Agenda 2

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1 (SRM Strategic Sourcing) Procurement/PLM Leader IBM GBS SCM Seungmin Hong

2 Agenda 2

3 / /, Procurement Competency Performance Human ( /,, Resource Physical/Virtual) Sourcing Spend Analysis, Virtual Team / TCO / Tracking Category / Pool, Order Processing e-procurement Order Placement Fulfillment Payment Information Management 3

TCO / Tracking Category / Pool, Order Processing

4 Factor Value Creation as a % of Total Spend 4 15+% 12-15% 9-12% 3-9% 0-3% Price Leverage Tactical Buying Enterprise Spend Management Strategic Supplier Management Value Chain Integration e-procurement Category Management Price Savings Total Cost of Ownership Value End-to-End Partnership / Maturity * Source : IBM Global CPO Survey, 2004

Value Chain Integration e-procurement Category Management Price Savings Total Cost

5 , 구매 환경 변화 필요성 5

6 6

7 IBM Global CPO Survey Survey MORE MORE PRO-ACTIVE PRO-ACTIVECategory Category Management Management No. No. 1 Driver Driver FEWER, FEWER, DEEPER DEEPER Supplier Supplier MORE MORE STRATEGIC STRATEGIC & relationships relationships Total Total Cost Cost of of Ownership Ownership (TCO) (TCO) approaches approaches ,, INCREASED INCREASED use use of of Outsourcing Outsourcing FURTHUR FURTHUR GROWTH GROWTH 7

3. MORE MORE STRATEGIC STRATEGIC & relationships relationships Total Total Cost Cost of of Ownership

8 - Only top suppliers are important... Spend Suppliers Turnover Compliance Cost A B C D A B C D A B C D A B C D A B C D The bulk of your money goes to a few suppliers. But non-strategic suppliers change more frequently and pose higher risk of supply driving the total cost higher. Most enterprises mistakenly focus on the top suppliers only. Major investments are made to streamline and optimize only these relationships. Extending such deep connections to the entire supply base is not cost effective. 80% 80% of of my my spend spend is is directed directed at at 20% 20% of of my my suppliers. suppliers. They re They re the the ones ones that that really really matter. matter. - - Fortune Fortune Manufacturing Manufacturing Company Company 8

Major investments are made to streamline and optimize only these relationships. Extending such deep connections to the entire supply base is not cost effective.

9 - ALL suppliers are important Spend Suppliers Turnover Compliance Cost A B C D A B C D A B C D A B C D A B C D The bulk of your money goes to a few suppliers. But non-strategic suppliers change more frequently and pose higher risk of supply driving the total cost higher. The total cost of procurement increases dramatically as you go deeper into the supply base. Lower compliance increases the risk of supply, quality and reliability, while higher turnover makes supplier selection more difficult. Managing the extended supply base is key. 9

But non-strategic suppliers change more frequently and pose higher risk of supply driving the total cost higher.

10 Agenda 10

11 (SRM) SRM Supply Chain / Balancing 11

12 SRM Major StepStrategy( ) SRM Value Value. Strategy Define Value Strategic Sourcing Identifies Value Supplier Relationship Management Realizes Value & Identifies new value opportunities 12

13 / / Segmentation /, e Sourcing / / DB 13

14 (1/2),, Align 14

15 (2/2) / / /, 15

16 Segmentation Segmentation Process 5 Phase, Pool 16 Market Reputation Market Reputation Irregularity Ratio Irregularity Ratio

17 (SI) (, / ) 17

18 (RA) ( ) ( ) High?? Supplier Leverage High Mutual Interest Before/After Service?? /?? Low Mutual Interest Buyer Leverage? Low Low High? High Mutual Interest Value Needs Value Low Mutual Needs (, ) BL Interest HML Buyer Leverage Value Needs Value Needs Supplier Value (, ) HML Leverage 18

19 (SRS) SIRA (SI) (RA) 19

20 Segmentation, 20

21 Image IBM Global Business Services / SRM System 신용평가기관 신용평가 정보 업체 재무정보 기간계 ERP 품질관리 구매 거래 실적 품질평가 실적 협력업체 평가/육성(SPM) 평가항목 관리 평가단위 평가시트 평가항목 평가 시뮬레이션 협력업체 평가 ( Supplier Evaluation) 정량평가+정성평가 = 평가진행 관리 종합평가 집계 우수 전략특성 평가 (Strategic Characteristic Evaluation) 물품특성 분석 거래매력도 분석 평가 이후 관리 양호 보통 C C S T T C C T T T C T T T 협력업체 차별화 관리 (Supplier Differentiation Management) S C T 우수 양호 보통 협업 개선 경쟁 지원 대체 SG* 협력업체 차별화 관리 방안 수립 업체등록및승인 VM e-bidding BW Report 평가사후 관리 차별화전략및개선유도 협력사 포탈 협력업체 평가결과 조회 개선 활동 등록 협력사 21

22 , Master Data,, 22

23 Agenda 23

24 A : PI : AA A 24

25 A IBM Global Business Services : / :, <A > Continuous Improvement / 25

26 A IBM Global Business Services : / <A > A / / A ( ) Transaction, 26

27 A IBM Global Business Services : / - 4 ( ) (ex. Benefit Sharing) 6 / 27

28 A : (Defect). TCO / -, -, Weighting Sourcing Group Supply Base : 2006IBM 28

29 A : Report, / /Q1 2002/Q2 2002/Q3 2002/Q4 A 29

30 A : <No. of suppliers by spend size (Pareto Analysis)> Enter search conditions Identify collab. partners Identify need to rationalize suppliers Area < 10 M 10M 100M 100M 1B 1B 10B 10B 100B > 100B Amt.(100M) ,869 12,095 28,808 30,648 %

31 API SRM. Sourcing Group : 4,822 3,543. : 43 56%. : % Supply Chain.,. : 40 90%. : 70 3% Community or ( 10) / ( 20) Benefit Sharing 6 31

32 , IBM Global Business Services B : ( ) Leading Optimizing Practicing Developing Aware : Best Class : Aviya : KT : World Best Class (Toyota, IBM etc) : Leading Aviya :, KT : 1 Practicing Target 협력회사 관계 유형 Low 0.0 Low C D A B 4.0 High Mid Mid High Category / 8 (IT) 9 KT KT RFP / Benefit Sharing KT Market Place 32

33 B : ( ) 33

34 B IBM Global Business Services : ( ) 34

35 Seungmin Hong Senior Managing Consultant IBM GBS Korea

Agenda I. What is SRM? II. Why SRM? Trend, III. Function / To-be - IV. V. Critical Success Factor 2

(Procurement Engineering) - Engineering Introduction & Case study 2006. June 8 th Yoon-chang So / IBM GBS Agenda I. What is SRM? II. Why SRM? Trend, III. Function / To-be - IV. V. Critical Success Factor