Insbesondere in Krisenzeiten ist jeder Mitarbeitende im Einkauf gefordert, den wichtigsten Dreiklang des Gesamterfolges zu sichern:
💰Profitabilität – Liquidität – Resilienz
❓Frage: Kennen Sie die Kostenstrukturen und -risiken Ihrer Lieferanten und wissen Sie um die ergebniswirksamen Werthebel, mit denen Sie das Ergebnis und die Liquidität Ihres Unternehmens stützen können?
Wir bilden Sie dafür aus! In unserem praxisnahen Training mit vielen Beispielen und Übungen erhalten Sie die Werkzeuge und das Wissen, um Kosten und Risiken zu verstehen, Einsparpotentiale zu identifizieren und nachhaltige Maßnahmen umzusetzen. Und verstehen Sie, warum Kosten- und Risikomanagement ein unzertrennliches Paar sind.
🎯KOSTEN- UND KOMPLEXITÄTSMANAGEMENT
✔️Kostenstrukturen und relevante Kostentreiber verstehen und optimieren
✔️Kostenpotentiale identifizieren und umsetzen, Verhandlungen erfolgreich vorbereiten
✔️Zielkosten ermitteln, Total Cost of Ownership Handeln etablieren
✔️Komplexität reduzieren, Bündelungs- und Skaleneffekte erzeugen
🎯LIEFERKETTEN & LIEFERANTEN STABILISIEREN, RISIKEN MINIMIEREN
✔️Risikobewusstsein entwickeln, Verantwortung übernehmen
✔️Lieferkettenrisiken erkennen, Signale deuten, Infos validieren
✔️Markt- und Lieferkettenrisiken absichern, Präventions- und Abstellmaßnahmen anwenden
✔️Risiken im Warengruppen- und Lieferantenmgmt. analysieren, Ergebnisse planbar machen
👉LERNEN VON KRISENERFAHRENEN PRAKTIKERN
Vertrauen Sie Umsetzern, denn herausfordernde Zeiten brauchen Erfahrung und Konzentration auf das Wesentliche, keine Beratung. targetP bündelt 80+ Jahre Einkaufs- und Führungsexpertise mit 20+ Jahren Erfahrung im Kosten- und Komplexitätsmanagement. Wir waren Einkaufsleiter, Risikomanager, Kostenanalytiker und haben Risikomanagement- und Kostenanalyseteams sowie Cost Engineering Organisationen aufgebaut und geführt (u.a. Benteler und AGCO). Unsere vom BME, BVL und dem Forbes Magazin gewürdigten Risikomanagement Programme finden in 15 Konzernen und mittelständischen Unternehmen in Deutschland, USA, Schweden, Hongkong globale Anwendung.
Buchen Sie jetzt zum Vorteilspreis. Mehr Infos auf: kosten-management.de
approx. EUR 400 million Procurement spend p.a. (rapidly increasing)
Independent joint venture between two large truck manufacturers
Start of series production in 2027 and development of the North American market with local production requires far-reaching development and expansion of Procurement, particularly regarding a global organization (skills, capacities, x-functional collaboration) and digitalization
Objectives
Creating transparency about the maturity level of the Procurement function
Prioritized action plan to gradually increase the maturity level regarding competencies, x-functional cooperation, productivity/efficiency, digitalization, etc.
Development of target organization model (2023, 2027, 2030) for production and non-production materials Procurement incl. all role descriptions and necessary capacity (FTE sizing)
Detailed transformation plan for the global Procurement organization aligned with the milestones "Start of series production" and "Market entry & local production North America“
Review of Procurement’s digital strategy and projects including future recommendations
Approach
Comprehensive maturity analysis of Procurement (targetP! method) with a focus on organization and digitalization based on personal interviews (all Procurement staff and top stakeholders) as well as in-depth document and data analysis (strategies, guidelines, process descriptions, digitalization initiatives, standards for category & supplier management, order & invoice volumes, etc.).
S/T/O analysis to determine the actual capacity utilization of all Procurement employees as part of individual interviews
Workshops/interviews with IT & Procurement on the Procurement system landscape and digital strategy
Results / „Deliverables“
Detailed maturity assessment report on Procurement (production and non-production materials) including prioritized actions and quick wins
Procurement digital strategy benchmark against best practices with specific recommendations for actions, risk analysis, and quick wins
Transparency regarding the actual use of capacity in Procurement, gap analysis of the respective profiles and stakeholder expectations
Role-based target Procurement organization with a step-by-step development plan (staffing, development, reallocation)
Tailor-made role descriptions for use in subsequent recruiting measures
About the company:
Joint Venture Truck OEMs (Germany & Sweden)
Development Hydrogen fuel cell systems
approx. 500Employees, strong growth
GlobalTechnologyInnovator
Case Study
Industry: Automotive
Area: Organisation
Country: Germany & USA
Duration: 12 Months
Starting Point / Assignment
approx. EUR 400 million Procurement spend p.a. (rapidly increasing)
Independent joint venture between two large truck manufacturers
Start of series production in 2027 and development of the North American market with local production requires far-reaching development and expansion of Procurement, particularly regarding a global organization (skills, capacities, x-functional collaboration) and digitalization
Objectives
Creating transparency about the maturity level of the Procurement function
Prioritized action plan to gradually increase the maturity level regarding competencies, x-functional cooperation, productivity/efficiency, digitalization, etc.
Development of target organization model (2023, 2027, 2030) for production and non-production materials Procurement incl. all role descriptions and necessary capacity (FTE sizing)
Detailed transformation plan for the global Procurement organization aligned with the milestones "Start of series production" and "Market entry & local production North America“
Review of Procurement’s digital strategy and projects including future recommendations
Approach
Comprehensive maturity analysis of Procurement (targetP! method) with a focus on organization and digitalization based on personal interviews (all Procurement staff and top stakeholders) as well as in-depth document and data analysis (strategies, guidelines, process descriptions, digitalization initiatives, standards for category & supplier management, order & invoice volumes, etc.).
S/T/O analysis to determine the actual capacity utilization of all Procurement employees as part of individual interviews
Workshops/interviews with IT & Procurement on the Procurement system landscape and digital strategy
Results / „Deliverables“
Detailed maturity assessment report on Procurement (production and non-production materials) including prioritized actions and quick wins
Procurement digital strategy benchmark against best practices with specific recommendations for actions, risk analysis, and quick wins
Transparency regarding the actual use of capacity in Procurement, gap analysis of the respective profiles and stakeholder expectations
Role-based target Procurement organization with a step-by-step development plan (staffing, development, reallocation)
Tailor-made role descriptions for use in subsequent recruiting measures
About the company:
Family Owned Business with international Footprint
Family Owned Business with international Footprint
approx. 500 Mio.Turnover
approx. 3.000 Employees
Technology & Market Leaderin Harvesting Equipment
Case Study
Industry: Agricultural Machines
Area: Transformation
Country: Germany
Duration: ~ 18 Months
Starting Point / Assignment
approx. 200 million Procurement volume
Sole focus on operational processes (clerical function)
Strong focus on German plants, not prepared for internationalization and cooperation, despite of having operating units in the USA and China
Strong growth in turnover and increased internationalization
Procurement’s priority: Supply security (“keep the plants running”)
Digitalization not actively driven
Objectives
Create an understanding of Procurement’s maturity level
Identify potential (e.g., value contribution, efficiency, compliance), through more professional category & supplier management and digital support
Elaborate on alternative measures to develop Procurement and create an action plan, particularly concerning process improvements
If necessary, determine and argue capacity requirements
Optimize structures to prepare for growth and improved resource utilization
Approach
Comprehensive maturity analysis of Procurement (targetP! method) with a focus on organization and operational improvements (personal interviews with Procurement staff and top stakeholders) as well as in-depth document and data analysis (strategies, guidelines, process descriptions, digitalization initiatives, etc.)
Development of a holistic transformation plan and target organization model including roles and responsibilities, stakeholder integration, etc.
Early involvement of employees "future conferences to build my organization“
Joint creation of a practicable category structure, a Procurement Vision & Strategy
Results / „Deliverables“
First-time definition of a Procurement strategy with aligned objectives
Capacity optimization through targeted personnel expansion
Optimized organizational model and a more rigid category structure established
First system reviews with digital solution providers based on a digital action plan and precise requirements
Design of a customized multi-year training program for all roles
Implementation of Category Management training with pilots
Development and implementation of Procurement processes
About the company:
Family Owned Business with international Footprint
Family Owned Business with international Footprint
approx. 500 Mio.Turnover
approx. 3.000 Employees
Technology & Market Leaderin Harvesting Equipment
Case Study
Industry: Agricultural Machines
Area: Transformation
Country: Germany
Duration: ~ 18 Months
Starting Point / Assignment
approx. 200 million Procurement volume
Sole focus on operational processes (clerical function)
Strong focus on German plants, not prepared for internationalization and cooperation, despite of having operating units in the USA and China
Strong growth in turnover and increased internationalization
Procurement’s priority: Supply security (“keep the plants running”)
Digitalization not actively driven
Objectives
Create an understanding of Procurement’s maturity level
Identify potential (e.g., value contribution, efficiency, compliance), through more professional category & supplier management and digital support
Elaborate on alternative measures to develop Procurement and create an action plan, particularly concerning process improvements
If necessary, determine and argue capacity requirements
Optimize structures to prepare for growth and improved resource utilization
Approach
Comprehensive maturity analysis of Procurement (targetP! method) with a focus on organization and operational improvements (personal interviews with Procurement staff and top stakeholders) as well as in-depth document and data analysis (strategies, guidelines, process descriptions, digitalization initiatives, etc.)
Development of a holistic transformation plan and target organization model including roles and responsibilities, stakeholder integration, etc.
Early involvement of employees "future conferences to build my organization“
Joint creation of a practicable category structure, a Procurement Vision & Strategy
Results / „Deliverables“
First-time definition of a Procurement strategy with aligned objectives
Capacity optimization through targeted personnel expansion
Optimized organizational model and a more rigid category structure established
First system reviews with digital solution providers based on a digital action plan and precise requirements
Design of a customized multi-year training program for all roles
Implementation of Category Management training with pilots
Development and implementation of Procurement processes
About the company:
Leading Healthcare Provider
High reputation (Top rated Medical Care)
Site: approx. 825 Mio. Turnover
approx. 1.700employees
> 80.000 Patienten/Jahr
Case Study
Industry: Health Care/Clinic
Area: Interim & Development
Country: Germany
Duration: 6 Months
Starting Point / Assignment
approx. EUR 60 million spend p.a., complex spend structure
Procurement with a strong focus on processing and operational processes, no systematic spending management
Significant operational problems in day-to-day business led to high costs
Very insecure, demotivated team due to degrading treatment and extreme micromanagement by the previous Procurement Manager
Non-existent digitalization of core processes and tasks
Extensive, sometimes paralyzing bureaucracy in general and when approving requirements such as Requisitions, Purchase Orders and Contracts
Lack of discipline and ethics among sales reps (back-door selling, etc.)
Low reputation within the hospital, especially among chief physicians
Objectives
Main objective: Stabilization and reactivation of a highly frustrated team
Stabilization of day-to-day business, also due to above-average absences
Better distribution of the workload among the team members
Creating an understanding of the actual maturity level of Procurement, identifying potential (e.g., value contribution, efficiency, compliance)
Elaborating alternative measures to develop Procurement, and create an action plan, particularly concerning process simplifications (approvals of Requisitions, Purchase Orders, Contracts)
Improving customer service quality and interaction with internal customers
Approach
Comprehensive maturity analysis of Procurement involving stakeholders
Creation and coordination of a holistic development plan
Open door policy and individual meetings several times a week
Regular visits to the hospital wards to understand the needs and build trust
Frequent exchange with internal customers (regular personal exchange, participatory approach: Involvement of all employees, e.g. we
Weekly team meetings to discuss issues, improvement ideas, and solutions to ensure full commitment and involvement in improvement projects
Strong involvement in day-to-day business (negotiations, sourcing)
Process analyses, in particular, SAP optimization options & approvals
Results / „Deliverables“
Team stabilized, motivation increased, absences and absenteeism reduced (CEO quote: "You calmed people down very quickly with professional empathy and got them behind you")
First-time definition of a Procurement strategy with agreed upon targets
Regular coordination with internal customers (Chief physician quote: "we talk to each other now, things run faster, we finally feel well looked after")
Approval and implementation of moderate staff expansion with restructuring of work areas and balancing of workload
Redesign of framework agreements with improved commercial conditions
Complete processing of unfinished order processes (backlog)
Simplification and definition of core Procurement processes;
Addition of new SAP functionalities to drive automation & workload reduction
About the company:
Leading Healthcare Provider
High reputation (Top rated Medical Care)
Site: approx. 825 Mio. Turnover
approx. 1.700employees
> 80.000 Patienten/Jahr
Case Study
Industry: Health Care/Clinic
Area: Interim & Development
Country: Germany
Duration: 6 Months
Starting Point / Assignment
approx. EUR 60 million spend p.a., complex spend structure
Procurement with a strong focus on processing and operational processes, no systematic spending management
Significant operational problems in day-to-day business led to high costs
Very insecure, demotivated team due to degrading treatment and extreme micromanagement by the previous Procurement Manager
Non-existent digitalization of core processes and tasks
Extensive, sometimes paralyzing bureaucracy in general and when approving requirements such as Requisitions, Purchase Orders and Contracts
Lack of discipline and ethics among sales reps (back-door selling, etc.)
Low reputation within the hospital, especially among chief physicians
Objectives
Main objective: Stabilization and reactivation of a highly frustrated team
Stabilization of day-to-day business, also due to above-average absences
Better distribution of the workload among the team members
Creating an understanding of the actual maturity level of Procurement, identifying potential (e.g., value contribution, efficiency, compliance)
Elaborating alternative measures to develop Procurement, and create an action plan, particularly concerning process simplifications (approvals of Requisitions, Purchase Orders, Contracts)
Improving customer service quality and interaction with internal customers
Approach
Comprehensive maturity analysis of Procurement involving stakeholders
Creation and coordination of a holistic development plan
Open door policy and individual meetings several times a week
Regular visits to the hospital wards to understand the needs and build trust
Frequent exchange with internal customers (regular personal exchange, participatory approach: Involvement of all employees, e.g. we
Weekly team meetings to discuss issues, improvement ideas, and solutions to ensure full commitment and involvement in improvement projects
Strong involvement in day-to-day business (negotiations, sourcing)
Process analyses, in particular, SAP optimization options & approvals
Results / „Deliverables“
Team stabilized, motivation increased, absences and absenteeism reduced (CEO quote: "You calmed people down very quickly with professional empathy and got them behind you")
First-time definition of a Procurement strategy with agreed upon targets
Regular coordination with internal customers (Chief physician quote: "we talk to each other now, things run faster, we finally feel well looked after")
Approval and implementation of moderate staff expansion with restructuring of work areas and balancing of workload
Redesign of framework agreements with improved commercial conditions
Complete processing of unfinished order processes (backlog)
Simplification and definition of core Procurement processes;
Addition of new SAP functionalities to drive automation & workload reduction
About the company:
Highly renowned Qatari company
approx. 825 mn.Turnover
approx. 3.500 Employees
Regional Market Leader
Shipping, Maritime Logistik & Services
Case Study
Industry: Shipping & Maritime
Area: Restructuring & Interim
Country: Qatar
Duration: ~ 12 Months
Starting Point / Assignment
approx. EUR 300 million Procurement spend p.a.
Procurement with a strong focus on processing and operational processes, no systematic spending management
Significant operational problems in day-to-day business led to high costs for troubleshooting, escalations, and internal conflicts with stakeholders
Low acceptance and appreciation of Procurement and high political pressure despite excellent company results
Long-term vacancy in Procurement leadership impacts performance, customer satisfaction, and insecurity and leading to high fluctuation on buyer level
Digitalization of core processes and tasks only marginally developed
Objectives
Create an understanding of the true maturity level of Procurement and gain buy-in from the Executive Board
Identify potential (e.g., value contribution, efficiency, compliance), through more professional category & supplier management and automation
Elaborate on alternative measures to develop Procurement and create an action plan, particularly concerning process simplifications
Improve strategic and operational reporting for the CFO
Implement organizational and structural optimization to improve service quality
After two months: additional Role as VP Ad Interim due to the dismissal of the Head of Procurement
Approach
Comprehensive maturity analysis of Procurement involving stakeholders
Creation and coordination of a holistic transformation plan with staff adjustments, digitalization, and skills requirements
Development of a target organization model (category management) with role descriptions, responsibilities and recruiting support
Highly participative approach with intensive involvement of all employees, e.g., as part of "future conferences" (for the first time in the company) and expert teams with topic champions
Further development of Procurement and sourcing governance, e.g., tailored Category Structure, Procurement Vision & Procurement strategy and policies
Results / „Deliverables“
First-time definition of a Procurement strategy with aligned objectives
Approval and implementation of moderate staff expansion and allocation and expansion of required skills through comprehensive training plans
Start of digitalization projects based on a digital action plan (Supplier Portal)
Implementation of a Category Management approach and process and execution of 10 category pilots to identify additional value contribution
Development and implementation of comprehensive Supplier Management involving a newly designed supplier qualification process (Supplier Portal)
Implementation of a Procurement guideline & process manual and creation of comprehensive Procurement reporting with PowerBI
10-month Interim Management and stabilization of the organization
About the company:
Highly renowned Qatari company
approx. 825 mn.Turnover
approx. 3.500 Employees
Regional Market Leader
Shipping, Maritime Logistik & Services
Case Study
Industry: Shipping & Maritime
Area: Restructuring & Interim
Country: Qatar
Duration: ~ 12 Months
Starting Point / Assignment
approx. EUR 300 million Procurement spend p.a.
Procurement with a strong focus on processing and operational processes, no systematic spending management
Significant operational problems in day-to-day business led to high costs for troubleshooting, escalations, and internal conflicts with stakeholders
Low acceptance and appreciation of Procurement and high political pressure despite excellent company results
Long-term vacancy in Procurement leadership impacts performance, customer satisfaction, and insecurity and leading to high fluctuation on buyer level
Digitalization of core processes and tasks only marginally developed
Objectives
Create an understanding of the true maturity level of Procurement and gain buy-in from the Executive Board
Identify potential (e.g., value contribution, efficiency, compliance), through more professional category & supplier management and automation
Elaborate on alternative measures to develop Procurement and create an action plan, particularly concerning process simplifications
Improve strategic and operational reporting for the CFO
Implement organizational and structural optimization to improve service quality
After two months: additional Role as VP Ad Interim due to the dismissal of the Head of Procurement
Approach
Comprehensive maturity analysis of Procurement involving stakeholders
Creation and coordination of a holistic transformation plan with staff adjustments, digitalization, and skills requirements
Development of a target organization model (category management) with role descriptions, responsibilities and recruiting support
Highly participative approach with intensive involvement of all employees, e.g., as part of "future conferences" (for the first time in the company) and expert teams with topic champions
Further development of Procurement and sourcing governance, e.g., tailored Category Structure, Procurement Vision & Procurement strategy and policies
Results / „Deliverables“
First-time definition of a Procurement strategy with aligned objectives
Approval and implementation of moderate staff expansion and allocation and expansion of required skills through comprehensive training plans
Start of digitalization projects based on a digital action plan (Supplier Portal)
Implementation of a Category Management approach and process and execution of 10 category pilots to identify additional value contribution
Development and implementation of comprehensive Supplier Management involving a newly designed supplier qualification process (Supplier Portal)
Implementation of a Procurement guideline & process manual and creation of comprehensive Procurement reporting with PowerBI
10-month Interim Management and stabilization of the organization
English 
Deutsch
💰Profitabilität – Liquidität – Resilienz
❓Frage: Kennen Sie die Kostenstrukturen und -risiken Ihrer Lieferanten und wissen Sie um die ergebniswirksamen Werthebel, mit denen Sie das Ergebnis und die Liquidität Ihres Unternehmens stützen können?
Wir bilden Sie dafür aus! In unserem praxisnahen Training mit vielen Beispielen und Übungen erhalten Sie die Werkzeuge und das Wissen, um Kosten und Risiken zu verstehen, Einsparpotentiale zu identifizieren und nachhaltige Maßnahmen umzusetzen. Und verstehen Sie, warum Kosten- und Risikomanagement ein unzertrennliches Paar sind.
🎯KOSTEN- UND KOMPLEXITÄTSMANAGEMENT
✔️Kostenstrukturen und relevante Kostentreiber verstehen und optimieren
✔️Kostenpotentiale identifizieren und umsetzen, Verhandlungen erfolgreich vorbereiten
✔️Zielkosten ermitteln, Total Cost of Ownership Handeln etablieren
✔️Komplexität reduzieren, Bündelungs- und Skaleneffekte erzeugen
🎯LIEFERKETTEN & LIEFERANTEN STABILISIEREN, RISIKEN MINIMIEREN
✔️Risikobewusstsein entwickeln, Verantwortung übernehmen
✔️Lieferkettenrisiken erkennen, Signale deuten, Infos validieren
✔️Markt- und Lieferkettenrisiken absichern, Präventions- und Abstellmaßnahmen anwenden
✔️Risiken im Warengruppen- und Lieferantenmgmt. analysieren, Ergebnisse planbar machen
👉LERNEN VON KRISENERFAHRENEN PRAKTIKERN
Vertrauen Sie Umsetzern, denn herausfordernde Zeiten brauchen Erfahrung und Konzentration auf das Wesentliche, keine Beratung. targetP bündelt 80+ Jahre Einkaufs- und Führungsexpertise mit 20+ Jahren Erfahrung im Kosten- und Komplexitätsmanagement. Wir waren Einkaufsleiter, Risikomanager, Kostenanalytiker und haben Risikomanagement- und Kostenanalyseteams sowie Cost Engineering Organisationen aufgebaut und geführt (u.a. Benteler und AGCO). Unsere vom BME, BVL und dem Forbes Magazin gewürdigten Risikomanagement Programme finden in 15 Konzernen und mittelständischen Unternehmen in Deutschland, USA, Schweden, Hongkong globale Anwendung.
Buchen Sie jetzt zum Vorteilspreis. Mehr Infos auf: kosten-management.de