What is the extension of the purchasing department network abk. Supply department: how to form and manage

Sergei Filippov, Director of the architectural bureau "Sergey Skuratov Architects", Moscow

How to create a purchasing department: approaches to formation using the example of a trading company
Purchasing department location organizational structure companies

It is difficult to overestimate the importance of a well-organized purchasing department for the stable and economically viable operation of the entire company. Creating a purchasing department is possible in two ways. Depending on the option chosen by the CEO or the owner of the company, the fate of the department will largely depend.

Depending on the foresight of the owner or director of the company, a specific model for creating a purchasing department may be used. I had to implement programs in my practice, both maximum and minimum. By personal experience I can say that the second option is more preferable.

Formation of the purchasing department: the first model

1.Formulation of the problem. The beginning in the construction of the purchasing department is directly the formulation of the problem. The general director is required to determine the purpose for which the department is being formed - the number of articles, the number of suppliers, assortment groups, the turnover rate that the company plans to reach. Based on these indicators, the required number of employees and the required skill level of employees will be determined.

2.Qualification and number of employees. 2-5 people can work in the department. The exact figure depends on the number of suppliers with which the company works. Based on 1 purchasing manager, 3-7 suppliers should be installed - this takes into account the specifics of the goods supplied, the volume of the purchase turnover.

The main responsibilities of managers are to control deliveries, the state of stocks in warehouses, payments to suppliers, fulfillment of contracts, work with claims. The best option is when department managers have experience in a field similar to yours. Since at more the contacts the manager has, the better it will be possible to quickly establish the effective work of the department.

Purchasing directors can be attracted from another field of activity. The main task of this specialist is to perform general plans, with tracking deficits and illiquid assets, turnover rates and sales for the company, with the conclusion of supply contracts. His list of duties also includes maintaining the stability of the contract - not interrupting it in the absence of any manager. Therefore, the specialist needs to know the status of each contract.

Purchasing in the face of austerity: 6 rules to improve efficiency

3. Technical task from the sales department. The work of the purchasing department should not be carried out solely at the discretion or on the instructions of the management. He is engaged in the implementation of the sales plan - in fact, the prescribed terms of reference, the preparation of which is carried out by the relevant department. A plan designed for a certain time interval is prepared by the sales director based on the sales forecast (optimally - a year ahead with a quarterly and monthly breakdown, divided by manufacturers, product lines, each individual article). When drawing up the plan, indicators that are associated with the minimum profitability of the business (provided by financiers) should be taken into account. The sales plan must then be approved by the CEO, becoming a certain domestic law. The purchasing director, taking into account this plan, will be able to find a supplier himself, having determined the conditions and price for the supply of goods. It is required to synchronize the timing of deliveries and calendar plan sales.

4. Money motivation. Should be determined according to the commercial result and is built like this:

salary (about 40% of the total income for managers and 55-60% for the head of the purchasing department);
bonus part (50% - for managers and 30-35% - for the head);
administrative bonus (10%).

The bonus part should depend on 3 main factors:

Timeliness of delivery of goods. It is easy to evaluate this criterion. An appropriate bonus is set for fulfilling the condition. If the goods were delivered earlier or later due date, a fine is issued for the manager and the purchasing director.
The volume of illiquid assets relative to everything inventory. With fewer illiquid assets, the better job purchasing department - accordingly, a bonus is due for this. The converse also applies. Also, wages can be calculated taking into account deficits, but this approach is less critical, although rather undesirable. After all, deficits affect lost profits. And illiquid assets overstock the warehouse, with a decrease in working capital.
The average inventory turnover in the warehouse during the reporting period. This indicator is normalized quite easily, with bonuses or fines in case of deviations up or down.

The bonus part in the income of employees depends on the order of 50-60% of the turnover. And non-liquid assets (deficit) and timely delivery of goods are taken into account in equal shares. The bonus of the head of the department depends on common work managers and warehouse. And already the bonus for each manager is affected by the part that he manages.

5. The date of creation of the department. I built the considered model for 1.5-2 months. During this time, we managed to recruit staff, create a management model and establish processes for interacting with the sales department.

How to control a buyer: 4 principles

Do you want to make sure that the buyer buys goods at the best price and does not sit on kickbacks? Check the subordinate. To do this, the editors of the magazine "General Director" use four principles.

By implementing the above rules, you will put things in order in the purchasing department, you will be able to assess how efficiently the specialists do their work, what tools they use. In the future, based on this knowledge, you will form company purchasing policy.

Place of the purchasing department in the organizational structure

I think that the purchasing director at the administrative level should be subordinate to the general director. And functionally, he must report to the commercial director or sales director. The terms of reference on what needs to be purchased is provided by the seller - if everything is done by the purchasing department according to the approved task of the sales department, we can talk about the normal operation of the model.

The head of the purchasing department, depending on the specific situation, may be subordinate to the commercial director. However, the seller needs to provide a similar motivation - in order for the assigned task to be really doable. Of course, the seller dictates his own rules, because he earns money. However, the requirements for the seller are always higher - he needs to feel the market, the commercial process, with the formation of a sales forecast for each article. I believe that the seller should remain the “extreme” in the company - it depends on him general development business and income.

He speaks CEO

Sergei Makarenko, General Director of Würth-Rus, Moscow

The purchaser's premium must be influenced by the sales plan. Some other coefficients may also be taken into account in the calculation. In particular, we use the "service factor" - how many positions from the submitted orders we can satisfy immediately. This indicator should be at least 96-97%.

When the purchasing department was able to gain capacity, we will introduce an annual bonus for the team from profit before tax. I oppose linking all working parameters to wages. Because salaries are not transparent. A person cannot solve a multifactorial problem and calculate the bonus part in advance.

We pay a fixed salary for employees of the purchasing department. But for very complex contracts, incentive bonuses should be provided based on performance. There is no need to tie the salaries of managers to the volume of purchased products. With a clear oversupply of goods from a certain supplier, if it is impossible to explain the reasons for the surplus, the manager should think - the manager may have a personal interest in such purchases.

The second model of creating a purchasing department

This model includes everything discussed above, but a different principle of organizing the work of the department is proposed. If you plan to organize a more efficient model, you need to start with the introduction of internal economic accounting at the enterprise, and the formation of an independent financial accounting center based on the procurement department.

We are talking about the creation of internal market relations in the company, using the budget management system. The Procurement Director in this case, in the performance of the duties discussed above, acts as the holder of the procurement budget, the general center of financial accounting. The savings due to the optimization of logistics and more profitable contracts become a personal fee for the specialist, as well as a reward for the department.

Within the company, entrepreneurial demand is already formed at the level of departments and services, contributing to a more rapid development of business. All employees are interested in the development of the company to receive additional bonuses. Providing bonuses will incentivize purchasing managers to be less involved in the corrupt schemes with suppliers that always arise in the market. This model does not completely avoid the problem of rollbacks, but significantly reduces their number.

The purchasing department appears before the sales department of a certain external company, from which the order is placed. But at the same time, intercompany relations are preserved. It retains its own profitability for each department, with an individual financial result - it is officially divided, based on our tariff agreement. Part of the funds goes as an internal tax for the owner, because it allows departments and employees to use their brand for work and income. This tax is the part that the owner then receives in the form of dividends or funds for investment and business development.

This model is part of the budget management system using business units. When using this model from the very beginning, the purchasing department reaches maximum efficiency (this statement is also true in principle for other departments and departments). It took me 8-18 months to create such a model. The main difficulty lies in working with the psychology of employees - turning them into independent entrepreneurs and your associates. Not everyone can cope with this role, and some employees have to leave. But the result obtained exceeds expectations. Therefore, we always use this model.

Non-material motivation of personnel - system, methods, examples

CEO speaking

Sergei Miroshnichenko, General Director of Srednevolzhskaya Gas Company LLC, Samara

Our service company is part of the structure of natural monopolies. We do not have classic purchasing and sales departments. Subordinate to the general director of the company are his deputies, heads of structural departments and branches. Each department is endowed with sufficient independence of work - with its own work plan, budget, regulations for payments and work.

All purchases have been directed to ensure material resources reconstruction and construction of networks. In total, 90% of materials (about 30 product groups) are purchased by UPTK as part of the parent company. Management is subordinated to the General Director for commercial matters. In recent years, the company has formed a circle of reliable suppliers, with a fairly well-established system. Therefore, the allocation of the purchasing department to overall structure company and the appearance of the position of director of the department, we considered irrelevant.

UPTK employees, together with the team of the bidding department (subordinate to the first deputy general director), are engaged in the selection of suitable suppliers. Further, the bidding department analyzes the correctness of the procurement procedures, with the selection of suppliers by tender or request for quotations.

The decision is made directly by the bidding department, with the preparation of a protocol. This procedure is usually carried out at the conclusion of large contracts. Unique products are purchased, usually from a specific supplier - since quality is of paramount importance. The department ensures the supply of products to the central warehouse upon receipt of orders from other departments.

Sergey Makarenko, General Director of Würth-Rus, Moscow

I do not think that the company needs a serious purchasing department from the first days of its work. The main thing in this case is to find a client, it is more important to this stage It turns out not the purchase itself, but the development of sales. Purchases of goods are made according to the simplest options - for example, in one place, without searching for the best prices. Because while the company does not have sufficient understanding of the characteristics of the market. In this case, the buyer has more technical functions.

Recently opened subsidiary according to your profile. At first, procurement issues were decided by the General Director. But then there was a person who was able to take over all the work with the goods - from the supplier to the warehouse. He was an excellent logistician, the main task was to organize optimal import routes for goods. However, the company eventually moved to the next stage - the phase of rapid growth. In such conditions, we began to need a specialist with a completely different understanding of the features of the warehouse. A good buyer is inherently an entrepreneur who is constantly on the lookout for the best deals and willing to take the right risk.

The work of the purchasing department begins for real, when the company already feels confident in the market, having built a sales system and defining the main segments target customers. To increase competitiveness, careful control of product quality is necessary, pricing and a well-thought-out assortment are important. The buyer can choose quality goods, identify a suitable supplier, agree on prices. The final place of the company in the market will largely depend on his negotiating talents.

We are within a few recent years we are at the stage of development. I had to change the buyer-logistician, instead of whom the buyer-enterprising employee came. Now the growth is at the level of 40-50% annually, and earlier it hardly reached 25%. At first, the invited employee was a product manager, then he gradually mastered the entire range of the company (about 3 thousand items for the warehouse company, and the concern - 50 thousand items). We set ourselves the goal of reaching the indicator of 15 thousand articles, and the purchasing department is called upon to become effective tool further growth of the company.

Key questions

How to justify the procurement budget?

How to choose a supplier?

How to conduct an inventory of balances in the warehouse and production areas?

How to counteract "kickbacks"?

How to establish communication between departments within the company?

What reporting forms should be used to analyze the work of the supply department?

Companies annually lose hundreds of thousands of rubles due to abuse and dishonest performance of their official duties employees. Norms of managerial and financial accounting do not allow timely detection of such cases. In order to reliably protect and make the most efficient use of their own assets, enterprises are implementing a system of on-farm control (audit), which, of course, has its own characteristics depending on the field of activity and strategic goals.

Procurement planning. Unscrupulous purchasing managers purchase raw materials and materials from the "right" enterprises in quantities exceeding the volumes to fulfill the production program. Therefore, when planning purchases, it is important to take into account not only the planned quantitative indicators (the number of tons of cement, meters of cable, etc.), but also the amounts intended for the purchase of these volumes of raw materials and materials, that is, a procurement budget must be drawn up.

Important!

To prevent abuses by purchasing managers, an economically sound procurement budget corresponding to the production program must be approved at the enterprise.

Supplier selection. We start with the formation of the lot, that is, we determine what exactly and in what batches will be purchased. The rules for the formation of a lot should prevent the possibility of dividing relatively large lots into several small ones. Even if, when purchasing heterogeneous products, the prices of some suppliers turn out to be lower than the prices of the main supplier, you should adhere to the lots formed for specific type goods - a slight gain in the price of the goods can result in significant shipping costs.

The list of suppliers among which the selection will be made must be approved by the commission (Fig. 1).

Rice. 1. The composition of the commission for the selection of suppliers

The Commission approves the final list of the most promising suppliers. According to the approved list, the supply department manager sends out the same requests in order to exclude the possibility of receiving a price list from one supplier for retail sales, and from the other - to wholesale.

Commercial proposals from suppliers must be brought to a single form, a so-called list of alternatives must be drawn up. To do this, the price of products is recalculated taking into account delivery, and all terms of payment deferrals are standardized (for example, it is established that payment is made upon delivery on the same day).

Important!

The decision to select suppliers should be made collectively and approved by senior management.

Supplier replacement. Nothing can be foreseen with a 100% guarantee, deliveries are no exception. For such cases, all procedures and procedures for managers should be prescribed in advance. "Emergency" deliveries open up ample opportunity for misconduct by purchasing managers. In this regard, decisions to replace a supplier who has not fulfilled the terms of the contract must be made at the level of the commercial or general director.

Fight against "kickbacks". The supply sector is a "gold mine" for dishonest managers. In settlements between legal entities the cost of the purchased or sold goods is affected not only by the prevailing market conditions, but also by the amount of "kickback". Yes, the final decision on the choice of a supplier is usually made by the top management of the company (owner, general or financial director), but the preparatory, analytical and organizational part is handled by managers. “Thanks to” the efforts of the latter, only those who show a willingness to offer “interest” can get on the list of recommended suppliers, and the final decision maker will slowly but surely lead to the choice of the “right” supplier.

If the amount of "kickback" does not affect the purchase price of goods or services, then there will be no negative consequences for the company. It is much worse if the “kickback” is reflected in the purchase price of goods, especially if the transaction amount is large or it is a matter of choosing a strategic supplier.

In every self-respecting company, senior management pays attention to the expenditure side of the budget and often personally controls such transactions. But such control is carried out, as a rule, according to a number of indicators. This information is prepared by procurement managers and can be presented in any light. It is impossible to personally control the details of all transactions, just like being an expert in all areas.

Measures to counter "kickbacks" (motivation of employees, introduction of multi-stage procedures additional control) do not exclude collusion within the team. Therefore, it is possible to propose a scheme that relies on the services third parties and assumes two stages (Fig. 2).

Countering kickbacks

What are we doing?		What are we checking?

We monitor the market		If you suspect procurement officers of receiving kickbacks, it is worth instructing an employee from another function (security, internal audit or financial department) conduct a blitz audit of procurement conditions. For example, compare your purchase prices with public prices or request an offer for the main purchased goods or services on behalf of a fictitious company (or another company in the holding company, if the supplier does not know about the relationship of the companies). In the process of such a study, you can find out not only the real prices of the supplier, but also get an idea of the methods of lobbying their interests by the employees of the supply department. The same work can be entrusted to an independent enterprise, which will monitor the market according to the agreed list of the range of goods or services with the given quality characteristics(including the suppliers themselves). Monitoring results are periodically sent in the form of a generalized price list to the company that ordered the monitoring

We control contracts		Prices in contracts concluded with the supplier, purchase orders or requests for payment are compared with the data obtained as a result of monitoring (audit). When managers try to conclude an agreement or place an order, in which the cost of a particular commodity item exceeds a specified deviation from the average market or minimum price, the document is blocked and sent for approval to higher management ( financial director, owner, etc.). Usage information system in this case, it will allow to detect discrepancies in prices automatically

Rice. 2. Anti-kickback scheme

Note

This approach allows you to identify the excess of purchase prices over the average market or minimum both at the time of placing an order and at the stage of concluding a contract.

The main task of the supply department- provide and support optimal level stocks, which will help minimize the costs associated with their procurement and storage. Illiquid and underused inventory in a warehouse is a sign of an uncontrolled and inefficient supply process. Cause a large number illiquid may be:

cancellation of projects for which these supplies, materials, spare parts, equipment were purchased;

transition to another product range;

moral obsolescence of illiquid assets;

inconsistency in the work of the supply department and other services, untimely informing the purchasing service about the cancellation or reduction of the production program by type of product, etc.

Inventory will help identify illiquid or excess inventory. Usually on manufacturing plant in addition to the central warehouse, there are workshop and district warehouses, in addition, materials and other supplies can be stored with foremen and foremen. The supply department can only look after the central warehouse, and everything else, as a rule, turns out to be out of control. A general inventory will help to identify the real size of stocks and optimize subsequent purchases. For greater efficiency, such an inventory should be carried out periodically with the involvement of employees of an independent internal audit service or third-party organizations.

Establishing interaction between departments within the company. The supply department should monitor the market and inform the production departments (or the sales department, if applicable). trade company) about new products with improved properties, greater consumer value, which are offered by suppliers. Colleagues from other departments may not be aware of such products and therefore may not order them. This is especially important for a manufacturing company focused on technological development: suppliers from suppliers will receive information about new technologies and products, from technologists about their value, and technologists will take into account price factors reported by suppliers in their requests and when budgeting for future periods. .

Important!

For an effective supply process, it is necessary to establish interaction between the company's departments.

Procurement department reporting forms allow you to control the procurement process. From them, you can get information about price changes, the quality of the supplied products and the fulfillment of the procurement deadlines (Table 1).

Table 1. Analysis of the work of the supply department by price

Manager	Price, rub./kg		unit of measurement	Purchased, kg	Price change	Purchase amount, rub.
Manager	January 2015	February 2015	unit of measurement			Purchase amount, rub.
Manager Sukhorukov M.I.
Premium flour
Flour of the first grade
Flour of the second grade


Manager Loginov V. M.
Premium flour



Total for the division:

The supply manager, whose prices rise faster than others with significant volumes of purchases, needs to be additionally monitored.

Purchasing departments base their work on an iron argument - the price of purchased raw materials. Bought cheaper - well done. Bought expensive - bad, you do not know how to work. What then happens in production, in the technical control service and sales, is no longer the problem of the supply department. Therefore, during deliveries, it is very important to check the quality of the supplied products, on which the consumer qualities of the products manufactured at the enterprise depend.

We recommend keeping statistics of problems with purchased raw materials during incoming control, during storage and during use in production. Keeping records is not difficult: the base is formed from the accounting of each single problem in the supply of raw materials. For each problem, we draw up an act in which we write who, when and in what form supplied the problematic raw materials / components. Combine all these acts in the form of reports with the ability to sort in the 1C program or a simple Excel file - and the database is ready (Table 2).

Table 2. Analysis of the work of the supply department in terms of quality

Supplier name	date of delivery	Contract number	Quantity of delivered goods, kg	Type of non-compliance
Rostok LLC		No. 25 dated 12/25/2014		In the process of acceptance and incoming control, it was found that the moisture content of the flour is 18% (the norm is 15%)
OJSC Agrobusiness		No. 20 dated 12/20/2014		In the process of acceptance and incoming control, it was found that the ash content of premium flour in this batch is 0.6% (the norm is 0.55%)
LLC "Zernotorg"		No. 18 dated 12/15/2015		In the process of acceptance and incoming control, a musty smell was detected in the flour of this batch

Based on such data, a decision is made on whether to continue to cooperate with problematic suppliers.

To manufacturing program was completed on time, all the necessary components must be delivered in a timely manner. The following form allows us to analyze the factors hindering timely delivery (Table 3).

Table 3. Analysis of the work of the supply department in terms of compliance with delivery dates

FULL NAME. purchasing manager	Implementation of the plan for the name (articles) of products	Failure to comply with delivery dates
FULL NAME. purchasing manager		Number of times
Sukhorukov M.I.
			lack of funding
			railway crossing accident
Loginov V. M.			unfavorable weather(snow drifts on the roads, ice)
			lack of funding
			strike of workers at the supplier's enterprise
Total by department

This reporting form makes it possible to analyze the causes of "failures" of delivery dates, to identify which of them depend on external factors(supplier dishonesty, natural factors, force majeure, etc.), and which are internal (for example, lack of timely funding) and take measures to prevent these situations in the future.

conclusions

The internal audit system is effective only if the developed regulations and recommendations are followed by the company's employees.
Workers should look best offers, options for obtaining significant discounts, check stock balances in a timely manner, take into account the expected significant price fluctuations for the goods supplied.
The functions of the company's employees must be clearly defined.
Effective mechanisms are needed to control the work of the supply department.

All enterprises - regardless of the type of activity - purchase raw materials, materials, services. The procurement function has a significant, and sometimes decisive, impact on the economics of production. How to optimize the work of procurement departments, how best to fit them into the organizational structure of enterprises - this and much more was discussed at the first in Russia round table of procurement managers of the largest Russian industrial companies.

The seminar participants were representatives of such companies as SIBUR, TNK-BP, Rosatom, Atomkomplekt, Silvinit, Mosenergo, TGC-1, IDGC Holding, Severstal-Resource, Metinvest, IES-Holding, Fortum, Gazprom Neft discussed the McKinsey report on the best international methods organization of procurement activities, exchanged experience in procurement management, spoke about interesting solutions found by their companies, and heard a speech by Fyodor Kirsanov, Purchasing Director of SIBUR.

At the round table, much attention was paid to the topics of organizing the procurement function, KPIs ( key indicators efficiency) of procurement, the problem of assessing savings in the procurement of materials, works and services. Before the discussion began, we asked the participants a few questions: How many KPIs do purchasing managers have in your company? How regularly are KPI targets set and actual performance evaluated? To what level do KPIs cascade in the company? Our flash survey revealed significant differences in procurement performance management systems in the companies represented by the participants round table(see diagram).

In general, the discussion turned out to be frank, deep and useful. The participants got to know each other, exchanged contacts to turn to each other for professional advice directly, enriched themselves with new ideas on how to improve the procurement area in their companies. Perhaps this was the most important outcome of the meeting.

McKinsey: What is the place in the organizational structure of the company is occupied by the purchasing department?

Andrey Sokolov: We had a long and heated discussion about which block - production or financial - should include the procurement function. In the end, she was subordinated directly to the CEO. We have been living this way for two years now. It has now become much easier to work and solve the tasks assigned to us.

Igor Lastovka: At ROSATOM, the procurement function also reports directly to the CEO. And taking into account the importance of this area of activity, recognized even by the state, we consider such subordination to be the most correct. In the field, in managed organizations, this function is most often subordinated to the deputy head of the organization.

PARTICIPANTS OF THE ROUND TABLE

Sergey Archipenko - Procurement Director of the Steel and Rolled Products Division of Metinvest Holding LLC
Vladimir Bezzubov - Deputy General Director for Procurement of OJSC "Silvinit"
Natalya Grigorovich - Deputy Director of the Department, Head of the Department of Methodology and Pricing of the State Corporation "Rosatom"
Konstantin Gusev - Head of the Investment Procurement Department of Fortum OJSC
Felix Itskov - Director of the Procurement Department of Materials and Materials and Inventory Management, BN "Refining and Trade", JSC "TNK-BP Management"
Fedor Kirsanov - Director of the Production Assurance Department of OAO SIBUR Holding
Igor Lastovka - General Director of JSC "Atomkomplekt"
Pavel Lezhnev - Procurement Director of ZAO Severstal-Resource
Sergey Mikhailov - Vice President of Supply Chain Management at TNK-BP Management
Andrey Sokolov - Logistics Director of TGC-1 OJSC
Maxim Stepanov - Head of the Directorate of the MTO and CS Directorate of JSC Gazprom Neft
Marina Ustinova - Head of Supply and Logistics at Mosenergo
Ruslan Khalfin - Vice-President, Head of the Department of Methodology and Procurement Organization of IES CJSC
Taras Shevchenko - Head of the Procurement Department of JSC IDGC Holding

McKinsey: What functions do purchasing departments perform in your companies and how is their activity controlled?

Ruslan Khalfin: Our purchases are built as a business process that starts from the moment the need for a purchase arises and ends with the counterparty fulfilling its obligations to the customer. The procurement business process is institutionally divided into three areas: the procurement methodology and control block sets the rules and controls their implementation; the commercial block directly conducts negotiations with the participants and heads the tender commissions; the customer block generates purchase requisitions. Thus, the company removes the conflict of interest in the procurement process.

Taras Shevchenko: In IDGC, buyers simultaneously build the methodology of the entire procurement process and implement it. It begins with the planning of the purchase and ends with the issuance of a protocol with the decision of the procurement commission. Our auditors control this process.

CHANGE TO BE

A year and a half ago, we started reforming the procurement function. We changed the organization of purchases and built the whole process differently: from strategies to delivery to the warehouse; in addition, we implemented a number of specific initiatives to improve both economic and organizational efficiency. To help buyers, we have created a back office and an analytical department.

For the most important procurement categories, we are developing procurement strategies and new approaches to contracting, and although they are not formally approved by the board of directors, we are guided by them in our activities, which brings significant economic results.

We try to sign "long" and framework agreements with suppliers and build strategic relationships with them. Due to this, the annual volume of work on conducting competitive procedures and signing contracts is noticeably reduced, and most importantly, a higher reliability of supplies of strategically important raw materials and materials to the company's enterprises is ensured.

Our department is particularly proud of the latest implementation of an automated bidding campaign (powered by Oracle) - it has allowed us to significantly reduce internal labor-intensive processes and ensure transparency in operations. We have developed and use a "calculator" that automatically calculates the price change depending on the terms of payment (deferral terms).

Recently, we have taken several efficiency initiatives. For example, we began to purchase pumps following the principle of total cost of ownership, that is, now we look not only at the purchase price, but also at all cost factors in the operation of pumps (energy consumption, repairs, etc.). For some positions, we have created warehouses for suppliers, introduced factoring and complex formulas for calculating a fair price for chemistry.

Of course, there are still problems, and we are now working on solving them together with other divisions of the company. We are talking about increasing the level of automation, managing the purchases of enterprises, forming a unified database of suppliers, defining clear rules for procurement for investment projects, etc.

Excerpts from the report of Fedor Kirsanov, Director of the Production Assurance Department of CJSC SIBUR Holding.

Konstantin Gusev: At Fortum, the procurement department develops the methodology and makes purchases, while the internal audit department controls the implementation of the methodology. Buyers participate in the formation of plans for the purchase of equipment, materials and services in terms of planning the timing and budget for investment projects and current purchases.

Natalya Grigorovich: At ROSATOM, the Procurement Methodology and Organization Department determines the sectoral methodology for carrying out procurement activities, organizes and controls the processes of planning procurement activities and conducting procurement procedures. For an objective selection of the winners of the procurement procedures, mixed commissions are necessarily created, which include representatives of the customer, consumer and procurement organizer. Compliance with the methodology in the implementation of procurement activities is controlled by the division internal control and audit, also directly reporting to the CEO.

McKinsey: What are the tasks of your companies' procurement and purchasing departments?

Pavel Lezhnev: The main task of buyers is to minimize production costs, total cost of ownership. This task is primarily operational - to provide production with resources at the right time, since a stop in production leads to large losses.

Fedor Kirsanov: Buyers determine an effective procurement strategy for items and directly select a supplier for a specific application; all the way they are accompanied by a dedicated back office, which performs all documentary operations that are unusual for buyers, but necessary for the purchase. However, the purchaser is responsible for the delivery of material and technical resources to the customer's warehouse.

Maxim Stepanov: In our company, purchases begin with the collection and processing of applications and end with the transfer of materials and equipment to production. Purchasing departments develop methodology. The Department of Procurement of Services and MTP controls procurement in subsidiaries and the whole process is controlled by internal audit.

Sergei Archipenko: Procurement departments help build a procurement methodology, which is a "set of laws and regulations", and carry out procurement. Internal audit once a year conducts a comprehensive audit of procurement activities.

McKinsey: Many people think that the best way to optimize purchasing activity in industrial holdings is with a centralized supply system. What principle do your companies follow?

Fedor Kirsanov: We have a clear separation list for the range purchased centrally and at enterprises, which on average for the year gives about 60% centralization in terms of materials and equipment and 95% in chemical raw materials. In the near future - to bring the level of centralization of materials and equipment to 90-95%.

Sergey Archipenko: Procurement in our company is characterized by a high degree of centralization: 80% of purchases are controlled by the central unit.

Marina Ustinova: The procurement process at Mosenergo is highly centralized. The stations themselves do not buy anything, they only determine the need for resources and deadlines, that is, they are “internal customers”. Procurers of the General Directorate are directly involved in ensuring the supply of material and technical assets, works and services. They also develop the procurement methodology. Approved by its board of directors.

Sergei Mikhailov: The main purchases at TNK-BP are carried out by two business areas: Exploration and Production and Refining and Trade. Purchases of materials and equipment and services for the Exploration and Production business area are mainly consolidated: the most costly and critical items (about 55% of costs in monetary terms) are purchased in Moscow, the average cost - in regional center(about 30% of costs). About 10% of materials and equipment and 20% of services are purchased locally (about 15% of costs).

Felix Itskov: We are gradually starting to delegate authority to specific employees. The purchasing commission may recommend something, but the final decision is made by a specific person. He bears all the responsibility for the decision.

McKinsey: One of the priorities of the purchasing function is to reduce the cost of production. How to calculate savings and what KPIs should purchasing departments have?

Vladimir Bezzubov: Savings on the purchase of goods material assets we determine quite simply - from past results. The data of the past period on the purchased item are indexed according to the item reference books of the Ministry of Economic Development and Trade. If we beat growth indices, then we are efficient. Thus, one can evaluate one's efficiency by the nomenclature that intersects between years, and in our country its share is about 80% of the total volume of purchased goods and materials.

For some of the most important positions, we adjust prices using special coefficients. For example, we have incorporated the London Metal Exchange copper price change index into the contract with monthly revision.

Sergei Mikhailov: TNK-BP uses the same approach - reducing the effect of inflation. Inflation targets are set for the planning year, within which prices must be kept. Inflation is determined by comparable items. From year to year, at least 70% of the nomenclature is crossed (all operational needs and part of the investment). At the same time, in capital expenditures a significant part of the need is unique. In this case, to calculate investment project We expertly determine the planned price level. After the approval of the project, the implementation of the budget of the investment project is monitored. At the same time, we are actively working on the standardization of the equipment used, the unification of design solutions and, consequently, prices in capital construction, which in the future will allow us to ensure almost complete comparability of needs.

Leadership, Management, Company management

At any enterprise whose business is built on trade, in one form or another, a purchasing department must function. In large corporations, these are entire services with a large staff and, as a rule, a complex hierarchy. In small companies specializing mainly in retail, it can be represented by just one employee. Regardless of the size of the company and its geographical scope, the potential of the purchasing department is still underestimated.

According to Federal Service state statistics, in 2013 the average annual turnover of organizations engaged in retail and wholesale trade amounted to 8536.2 and 29556.7 billion rubles. In practice, procurement of goods and services can account for up to 70% of a company's total costs.

Increasing profits comes down to two ways: generating additional income and reducing costs. Efficient procurement management can help to significantly reduce costs and, as a result, increase the company's turnover.

Competitive advantages

The functions of the purchasing department include the selection and delivery of goods, interaction with counterparties, evaluating the feasibility of working with suppliers, and concluding transactions and contracts.

In theory, its activities should provide the organization with important strategic advantages. These include:

Cost reduction (through cooperation with suppliers from low cost countries)
Increase competitiveness (through a well-thought-out supply chain, streamline product development, accelerate time-to-market for new products and services)

In practice, work with purchases causes only additional problems. This is typical of most business units from the world of trade. They are at the lowest level of procurement management.

The development of Western trade organizations shows that the adoption of certain measures can lead to the unlocking of the potential of procurement activities. This experience can be combined into a 3-step strategy leading to effective procurement management and, consequently, demand.

Step One: Upgrade Your Purchasing Department

Often the work of the purchasing department is not consistent with the global policy of the company. In this regard, decisions on the purchase of a product or cooperation with a supplier are made on the basis of an insufficient number of criteria. For example, only prices for goods and services or the duration of the counterparty's stay in the market.

As a result, the firm lags behind competitors, and its response to market needs is reduced. Objectives to reduce costs are not being met. Procurement block status remains low.

What needs to be done?

Prioritize. The purchasing department should relate its actions to strategic goals and mission of the company.
Create Cross Functional Teams. This will help build a common foundation for procurement activities. Each group should have its own specialization.
Set big goals. Often, management sets low goals for subordinates, which is why departments do not show rapid development.
Upgrade your purchasing department. All members of the organization must understand the importance of procurement. Close cooperation within the company and synergy increase the chances of increasing the company's turnover.

To work effectively, the supply department must interact with other departments on the basis of partnerships.

Step Two: Engage Professionals

When it comes to such a promising area as procurement, you cannot do without professionals. One of the main reasons for the collapse on the path to successful provision and supply is the lack of qualified personnel.

According to the Rosstat study "Russia in Figures - 2014", the average annual number of employees employed in trade organizations, increases every year. Only in comparison of 2012 and 2013, the influx of new personnel in the wholesale trade amounted to 49.7 thousand people, retail - 114.3 thousand.

Demand management and repurchase requirements are by no means an exhaustive list of cost-cutting tools. The savings effect that successful commercial negotiations can lead to sometimes reaches 20-30%.

What needs to be done?

Hire an outside professional. Benefits you will receive as a result effective management, will close and exceed the cost of finding and paying for his services.
Engage a specialist who knows in detail the expense items of your company. Sometimes an employee who is well acquainted with the specifics of the activities of the enterprise can bring more benefits to the purchasing department than the work of the entire department.
Train the purchasing staff. Effective learning does not always require large financial injections. All kinds of websites, webinars, courses, trainings and educational literature are at your service. Sometimes an invited business coach can solve the problem of training the entire department.
Clearly define KPIs. Any goals should have a quantitative, temporal and qualitative dimension. Employees perform better when they understand which performance indicators are under their personal responsibility.

Step Three: Automate Business Processes

Paperwork, access to disparate irrelevant data and manual reporting - all this slows down the speed of work many times over. To save the purchasing department from routine operations, use automation. Saving time and effort of employees in practice will result in savings for the entire company.

What needs to be done?

Define your needs. Before applying IT-technologies, it is necessary to analyze which business processes are of decisive importance for your company. Automation must work in practice.
Listen to experienced staff. From the field of vision of the manager, who is important to see, first of all, the big picture of the business, details often fall out. They play an important role when choosing a software product. The opinion of specialized employees will help to take into account all the nuances of the functioning of the enterprise.

Today, the implementation of automation systems and staff training takes a matter of weeks. The money and time spent on this cannot be compared with the benefits that the company receives as a result.

In the context of procurement activities, the IT market allows you to automate the following processes (for example, "1C: Trade Management"):

Control of delivery times and costs Money
Tracking the timeliness of payments to suppliers
Procurement planning
Registration of a discrepancy when receiving goods
Analysis of the cause of supply failure
Accounting for additional services and costs for the delivery of goods
Operational and safety stock management

The material and technical supply of the enterprise is a priority task that the management has to solve in order to ensure the fulfillment of the tasks set in the most efficient manner.

The specifics of the supply of the enterprise

For small firms with a narrow product mix, this may be one supply specialist. For medium-sized organizations that produce a wider product range, as a rule, a supply department is already organized. On the large enterprises with a developed assortment, it is not uncommon to create departments (directors) for supply with a developed structure.

In cases where individual product groups are large in volume and complex in terms of assortment, a specialized department of material supply is created in areas.

For example, in all enterprises of the pipe industry, metal bureaus were part of the production departments of factories. This is justified by the fact that the range of blanks amounted to tens of thousands of items and the scheduling of production directly depended on the rhythm of its supply.

Purchasing department: functions

Organization of the formation of the nomenclature of materials for the production of products.
Planning deliveries by year and by periods of the year (quarter, month).
Studying the market of suppliers of the necessary commodity groups by participating in exhibitions, fairs and other similar events. Selection of optimal supply options, taking into account logistics.
Conclusion of contracts for the supply of material resources and control over their execution.
Organization of acceptance of incoming goods and products in accordance with applicable documents (Regulations on deliveries, Instructions P-6 and P-7).
Optimal placement of purchased material assets in warehouses, taking into account the internal logistics of the enterprise.
Development of standards for the consumption of individual commodity items in production and control over their execution.
Development of proposals for replacing expensive materials with cheaper ones, taking into account their manufacturability.
Organization of activities for the preparation and implementation of enterprise standards in terms of material support.

This work at the enterprise is headed by the head of the supply department. He reports directly to the commercial director.

Organization of material supply

The supply department, whose functions are discussed above, is usually built in three main areas:

material groups. They organize and control the supply of goods of certain groups (overalls and footwear, end products, bearings, lubricants and fuel, household goods, etc.), control their proper use in accordance with the requirements technological process. Warehousing works in direct contact with them.
OTK at the reception. Organizes the input control of materials and products in accordance with the provisions mentioned above. The group must include a qualified lawyer who leads claim work. The basis for the implementation of its activities is the relevant standard of the enterprise.
Regulation Bureau. This division develops and monitors the implementation of the material consumption rate. It consists of a specialist responsible for the timely movement of accounting and financial documents and reporting on them, as well as an economist or a relevant group. It depends on the size of the enterprise and the amount of information flow.

Head of Procurement Department

An engineer with a higher economic education, who has significant experience in a similar position, is appointed to this position.

The head of the department represents the category "managers". He performs the duties of his position in accordance with the current regulatory and other documents on material and technical supply, the Charter of the organization and the relevant instructions and orders of the higher management, job description.

Competence

The head of the supply department should know:

regulatory and legislative documents concerning the supply of the organization;
market ways of doing business;
perspective directions of development of the enterprise;
methods of planning the consumption of material resources, the procedure for setting standards and monitoring the implementation of spending indicators;
organization of storage facilities;
the procedure for conducting contractual work with suppliers;
the level of wholesale and retail prices for the materials used;
Fundamentals of legislation on labor, labor protection and fire safety.

Job Responsibilities of the Supply Chain Manager

Organization of providing the enterprise with material resources in the required quality and quantity, as well as their rational use for maximum production efficiency.
Management of long-term and current planning in terms of ensuring the main activity, the needs of the maintenance service and other needs of the enterprise based on the use of progressive material consumption rates.
Finding ways to cover the needs of production at the expense of internal reserves.
Ensures the conclusion of supply contracts necessary resources seeks the possibility of establishing long-term cooperative ties.
Organizes the timely delivery of materials to the warehouses of the organization and their acceptance in accordance with applicable standards.
Establishes and controls claim work on deviations due to the quality and quantity of resources, compliance with their delivery schedules.
Provides regular control over the state of stocks of inventory items in the warehouses of the enterprise, their timely replenishment in accordance with the standards.
Initiates the development of measures for the rational use of resources, production waste and non-liquid assets. Looks for ways to optimally deliver inventory items to the enterprise.
Organizes the functioning of the warehouse, ensures compliance with the rules for the placement of storage items.

Conclusion

Supply departments of factories and other enterprises directly influence the success of their work. In the cost of production, materials occupy a decisive place, which imposes on the supply department a special responsibility for the fate of the organization.