CENTRALLY IMPORTANT: THE MANAGEMENT OF INNOVATIONS
We experience it time and again – simple improvements often evolve into genuine innovations. This only works if the right suppliers are actively involved. METROPLAN PROCESS MANAGEMENT distinguishes between innovations from suppliers, which can be incorporated into products, for example in the form of improved components, and innovations offered with the aid of suitable suppliers. However, all innovations have one thing in common: They are an important leverage point for boosting the success of the company.
Purchasing controlling is without doubt one of the most difficult aspects of purchasing. Nevertheless, it is essential in order to reliably quantify the contribution that purchasing makes to the company success. For this purpose, we develop purchasing management systems with key figures, target specifications, control loops and purchasing controlling. We have developed a concept which continuously provides all company departments with maximum transparency of all of the figures relevant to purchasing, and enables qualified conclusions. We distinguish between framework and structure figures and key performance figures. These key figures can be established on the basis of experience for the six main areas of purchasing (purchasing processes, purchasing controlling, supplier structure, use of IT systems, product innovation and miscellaneous). In conjunction with an innovative purchasing strategy, ambitious targets can therefore be both specified and achieved.
Purchasing controlling is without doubt one of the most difficult aspects of purchasing. Nevertheless, it is essential in order to reliably quantify the contribution that purchasing makes to the company success. For this purpose, we develop purchasing management systems with key figures, target specifications, control loops and purchasing controlling. We have developed a concept which continuously provides all company departments with maximum transparency of all of the figures relevant to purchasing, and enables qualified conclusions. We distinguish between framework and structure figures and key performance figures. These key figures can be established on the basis of experience for the six main areas of purchasing (purchasing processes, purchasing controlling, supplier structure, use of IT systems, product innovation and miscellaneous). In conjunction with an innovative purchasing strategy, ambitious targets can therefore be both specified and achieved.
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