcostwidgetsRed42%50%Yes$50MEXAMPLESupplierProfiles60第六十頁，共八十一頁。

Mostplayersinthecustomwidgetindustrytendtospecializeinredorblue,manyoftenoutsourcethesecondarycolor.EXAMPLESupplierMaterialsFocus61第六十一頁，共八十一頁。

EBITG&ACOGSSupplierCostStructure(AverageCustomSupplier)38%24%7%12%10%4%5%Rent&UtilitiesWhilemanufacturers’sizeandproductfocusimpacttheircosts,preliminaryestimatesindicatethatvariablecostsaccountfor67%ofaveragewidgetsuppliers’costs,withmaterialscomprisingaround40%oftotalcost.Estimatedvariablecostapprox.=67%ofcosttotalEXAMPLESupplierEconomics:CostStructureDetail62第六十二頁，共八十一頁。Mostmajorfixturemanufacturersgrewfrom“mom-and-pop”operations,leavingsignificantroomforoperationalimprovementinareassuchasautomationandmaterialspurchasing.MaterialsPurchasingManymanufacturersarenotleveragingtheirvolumeinpurchasingmaterials,eitheracrosscustomersoracrossinternaldivisionsApurchasesitscustomers’redseparately,despitethefactthatthevastmajorityofitspurchasesareforthesameredproductsB’smanufacturingdivisionseachpurchaserawmaterialsseparatelyBlueFixtureManufacturersRedFixtureManufacturersManufacturingAutomationEXAMPLESupplierOperationalEfficiency63第六十三頁，共八十一頁。Mostvendorssurveyedreportedatleastsomeexperiencewithpartnershiparrangements.PortionofVendorsIndicatingExperienceinSomePartnershipAspectsEXAMPLEPartnershipExperience64第六十四頁，共八十一頁。

ClientNeedsParametersSupplierRequirementsCapacityPotentially,theabilitytosupplyallofclient’sred,bluewidgetneedscurrentclientvolumeof~$80MperyearMaterialsPotentially,theabilitytomanufactureallclient’sred,bluewidgetsQualityDemonstratedabilitytomeetallqualityrequirementsathighestlevelproductqualityservice-levelsleadtimesExperienceIndustry-leadingexpertiseincustombluewidgetproductionIndustry-leadingexpertiseincustomhigh-endredwidgetproductionDemonstratedfamiliarityandexpertisewithclientwidgetsThefollowing“ideal”supplierproenableclienttocapturefullpotentialvalue:EXAMPLEValueengineeringDemonstratedcreativityandabilitytoidentifyandimplementvalueengineeringideasSupplierRequirements65第六十五頁，共八十一頁。

ClientNeedsParametersSupplierRequirementsPartnershipapproachDesireandcommitmenttomakeclientthe#1customerwhileservingothercustomersaswellCommitmenttocreatejointvaluetogetherwiththeclientThefollowing“ideal”supplierproenableclienttocapturefullpotentialvalue:CostpositionLowcostpositionEXAMPLEValuecreationCommitmenttodrivevalueacrossadditionalareasautomationfixedcostleveragesystemseconomicsSupplierRequirements(Continued)66第六十六頁，共八十一頁。CDEABFKeyrequirementsG#5#5#5#4#4#4#3#3#3#2#2#1#1#1#2#6#6#7TotalAssessmentRank:#7#7#6Materials:Experience:Givencurrentsuppliercapabilities,Aistheclosesttothe“ideal”candidateprofile.Red&Blue:BlueOnly:RedOnly:EXAMPLECapacity:BlueQuality:Valueengineering:Valuecreation:Partnershipapproach:Red89%82%71%68%61%46%43%SupplierCapab