7 Conclusion and Future Prospects 71

7 Conclusion and Future Prospects

To be able to work performance-oriented as well as to achieve the ambitious targets of the

Board of Management, efficient and lean business processes are an unbeatable success factor.

Hence, for purchasing in the AA business sector the decision of a change become apparent as

necessary and important and was at last mastered successfully. The expected results, targets

and expectations that were set in this project could be already fulfilled by means of maximize

economic advantages and a more efficient work from now on. Moreover by the decision to

embrace this change, the business sector could handle with the new requirements and devel-

opments as well as to strengthen its position on the highly competitive market and is also able

to deal with the competitive pressure in future. Therefore in the centre of the present master

thesis was the development of the PU-Reference Model for the worldwide purchasing pro-

cesses in the AA business sector of the Robert Bosch GmbH. To guarantee a qualitative anal-

ysis and modeling result current BPM methods and approaches were identified and applied

which have been contributed to reach the targets of the present work and the project as well.

A central target of the reference model was a clear and simplified documentation of the

worldwide purchasing processes for Trade Goods. In comparison to a merely verbal descrip-

tion in forms of manuals, a graphical representation of a process is substantially more precise,

understandable and clearer. The new designed process map creates an overview of all pur-

chasing processes in a level concept and by modeling of the single purchasing processes in

BPMN, complicated processes became clear. A uniform and simpler documentation with a

process flowchart, the RASIC and a short description of the most important activities creates

a better process understanding for the employees, in particular for new ones. Another benefit

was the worldwide harmonization and the lean thinking of the purchasing processes for Trade

Goods. Furthermore additionally purchased companies were integrated with the whole reor-

ganization of the purchasing process map and lastly the processes were provided to them. In

addition, at the beginning the employees were incorporated in the project by which the ac-

ceptance was given from the start on and will raise by suitable trainings in phase 3. The re-

spective specialist knowledge as well as the ideas and suggestions of the employees were cru-

cial for the identification of weak spots, optimization potential and also for the creation of the

new processes. The new developed processes could be released by a regular consultation with

the management and afterwards was handed over to the Quality Management and Methods

Department (QMM). QMM prepared the processes according to the system for the implemen-

tation phase. The active integration of the management made clear additionally the strategic

Anna-Lena Jäger, Global Purchasing Processes in the Business Sector Automotive Aftermarket, BestMasters,DOI 10.1007/978-3-658-04648-4, © Springer Fachmedien Wiesbaden 2014

72 Conclusion and Future Prospects

significance of the project. The whole management was informed any time about the current

status of the project, related problems as well as the further course of action by continuous

meetings.

Beside the documentation and the harmonization of the worldwide purchasing processes the

reference model acts also as process optimization. Within interviews and group discussions

there were argued and analyzed the procedure of the current processes, identified weak spots

as well as developed, optimized and modeled the new processes. For instance in the discus-

sion about the process "S1.7.2 Reimbursement of Non-Conformity Costs" it became clear that

not all AA locations know and perform actively this process and that there is also no control

about the receipts of payment of the demanded costs from the suppliers. Hence, this point had

to be fixed explicitly and discussed together with CFA Function. Furthermore it was pressed

as a whole by the purchasing managers that the activity „perform project management“ has to

be integrated in the process "S1.1.2 Define and agree on RPP projects". The added activity

was needed because in the past an active project management was not or only parsley con-

ducted by the buyers. Nevertheless this aspect is of essential meaning for a project success

which was indentified more clearly by the fact that information as for example schedules or a

feasibility analysis is integrated in a corporate project charter and therefore cannot taken into

consideration.

As the handling of the 16 purchasing processes took up a lot of time, it was not possible to

play an active part in the implementation phase due to the given processing time of the master

thesis. The implementation of the processes will be realized in phase 3 of the internal project

planning and starts in September 2013 by employees of PUQ and QMM. Primary a process

champion was defined per department by the respective heads of department which was

trained first and operates in future as a process expert. A continuous improvement of the pro-

cesses as well as a better agreement within purchasing should be allowed by the introduction

of process champions. Afterwards the other employees were trained and in parallel the al-

ready modeled purchasing processes in inubit Suite were linked with the Intranet, embedded,

provided to all employees with the relevant documents and templates and finally rolled out in

the operational business.

The additional phase of the process controlling serves for the supervision of the implemented

purchasing processes and therefore should not be disregarded prospectively. The results of the

process controlling have again a direct influence on the strategic process management. By the

need to be able to react flexible to the changed strategy of the process management and to

7 Conclusion and Future Prospects 73

improve constantly the purchasing processes, there is required a regular maintenance and ad-

aptation of the processes. This should be realized in future by the process champions as well

as the employees of all affected and involved departments under inclusion of inubit Suite. The

revised processes will be made available after the validation by the Purchasing Area Manager

to the employees through the in-house Intranet.

Finally it can be said that the development of the PU-Reference Model was essential to defy

the future challenges and has already turned out as a success. The obsolete, extensive and

complicated manuals could be removed by the development of the new processes. The new

processes became leaner and were designed easier, however without losing important infor-

mation. In addition weak spots could be eliminated which were identified within the old pro-

cesses and together with the employees there were designed clear, understandable and easy

process flows. Therefore the fundament of the project success was laid with which the given

targets can be achieved. The competitive and ambitious targets of the Robert Bosch GmbH

can be reached in future by a continuous maintenance and advancement of all reference mod-

els and not only the PU-Reference Model as well as the introduction of process champions

and the integration of all involved employees. Further the company will withstand the com-

petitive pressure and match the new challenges. Indeed on a long-term view, Bosch must crit-

ically deal with the aspects of the continuous improvement of the processes, the comprehen-

sive process controlling and the fulfillment of the business targets as well as to keep the focus

on the constantly changing competitive conditions and requirements. By the optimization and

development of the purchasing processes it was also improved automatically the Supply

Chain of the company and therefore it was increased the added value. This positive benefit

was realized by the close link of business processes with the Supply Chain and furthermore

must remain prospectively in the focus of the company. A continuous improvement and adap-

tation of the Supply Chain to new circumstances is one of the most important success factors

to be able to perform successfully on the market, to handle the hard competition as well as to

maximize the competitive advantages in future.

Index to Appendixes 75

Index to Appendixes

Appendix 1: AA Business Process Map .................................................................................. 76

Appendix 2: PU-Reference Model ........................................................................................... 77

Appendix 3: RASIC of the define and agree on RPP projects process .................................... 78

Appendix 4: RASIC of the define PUR targets process........................................................... 79

Appendix 5: RASIC of the identification of potentials process ............................................... 80

Appendix 6: RASIC of the conduct contracting process ......................................................... 81

Appendix 7: RASIC of the supplier enabling process ............................................................. 82

Appendix 8: RASIC of the release series production process ................................................. 83

Appendix 9: RASIC of the maintain supplier master data process .......................................... 84

Appendix 10: RASIC of the negotiate and provide contract process ...................................... 85

Appendix 11: RASIC of the incoming inspection process ...................................................... 86

Appendix 12: RASIC of the monitor achievement of PUR targets process ............................ 87

Appendix 13: RASIC of the monitor supplier performance process ....................................... 88

Appendix 14: RASIC of the manage complaints with suppliers process ................................ 89

Appendix 15: RASIC of the non-conformity costs process ..................................................... 90

Appendix 16: RASIC of the supplier development quality process ........................................ 91

Appendix 17: RASIC of the supplier audit process ................................................................. 92

Appendix 18: RASIC of the SD projects with suppliers process ............................................. 93

Anna-Lena Jäger, Global Purchasing Processes in the Business Sector Automotive Aftermarket, BestMasters,DOI 10.1007/978-3-658-04648-4, © Springer Fachmedien Wiesbaden 2014

76 Appendixes

Appendix 1: AA Business Process Map

Cus

tom

er

Loya

lty /

Ord

er/P

aym

ent

Solv

ed P

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eliv

ered

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ivisi

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ess

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M2

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and

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S1 P

rovi

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S8 P

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astru

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rovi

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nce

& C

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S5 P

rovi

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uman

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S6 P

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and

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nd D

eliv

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ater

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nd M

anuf

actu

re P

rodu

cts

Appendixes 77

Appendix 2: PU-Reference Model

S1.1 Material Field Strategy and Planning

S1.2 Search andSelect Supplier

S1.3 Release Supplier

S1.1.1 Global sourcing strategy for material field

S1.1.3 Define and maintain supplier pyramid

S1 Provide Purchasing

Services

S1.1.2 Define and agree on RPP projects

S1.4 Release Product

S1.2.3 Analyze market / technologies and search potential

S1.2.2 Identify necessity of new suppliers/technologies for new parts

S1.2.5 Identify and select potential sources (incl. RFQ)

S1.2.4 Ensure required capacity at suppliers (ramp-up)

S1.2.1 Evaluate existing parts to identify potential

S1.3.3 Supplier Enabling Projects with Suppliers

S1.3.2 Conduct Contracting

S1.3.4 Supplier and plant approval

S1.3.1 Sourcing decision

S1.4.2 Release series production

S1.4.1 Initial sample inspection (ISIR)

S.1.1.4 DefinePurchasing targets

S1.5 MakeSupplier Available

for Operations

S1.6 Monitor & ReportPerformance

S1.7 ManageNon Conformity

Cases with Source

S1.5.1 Maintain SupplierMaster Data

S1.5.3 Define and Conduct Incoming Inspection Process

S1.5.2 Negotiate and Provide Contract

S1.8 Appraise Supplier/ Supplier

Development

S1.6.3 Supplier Assessment (ISA)

S1.6.2 Monitor SupplierPerformance

S1.6.4 Crisis and Risk Management

S1.6.1 Monitor Achievement of Purchasing Targets

S1.7.3 Escalation Management

S1.7.2 Reimbursementof Non-Conformity Costs

S1.7.4 Supplier development quality

S1.7.1 ManageComplaints with Suppliers

S1.8.2 Supplier Development Project with Suppliers

S1.8.1 PerformSupplier Audit

78 Appendixes

Appendix 3: RASIC of the define and agree on RPP projects process

Appendixes 79

Appendix 4: RASIC of the define PUR targets process

80 Appendixes

Appendix 5: RASIC of the identification of potentials process

Appendixes 81

Appendix 6: RASIC of the conduct contracting process

82 Appendixes

Appendix 7: RASIC of the supplier enabling process

Appendixes 83

Appendix 8: RASIC of the release series production process

84 Appendixes

Appendix 9: RASIC of the maintain supplier master data process

Appendixes 85

Appendix 10: RASIC of the negotiate and provide contract process

86 Appendixes

Appendix 11: RASIC of the incoming inspection process

Appendixes 87

Appendix 12: RASIC of the monitor achievement of PUR targets process

88 Appendixes

Appendix 13: RASIC of the monitor supplier performance process

Appendixes 89

Appendix 14: RASIC of the manage complaints with suppliers process

90 Appendixes

Appendix 15: RASIC of the non-conformity costs process

Appendixes 91

Appendix 16: RASIC of the supplier development quality process

92 Appendixes

Appendix 17: RASIC of the supplier audit process

Appendixes 93

Appendix 18: RASIC of the SD projects with suppliers process

References 95

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