The Bermuda Triangle of Business Procurement: How to exploit dormant potentials

"Through my experience as Head of Central Material Services in a large corporation and also through my work in cooperation with Gerd Kerkhoff in the procurement field during my time as CEO, the potential for profit within purchasing has been made clear to me. Purchasing should be the highest priority for every CEO and top manager. This book offers many useful suggestions on this topic."
—Dr. Thomas Ludwig, Chairman of the Board of Directors, Klöer & Co. AG (former CEO of ThyssenKrupp Serv AG)
"Regardless of size or industry sector, considerable improvement in results can be achieved through professional procurement management."
—Helmut Laux, Branch Director of IKB Deutsche Industriebank
"Since sales and marketing are constantly increasing their pressure on sales prices, it is, in my opinion, imperative for companies "particularly for SMEs" to optimize their purchase prices in order to stay competitive and to increase their added value."
—Dr. Güter Scheipermeier, CEO of NOBILIA Werke J. Stickling GmbH & Co. KG
"An international conglomerate must meet the demands of worldwide competition. However, this can only be achieved through an integral strategy comprising the areas of product development, marketing and sales, and procurement. Therefore, the use of global procurement market information and the organization of commodity–group specific, lead buyer concepts is one of the most important tasks for Interroll."
—Engineer / MBA Paul Zumbühl, CEO Interroll Holding AG, Switzerland.

Spis treści:
Preface and Acknowledgements.
Chapter 1: “When It Comes to Purchasing, We All Consider Ourselves World Champions”.
Purchasing – the Sleeping Beauty? – A Spaniard Reawakens a Whole Industry.
Enormous Profit Potential Is Wasting Away in Purchasing Departments.
Depending on the Industry, the Focus Varies between Research & Development, Sales and Marketing.
Purchasing Must Become a CEO’s Responsibility.
A Plea on Behalf of Our Purchasers.
Chapter 2: Procurement: Guaranteed Profits in Every Corporate Situation.
How Procurement Optimization Makes Financial Rehabilitation Easier.
How Procurement Optimization Increases Corporate Value.
How Procurement Optimization Contributes to Refinancing a Corporate Merger.
Chapter 3: From Traditional Purchasing to Modern Procurement Management.
The Added–Value Ratio Is on the Decline.
Total Cost of Ownership Turns into a Profit Booster.
Strategic Procurement Management Is Decisive for Sustained Growth.
Chapter 4: Five Typical Cases from Practice: The Mistakes Are Almost Always the Same.
First Case: Purchasing without Defined Tasks.
Second Case: Sole Concentration on Design and Development.
Third Case: Finding the Balance between Central and Local Purchasing.
Fourth Case: No Efficiency despite Suitable Purchasing Tools.
Fifth Case: The Purchaser as a Presumed All–Rounder.
Chapter 5: Put Your Purchasing to the Test: Identifying Dormant Profit Potential.
Data You Absolutely Need to Know.
Do You Still Purchase Conventionally, or Do You Already Have Modern Procurement Management?
How Efficiently Can Your Purchasing Function?
Are You Sufficiently Informed about Your Suppliers?
Do You Know How Efficient Your Suppliers Really Are?
Do You Really Specify Your Suppliers’ Tasks?
How Sophisticated Is Your Procurement Logistics?
How Qualified Is Your Purchasing Manager?
A Self–Check for Your Head of Purchasing.
Chapter 6: Helping Purchasers Help Themselves: The Successful Tools of Modern Procurement Management.
A Matter of Character: New Challenges Facing the Traditional Purchaser.
Tool for Success: Organization.
Tool for Success: Potential Analysis.
Tool for Success: Negotiation Strategy.
Tool for Success: General Agreements.
Tool for Success: Internet–Based Procurement.
Tool for Success: Detailed Request for Proposal (RFP).
Tool for Success: Live Auction.
Chapter 7: Formulating Ambitious Monetary Targets: The Foundation for Success.
A Variety of Optimization Targets Are Achievable.
Setting Targets for Products with a High Proportion of Raw Materials.
Chapter 8: The Purchasing of Tomorrow: Most Relevant Profit Supplier for Enterprises.
The Professional Buyer Becomes a Supplier Relationship Manager (SRM).
The Purchaser of the Future Assumes the Tasks of a Cost Manager.
The Role of Procurement Optimization within the Scope of Basel II.
Glossary.
Appendix.
A Personal Offer to My Readers.
Index.

Nota biograficzna:
Gerd Kerkhoff is managing director of Gerd Kerkhoff Consulting GmbH, one of the largest management consultants specialized in procurement. His clients include DAX–listed companies as well as SMEs, and he is often recommended by Germany′s large banks.

Okładka tylna:
"Through my experience as Head of Central Material Services in a large corporation and also through my work in cooperation with Gerd Kerkhoff in the procurement field during my time as CEO, the potential for profit within purchasing has been made clear to me. Purchasing should be the highest priority for every CEO and top manager. This book offers many useful suggestions on this topic."
—Dr. Thomas Ludwig, Chairman of the Board of Directors, Klöer & Co. AG (former CEO of ThyssenKrupp Serv AG)
"Regardless of size or industry sector, considerable improvement in results can be achieved through professional procurement management."
—Helmut Laux, Branch Director of IKB Deutsche Industriebank
"Since sales and marketing are constantly increasing their pressure on sales prices, it is, in my opinion, imperative for companies "particularly for SMEs" to optimize their purchase prices in order to stay competitive and to increase their added value."
—Dr. Güter Scheipermeier, CEO of NOBILIA Werke J. Stickling GmbH & Co. KG
"An international conglomerate must meet the demands of worldwide competition. However, this can only be achieved through an integral strategy comprising the areas of product development, marketing and sales, and procurement. Therefore, the use of global procurement market information and the organization of commodity–group specific, lead buyer concepts is one of the most important tasks for Interroll."
—Engineer / MBA Paul Zumbühl, CEO Interroll Holding AG, Switzerland.