January 2021: 2021 – These are the topics top purchasing departments are dealing with
From Tim Rohweder
The past year has presented us all with enormous challenges – whether private or professional. Those who were able to master them can count themselves lucky. We have witnessed historic moments when the future changes direction. So-called deep crises. The world as we knew it until February 2020 is dissolving. Behind it, a new world is coming together. The task for today’s leaders is to anticipate its formation.
The focus must therefore be on the challenges and tasks immediately ahead. But what will these be in the areas of procurement and supply chain?
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December 2020: Cradle to Cradle: not only optimizing the CO² footprint through recycling management but also creating value retention
From Rainer den Ouden
The fact that resources are becoming increasingly scarce and material is not infinitely available is neither a secret nor a revelation. The changeover to sustainable materials and renewable resources is therefore logical and sensible. However, this is often associated with significant restrictions in design and function or even technically impossible. The UN warns that the annual global consumption of resources will double by 2060 and that greenhouse gas emissions will continue to rise dramatically. At the same time, the World Bank estimates that global annual municipal waste will have increased by 70 percent by 2050.
In 2016, on average only 12 percent of the material resources used in the EU came from recycled products and recovered materials. But have we picked up speed here in the last five years?
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November 2020: Agility: Successfully designing complex supply chains through agile supply chain management
From Gregor van Ackeren
The vulnerability of global supply chains has been clearly visible not only since the Covid19 pandemic. Regional conflicts, trade wars, protectionism, etc. repeatedly put supply chains, which are very complex in many areas of industry, to the test. The effort to keep them stable for the own company is increasing. The associated risks can under certain circumstances assume existential dimensions.
Global sourcing, which has been propagated in all areas of the economy since the beginning of the 1990s, initially had one goal – cost efficiency. By including new production markets, which could and wanted to supply at first at low cost and then in terms of capacity and increasingly also quality, this was a strategic focus in order to maintain or expand one’s own competitiveness.
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October 2020: The eternal competition – procurement and sales for the best result
From Oliver Kreienbrink
If one takes the basic concept of game theory, procurement and sales achieve a positive result for both sides when both close to their own goals for a negotiation. This only works if the zone for an agreement (in which min/max ideas from both sides overlap) is large enough and still contains a margin (negotiation measures) for both sides.
Incited by bonuses, etc., both sides have the goal of achieving more through intransparency, of being smarter than the other side, of playing out their position of power. Everybody wants to make money, max. Either by better purchase prices or still higher selling prices. Often both parties see negotiations as a fight.
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September 2020: Successful procurement organizations – that is the decisive core competence
From Tim Rohweder
Our publications regularly deal with how successful procurement organizations tackle and master challenges and what resources are needed to do so. In this context, we repeatedly point out the considerable importance and the essential contribution that efficient supplier management makes in this context.
Mastering the dynamics of the legal framework (most recently e.g. DSGVO, currently the German Supply Chain Act) is currently only one of the major challenges facing modern procurement organizations. The identification and management of the relevant economic, ecological and social business risks is another permanent challenge.
Last but not least, the permanent pressure to succeed on procurement is also evident in the day-to-day race for the value contribution of procurement to corporate success.
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August 2020: Supply chain law is coming – Measures to put it into practice
From Tim Rohweder
For some time now, we have accompanied the developments and discussions surrounding the introduction of the Supply Chain Act for you in our publications. In this special issue of our „Insight“ series we would like to promote an offensive approach to this challenge. To this end, we outline and concretise a management approach for practice that meets the emerging requirements, the corresponding cornerstones and also the necessary instruments.
In 2016, the German government adopted a „National Action Plan“ (NAP) to implement the „UN Guiding Principles on Business and Human Rights“, which were established in 2011. The logical consequence of this is the law that is now also being sought at the European level to ensure consistent compliance with human rights at every stage of global supply chains. This is particularly logical because the shortcomings of the majority of German companies in dealing with the voluntary self-commitment to date are considerable and obvious1,2 – as are fear of contact and helplessness.
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July 2020: Digital transformation strategy: theory vs. practice
From Rainer den Ouden
In the current edition of Harvard Business Manager (July 2020), authors Rita McGrath and Ryan McManus discuss in their strategy paper „Starting small and letting it grow“ the challenge for established companies to face the digital challengers. According to the authors‘ experience and underlined with some examples, the reaction is usually to question the entire business model and invest millions of dollars to become the ruler of new ecosystems. The authors‘ solution is a step-by-step and experimental approach by adopting digital change as a learning process. The adopted learning process should not lose sight of the customer and not forgetting one’s own talents on the journey.
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June 2020: The new normality: the corona backward prognosis
From Rainer den Ouden
The past few weeks have presented us all with a variety of challenges, be it workplace and working time organization with home office, video conferencing, home schooling and other childcare. But also, the financial burden on our companies, short-time work and unstable global supply chains. Creative solutions were sought and found, and companies with good crisis management were particularly successful. Now that we are enjoying the first loosening up and a feeling creeps in as if „Corona is over now“, and everything returns to normal. But from our experience there will be no return to the old normality. There are historical moments when the future changes direction. We call them bifurcations. Or deep crises. Those times are now.
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May 2020: And the winner is: Agile procurement
From Oliver Kreienbrink
During the first phase of the SARS-COV2 crisis we had contact with many of our current and former customers and discussed the issue with them: How well has their procurement come through the crisis and what are the challenges for the post-crisis period, the ramp-up? The colleagues of ADCONIA always discussed the categories satisfaction, communication, responsibility and motivation in relation to the procurement department and the buyers.
For us, the basis of the consideration was the question of whether and how different types of leadership or project management influence the performance of a team in a crisis.
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April 2020: PREDICTABILITY OF THE CHALLENGES 2020 How German SMEs can currently learn from 2009
From Gregor van Ackeren
The crisis triggered by COVID-19 globally, and thus also in Germany, is affecting the supply chain, i.e. the supply chains of medium-sized businesses, to an increasing extent. The fact that this becomes particularly obvious in the crisis is a painful awakening for many entrepreneurs.
To be honest, it is an awakening from a self-chosen sleep or a widespread lethargy with regard to the stringent and professional management of their own supply chains and suppliers through supply chain management and procurement.
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Special Edition March 2020: After first aid comes stabilization – opportunity for new approaches to cost management
From Oliver Kreienbrink and Gregor van Ackeren
In every crisis there is an opportunity. How often has this statement been heard in the past, both in private and professional life. However, none of us in our generation has ever experienced a crisis like the one currently being experienced due to the corona virus, in human interaction and also in the economy.
However, as with every crisis, there is a certain master plan. In the beginning there is always first aid. Once an emergency has become known, the necessary staff members organize themselves, make an initial diagnosis and provide first aid. This is followed by stabilisation and, if necessary, the combating and treatment of symptoms. This sequence of a paramedic intervention can be adopted as a blueprint for dealing with crises in companies.
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March 2020: Supply chain digitization cannot be evaluated only by cost
From Tim Rohweder
In recent years, the importance and opportunities of digitization for procurement and supply chain management have been repeated almost like a prayer wheel. Procurement is no longer seen exclusively as a cost-cutting or even ordering office, but rather as a strategic unit with its own value contribution to the corporate result.
In our view, however, traditional reflexes still stand in the way of fully exploiting the effects of digitization. Too often, new solution concepts and technologies are judged primarily by their short-term cost-cutting potential – and not by the long-term efficiency effects of a systematically digitized supply chain.
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February 2020: Change management requires leaps in thinking
From Oliver Kreienbrink
Changes have always frightened people at first. „Why change when everything is going well?“ is a universal statement. It starts with the little things in everyday life, a new cereal for the children, a new construction site on the way to work, a new instruction at work. For many, it breaks routines that people have become accustomed to. And without giving reasons, such changes are difficult to accept. This is where change management from a business perspective is called for.
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January 2020: When experience goes into retirement, the challenge of succession planning
From Oliver Kreienbrink
The demographic change and the increasing number of retired employees are not only a capacity problem for companies, but also the danger of losing experience and knowledge. This is where a structured succession plan for retirement is needed. Recruiting specialists from abroad and qualifying your own employees or career changers are important and correct steps. But how are they qualified at the specific workplace, if the experience and knowledge have already been retired. And this does not mean the already documented instructions or process descriptions, here it is rather about unique knowledge about the special circumstances („the behavior of a plant“, „the evaluation of an analysis“ or „the order of a certain person“), about experience-based qualifications.
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December 2019: Global Sourcing in the rough seas – successful risk management for advanced clients
From Gregor van Ackeren
The times in which global sourcing was an exotic specialty for companies and was often reserved for large corporations are long gone. No medium-sized, industrially producing company has been able to assert itself successfully in the past 25 years if it had not optimized its procurement processes and supply chain as part of a global sourcing strategy. Whether this is done directly by an independent sourcing organization or indirectly via service providers varies depending on the industry and size of the company. It is a fact that global sourcing has become a constant factor in the strategic planning of almost all companies in order to ensure optimal, competitive development and use of raw materials, products and production capacities worldwide.
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November 2019: Systematic use of cost levers – this is how top buyers achieve the maximum value contribution for their company!
From Tim Rohweder
The goal of every buyer is to increase the value contribution from procurement to the company result. The main cost levers and drivers are generally known. In most procurement departments, specialists work on optimizing or using individual levers – e.g. the expert for digitization issues or the colleague who has many years of operational experience with alternative supply concepts.
But who can ensure that all cost levers – e.g. the design of financial flows, the increase of (process) compliance or the possibilities of active cost control – are considered and drawn with sufficient efficiency and competence?
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October 2019: Value contribution of procurement and supply chain management in restructuring measures
From Oliver Kreienbrink
Significant optimization in the context of restructuring can be achieved through procurement and supply chain management – regardless of the triggering event. Whether it’s the need to restructure a company in case of financial difficulties, to reduce complexity after a merger or to remove historically grown structures from the supply chain, supply chain management can set the right and important course. And with many possible KPIs, whether to reduce costs, free up capital or reduce time-to-market times. The options in the restructuring process are manifold.
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September 2019: Renewal as a successful departure – Structure of the first 100 days
From Gregor van Ackeren
The famous first 100 days in a new position are formative. Expectations, uncertainties, hopes, dynamics, concepts, goals, plans, etc., from the point of view of the new employee on the one hand and the various stakeholders on the other.
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August 2019: Sustainability in the focus of society
From Gregor van Ackeren
Over the past three years, the topic of „sustainability“ has become a determining factor in all areas of society. Sustainability is now part of the considerations of consumers, manufacturers and politicians. A future-oriented corporate strategy either already contains „sustainability“ as a central component or has to include it in the short term.
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July 2019: Sustainability in the supply chain – is eco sexy?
From Rainer den Ouden
To describe sustainability in the supply chain as an innovation or a current topic would somehow be misplaced in view of the large number of publications and years of discussion. And yet those responsible for supply and value chains have often seen sustainability as a requirement or even a challenge and not as an opportunity for an entire company to strategically realign itself.
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June 2019: Leadership in Change Management – designing a journey
From Rainer den Ouden
Ideas for necessary changes and optimizations are often quickly identified, the great danger of failure often lies in the question of how to get the people affected by these changes to accept the change. A central role in these change processes takes over the executive. Every manager will now say „of course“, but the path is the most important thing here. „Leaders don’t force people to follow – they invite them to a journey“ Charles S. Lauer once said aptly. Changes can only be enforced to a certain degree or enforced through sanctions. In such cases, however, ways out of the changed situation are sought at the first opportunity, especially if the affected person does not see any personal advantage or even a disadvantage in the change.
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May 2019: Discover the power reserves of procurement – what type of procurement manager are you?
From Oliver Kreienbrink
One thing will not change for procurement managers in the future: the annual cost targets set by the management. And these not only relate to external costs and expenses, but also to internal efficiency. For almost 20 years I have accompanied the supply chain and procurement department on projects and have got to know three types of procurement managers on this issue: the doubter, the tactician and the visionary.
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April 2019: Economic outlook: Turbidity with increasing precipitation probability – focus on indirect costs
From Oliver Kreienbrink
The increasing number of rather pessimistic forecasts for economic growth (e.g. OECD, IMF, Wirtschaftsweisen, IDW) are seen by many companies as the first warning signs that they will have to do more of their own homework again. In times of growth, the signs regularly point to order fulfillment and revenue generation. This usually involves investments in sales, administration and production.
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March 2019: How to manage the shortage of specialists in procurement with smart services
From Tim Rohweder
The shortage of skilled personnel in procurement currently accompanies us almost permanently as a challenge in our consulting activities. There is hardly a customer with whom we do not discuss not only the issues of digitization but also how his team can be qualitatively and quantitatively improved and above all made fit for the future. And there is hardly a customer, especially in medium-sized businesses outside the economic centers, who has problems with the qualitative adequate filling of positions in strategic procurement.
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