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PSM > Lecture 11 > Flashcards

Lecture 11 Flashcards

1
Q

Corporate accelerators

A
  • a subset of startup programs

- offers cohorts of startups, mentoring, educations, access to specific resources, funding

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2
Q

key elements of Startup supplier programs & CA

A
  • short term
  • engage startup in a joint project
  • provide mentors from top management
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3
Q

strategic scope CA

A

objective: pursue multiple goals
value proposition: establish a business, develop a business model, funding, access to corporate resources, mentoring
type: early stage

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4
Q

strategic scope startup supplier programs

A

objective: integrate entrepreneurial innovations into the corporate’s core business
value proposition: become an official supplier
type: mid/later stage

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5
Q

program content CA

A
  • focus: development of first prototype
  • application procedure: cohorts, application dates
  • duration: 3-6 months
  • organizational setup: internal with other established firms, or with a professional provider
  • number of startups: limited to the # of relationships managers
  • main contact: innovation manager
  • end of program: demo day with a pitch in front of VC
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6
Q

program content startup supplier programs

A
  • focus: customization of technology
  • application procedure: continuous
  • duration: flexible 1-6months
  • organizational setup: internal
  • number of startups: unlimited
  • main contact: manager from core business
  • end of program: pitch in front of decision makers from BU
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7
Q

provided resources CA

A
  • financial: fixed amount of money
  • education: startup related
  • networking: internally within corporate, externally with alumni
  • product related: prototyping facilities, co working, space
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8
Q

provided resources startup supplier programs

A
  • financial: flexible payments
  • education: corporate related
  • networking: decision makers in customer business units
  • product related: testing and production facilities
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9
Q

stage gate process advantages

A
  • overview of innovation and product development portfolio
  • help managers to rank projects
  • reduce risk of putting too many resources into wrong projects
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10
Q

4 stages and 3 gates

A 
stage 1: identification 
gate 1: pre selection 
stage 2: internal matchmaking 
gate 2: market fit 
stage 3: pilot project 
gate 3: pilot evaluation 
stage 4: transfer into the new supply base
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11
Q

stage 1 identification

A
  • identify promising startups
  • two strategies:
    1. screen the market for suitable startups
    2. invite to submit innovation proposals
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12
Q

gate 1: pre selection

A
  • sort out startups that do not meet the requirements

- after assessing the skills of a startup the focus shifts to the technology it offers

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13
Q

stage 2: internal matchmaking

A
  • connect startups with a division

- common issue: gap between startups units and actual customer

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14
Q

gate 2: market fit

A
  • evaluate whether startup represents a viable business case
  • those that manage to convince at least one BU go on to the next stage
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15
Q

stage 3 pilot project

A
  • customize technology to customer requirements

- reduce information asymmetries since it is an opportunity to assess a startup capabilities directly

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16
Q

gate 3 pilot evaluation

A

if the pilot is successful they source the startup to start a new product development project

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17
Q

stage 4 transfer into the new supply base

A
  • transition stage
  • supplier collaboration moves to the standard processes used for established suppliers
  • two paths:
    1. directly initiate the sourcing process
    2. collaborate on follow up product development project which may result in sourcing
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18
Q

implications

A
  • integrating different internal startup activities
  • preparing purchasing for its new role
  • fostering exchange with external entrepreneurial ecosystems
19
Q

integrating different internal startup activities

A

complement, integrate and reinforce startup engagement and collaboration models

20
Q

preparing purchasing for its new role

A

effective measure to ensure established firms will not become late majority customers by involving purchasing into startup collaborations

21
Q

fostering exchange with external entrepreneurial ecosystems

A

improve firms visibility to external startup ecosystems and help firms to participate and exchange more actively with the most important players

22
Q

hybrid structure

A

mix of centralized and decentralized structure

23
Q

corporate procurement officer

A

senior executive responsible for the management and co-ordination of key purchasing and supply processes throughout the corporate organization

24
Q

purchasing as an operational activity

A

purchasing department low in the hierarchy

25
Q

purchasing as a competitive factor

A

purchasing department high in the hierarchy

26
Q

levels of task, responsibilities, and authority

A
  • strategic
  • tactical
  • operational
27
Q

strategic level

A
  • purchasing decisions that influence the market position of the company in the long run
28
Q

tactical level

A

involvement of the purchasing function affecting product, process and supplier selection
medium term impact
cross functional

29
Q

operational level

A
  • all activities related to the ordering and expediting function
  • related to the requisition to pay process
30
Q

organizational structures within purchasing

A
  • centralized
  • decentralized
  • hybrid
  • line/staff organization
  • category/sourcing structure
31
Q

centralized

A

advantage
- better conditions from suppliers can be achieved
- facilitate efforts towards product and supplier standardization
disadvantages
- management of individual business units has limited responsibility for decisions on purchasing
appropriate when several business units buy the same product

32
Q

decentralized

A
  • all BU managers are responsible for their financial results of their purchasing activities
  • disadvantage: different BU may negotiate with the same suppliers for the same product
33
Q

hybrid structure

A 
efforts aimed at combining common materials requirements among two or more operating units 
- major characteristics 
voluntary co-ordination 
lead buyer ship 
lead design concept
34
Q

line/staff organization

A

may serve as a vehicle to facilitate co-ordination issues between divisions or business units
mainly for very large international companies

35
Q

category/sourcing structure

A
  • common among large international companies
  • purchasing components organized through divisional global procurement executives
  • key factors to improve global sourcing:
    1. strong leadership
    2. active involvement of management
    3. formalized supplier management
    4. corporate commodity plans
    5. cross functional teams
    6. standardization of logistics and delivery processes
36
Q

category sourcing managers

A

lead the global sourcing teams that are responsible for developing and executing the company’s product related and non related spend categories

37
Q

Corporate buyers

A

focused on very specialized tasks

responsible for developing corporate sourcing strategies for key commodities

38
Q

purchasing engineers

A

working at a decentralized level

39
Q

project buyers

A

deal with investment goods

40
Q

materials planner

A

responsible for materials planning and ordering

manage inventory and monitor control suppliers on their quality and delivery performance

41
Q

NPR buyers

A

responsible for buying non-product related goods and services

42
Q

factors determining the optimal organizational form at the organizational level

A
  • demand specifications (similarity –> centralization)
  • supply market characteristics (globalization –> centralization)
  • corporate coherence (coherence –> centralization)
  • purchasing maturity (maturity –> hybrid)
  • competitive strategy (cost focus –> centralization)
43
Q

advantages of decentralized purchasing

A
  • direct responsibility of operating companies
  • stronger orientation towards internal and external customer
  • less bureaucratic procedures
  • less friction costs
  • direct communication with suppliers
44
Q

disadvantages of decentralized purchasing

A
  • dispersed purchasing power
  • no uniform way of handling suppliers
  • scattered supply market research
  • limited possibilities for building up specific expertise on purchasing
  • different purchasing conditions

PSM (10 decks)

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