Value Managed Relationships Analysis (PowerPoint PPT Slide Deck)

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This product (Value Managed Relationships Analysis) is a 80-slide PPT PowerPoint presentation slide deck (PPT), which you can download immediately upon purchase.

A Value Managed Relationship (VMR) is a full partnership between a customer and a goal is to maximize quality and minimize total system costs of doing business through collaborative sharing of information and resources. This deck has 80 slides and contents include:
•  VMR Concept
•  VMR Key Success Factors
•  VMR Sources Of Value
•  XYZ VMR Process
•  Example
•  Key Takeaways

This comprehensive presentation on Value Managed Relationships (VMR) provides a deep dive into the strategic advantages of VMRs over traditional "arms length" approaches and vertical integration. VMRs foster a collaborative environment where both parties benefit from shared investments and long-term commitments. The deck outlines how consolidating volume in long-term partnerships ensures continued supply for buyers and capacity utilization for suppliers, leading to system-wide benefits and strategic innovation.

The analysis includes real-world examples, demonstrating that VMRs can achieve significant cost savings, averaging between 15% to 20%. The document also highlights that over half of existing partnerships do not meet expectations, emphasizing the importance of understanding and focusing on key success factors. These factors include senior management involvement, cross-functional participation, and clear process champions to drive implementation at the grassroots level.

The VMR process is meticulously detailed, from identifying opportunities and understanding industry cost structures to selecting candidates and tracking savings. The presentation also covers the qualitative aspects of selecting where to implement a VMR, stressing the need for suppliers and clients to work closely together, commit management time and effort, and prioritize the success of the VMR.

Supplier evaluation criteria and configuration alternatives are explored, providing a framework for assessing potential VMR candidates based on service quality, commitment, cost reduction potential, and long-term leadership potential. The document concludes with a focus on value engineering levers and their implications for strategy, ensuring that both clients and suppliers are positioned to drive value engineering ideas and achieve the full potential of VMRs.

Source: Best Practices in Customer-centricity, Customer-centric Organization, Customer-centric Design, Customer Profitability PowerPoint Slides: Value Managed Relationships Analysis PowerPoint (PPT) Presentation Slide Deck, Documents & Files

PPT SLIDE DEEP DIVES

Supplier Cost Structure Analysis for Custom Suppliers

This PPT slide presents a detailed breakdown of supplier economics, specifically focusing on the cost structure of average custom suppliers. It highlights that variable costs constitute approximately 67% of total costs, with materials alone accounting for around 40%. This insight is crucial for understanding how different components of costs impact overall supplier pricing and profitability.

The chart categorizes costs into several segments, including materials, direct labor, and various indirect costs. Each segment is represented visually, allowing for quick comprehension of the relative weight of each cost category. For instance, direct labor and manufacturing wages are significant contributors, while other costs like payroll taxes and fringe benefits also play a notable role.

The slide emphasizes the importance of understanding these cost dynamics for effective supplier management. By analyzing where costs are incurred, organizations can identify potential areas for cost reduction or efficiency improvements. The detailed breakdown also suggests that companies should consider not just the base material costs, but also the indirect costs associated with labor and overhead when evaluating supplier relationships.

This analysis can guide decision-making processes, particularly when negotiating contracts or assessing supplier performance. Understanding the cost structure allows executives to make informed choices that align with their strategic objectives. Overall, this slide serves as a valuable tool for executives looking to enhance their supplier management strategies.

Evaluating Opportunities for Value Managed Relationships

This PPT slide presents a framework for evaluating Value Managed Relationships (VMRs) based on 2 primary dimensions: value-added or engineered level and purchasing volume relative to total supplier sales. The framework is divided into 4 quadrants that categorize potential opportunities for VMRs.

The top right quadrant indicates a high potential for VMRs, characterized by high purchasing volume and significant value-added activities. Here, strategies such as product redesign, material substitution, volume discounts, and system cost improvements are highlighted as effective approaches. This suggests that organizations operating in this quadrant can leverage their purchasing power to drive substantial value.

In contrast, the bottom right quadrant represents moderate potential, where purchasing volume remains high, but value-added activities are limited. The focus here is primarily on volume discounts and some system cost considerations. This quadrant indicates that while there are opportunities for cost savings, they may not be as impactful as those in the high potential quadrant.

The top left quadrant shows medium to low potential, where high value-added activities exist, but purchasing volume is low. This scenario suggests that while there are opportunities for product redesign and material substitution, the overall impact may be constrained due to limited purchasing power.

Lastly, the bottom left quadrant indicates minimal opportunity for VMRs, with both low purchasing volume and low value-added activities. Organizations in this quadrant may need to cluster their purchasing to realize any benefits.

Overall, the slide effectively outlines where VMRs can be most beneficial, guiding organizations in identifying strategic areas for improvement and cost savings. Understanding these quadrants allows decision-makers to prioritize their efforts based on potential value generation.

Supplier Capability Assessment for Value Managed Relationships

This PPT slide presents a framework for assessing supplier capabilities within the context of Value Managed Relationships. It outlines key requirements that are crucial for evaluating suppliers, such as capacity, materials, quality, experience, value engineering, value creation, and partnership approach. Each requirement is visually represented, likely using a scoring system indicated by filled and unfilled circles, which allows for quick comparison across multiple suppliers.

The analysis highlights a specific supplier, labeled "A," as the closest match to the ideal candidate profile based on these criteria. The total assessment scores for each supplier are displayed, with "A" achieving the highest score of 89%. This score is accompanied by a ranking system that categorizes suppliers based on their performance in both red and blue materials, as well as blue-only and red-only assessments.

The rankings suggest that suppliers are evaluated not just on overall capability, but also on specific material competencies. For instance, supplier "A" ranks #1 in both red & blue and blue-only categories, indicating a strong dual capability. The slide also shows a clear drop in scores for other suppliers, with the lowest being 43% for supplier "G."

This structured approach provides a clear visual representation of supplier strengths and weaknesses, facilitating informed decision-making. The insights gleaned from this analysis can guide procurement strategies, ensuring alignment with organizational goals and optimizing supplier partnerships.

Strategic Value Sources and Implementation Challenges

This PPT slide outlines 3 primary sources of value within the context of managed relationships, specifically focusing on volume/scale economics, value engineering and quality improvement, and systems cost reduction. Each source is accompanied by a methodology that describes how value can be derived and a visual representation of the difficulty of implementation, along with the level of senior management involvement required.

For volume/scale economics, the methodology emphasizes supplier consolidation. This approach enables buyers to negotiate better terms and potentially secure a larger share of incremental profits. The implementation difficulty is indicated as relatively low, suggesting that this strategy can be executed with less senior oversight.

Value engineering and quality improvement require a more nuanced approach. The slide suggests that open dialogue about product design can lead to optimized design and cost trade-offs. The implementation difficulty is marked as moderate, indicating that while achievable, it necessitates more engagement from senior management to navigate the complexities involved.

Systems cost reduction is the most challenging of the three. It involves collaboration between buyers and suppliers to assess and streamline current interaction methods, aiming to eliminate redundancies. This approach is visually marked as high in difficulty, signaling that it demands significant senior management involvement to ensure successful execution.

Overall, this slide serves as a strategic guide for executives considering how to leverage managed relationships for value creation. It highlights the varying levels of complexity and the necessity for senior leadership engagement, which is crucial for driving successful outcomes in these initiatives.

Enhancing Collaboration in Value Engineering Processes

This PPT slide outlines the "Value Managed Relationships" framework, emphasizing opportunities for improvement in the value engineering process for both clients and suppliers. It is structured into 2 main sections: "Opportunities for Improvement" and "Value Engineering Levers," which are further divided into specific phases of the value engineering process: Idea Generation, Design, Prototyping, Approval, and Engineering.

For clients, the slide highlights several key leverage points. It suggests generating a multitude of ideas to enhance creativity and innovation. Clients are encouraged to establish a role for procurement to streamline collaboration with internal design teams. Presenting all ideas with a cost-benefit analysis is crucial for making informed trade-offs. Systematic capturing of ideas across various suppliers and divisions is recommended to ensure comprehensive input. Maintaining a list of generated ideas for future reference is also advised, alongside efforts to increase the speed of the approval process.

On the supplier side, the focus is on generating unique ideas and quantifying their benefits. Suppliers are urged to clarify design intent and communicate additional value engineering ideas. This collaborative approach aims to ensure timely approvals and efficient design and prototyping processes.

Overall, the slide serves as a strategic guide for enhancing collaboration between clients and suppliers throughout the value engineering process. It emphasizes the importance of systematic feedback and communication, aiming to foster a more efficient and innovative environment for both parties.

Comparative Analysis of Value Managed Relationships

This PPT slide presents a comparative analysis of Value Managed Relationships (VMRs) against traditional procurement methods and vertical integration strategies. It highlights how VMRs can provide superior value by fostering closer supplier relationships and enhancing collaboration.

On the left, the "Traditional 'Arms Length' Approach" is characterized by a fragmented supplier base and sporadic communication. This method often leads to investments focused solely on the manufacturer's immediate needs, which can result in adversarial negotiations aimed at securing the lowest unit price. Additionally, product designs are typically separate, limiting innovation and responsiveness.

In contrast, the VMR model emphasizes a more integrated approach. It suggests maintaining a limited number of suppliers to facilitate frequent communication, which can enhance trust and collaboration. This model allows for customized investments in facilities and equipment, aligning supplier capabilities with the manufacturer's strategic goals. The long-term commitment inherent in VMRs focuses on minimizing total systems costs, leveraging a value chain perspective to optimize overall efficiency. Joint product design and cross-functional participation are also key components, promoting innovation and shared objectives.

The slide also outlines vertical integration, which involves in-house supply and frequent communication. However, it notes potential downsides, such as the need for investment in weaker strategic areas and a focus driven by internal incentives that may not align with market realities.

Overall, the slide underscores the strategic advantages of adopting VMRs, suggesting they can lead to more sustainable and productive supplier relationships compared to traditional methods and vertical integration. This insight is critical for decision-makers considering procurement strategies that enhance operational efficiency and drive long-term value.

Prioritizing Product Opportunities in Purchasing Strategy

This PPT slide presents a Value Managed Relationships (VMR) analysis for ABC Company, focusing on its purchasing category priorities. It visually represents the relationship between the percentage of purchases for various products and the value added as a percentage of sales. Each product is plotted on a scatter diagram, with the x-axis indicating the percentage of total market purchases and the y-axis showing the value added percentage.

Product A, labeled as "Widgets," is highlighted as the most attractive opportunity for VMR, suggesting it has both a significant market presence and a high value contribution. This positioning indicates that further investment or strategic focus on Product A could yield substantial returns. Other products, such as Product B and Product C, also appear prominently,, but their positioning suggests they may not offer the same level of opportunity as Product A.

The size of the circles representing each product likely correlates with their sales volume or market share, providing additional context for decision-making. Products positioned in the upper right quadrant, such as Product A, are of particular interest, as they demonstrate both high purchase volume and high value addition. Conversely, products in the lower left quadrant may warrant reevaluation or strategic divestment.

This analysis serves as a critical tool for executives looking to optimize their product portfolio and enhance purchasing strategies. By identifying which products deliver the most value relative to their market presence, ABC Company can align its resources more effectively and drive better outcomes.

Framework for Capturing Value Engineering Savings

This PPT slide outlines a framework for capturing value engineering savings through a series of critical questions. It begins by identifying who in the value chain is best positioned to drive value engineering initiatives. The first decision point examines whether the necessary capabilities exist in-house or if they need to be developed externally. If the required capabilities are available, the client can directly capture savings. If not, the next consideration is whether cost-effective outside experts are available. If they are, the client has the option to outsource, contract, or bring expertise in-house.

The slide then explores the leverageability of value engineering ideas across different business units. If these ideas can be applied broadly across widgets, divisions, and suppliers, it significantly enhances the potential for savings. Conversely, if leverageability is limited, the slide suggests that value engineering should be a contractual requirement.

The final section addresses the need for incentives to encourage value engineering. It questions what incentives might exist for suppliers to engage in these initiatives. If no incentives or investments are necessary, the recommendation is to establish a Value Managed Relationship (VMR) to facilitate the sharing of savings. The overall structure of the slide emphasizes a decision-making process that guides clients through evaluating their capabilities, the potential for leveraging ideas, and the necessity of incentives, ultimately leading to a strategic approach to value engineering.

Framework for Sustaining Value in Strategic Partnerships

This PPT slide outlines the concept of Value Managed Relationships (VMR) and emphasizes the ongoing creation of value as these relationships evolve. At the center of the diagram is the idea of consolidating volume within a long-term partnership. This suggests that as organizations deepen their collaboration, they can leverage increased volume for mutual benefit.

Surrounding this central theme are several key components that illustrate how value is generated and sustained. The first point highlights that added value fosters more reasons to collaborate. This indicates that as partners identify and realize value, their motivation to work together intensifies, leading to deeper engagement.

The next element focuses on joint efforts yielding system-wide benefits for both parties. This implies that collaboration can lead to efficiencies and improvements that extend beyond individual organizations, enhancing overall performance.

Another critical aspect is ensuring a continuous supply for the buyer while maximizing capacity utilization for the supplier. This dual focus on supply chain stability and operational efficiency is crucial for maintaining a healthy partnership.

The slide also notes that commitment and scale can justify joint investments in cost savings and R&D/technology. This suggests that as relationships mature, the potential for shared investments increases, which can drive innovation and efficiency.

Finally, the increased pace of innovation is presented as a direct outcome of these collaborative efforts, leading to strategic benefits for both parties. This reinforces the notion that a successful VMR is not just about immediate gains, but also about fostering long-term growth and adaptability. Overall, the slide encapsulates a framework for understanding how value can be systematically created and sustained in strategic partnerships.

Structured Process for Value Managed Relationships

This PPT slide outlines a structured approach to Value Managed Relationships (VMR), emphasizing a systematic process for identifying and implementing cost-saving opportunities through strategic supplier partnerships. It begins with the identification of VMR opportunities, which involves selecting products based on purchasing volume and their value-added potential. This initial step is crucial as it sets the foundation for the entire process.

Next, understanding the industry cost structure is highlighted. This phase focuses on analyzing industry economics to develop hypotheses about potential savings, which is essential for making informed decisions. Following this, the selection of VMR candidates is addressed. Here, suppliers are analyzed to determine which ones are best suited for VMR initiatives, ensuring that the most promising partnerships are pursued.

The slide emphasizes the importance of obtaining top management commitment. This step ensures that both the client and supplier's senior management are fully engaged in the VMR process, which is vital for successful implementation. Identifying specific cost reduction opportunities comes next, where detailed analyses are conducted to quantify potential savings, further solidifying the rationale for the VMR strategy.

The implementation phase is where the identified opportunities are formalized and executed. This step is critical as it translates plans into actionable strategies. Finally, tracking VMR savings is essential for monitoring progress and evaluating the effectiveness of the relationships established. This comprehensive approach not only fosters collaboration, but also drives strategic savings, making it a valuable process for organizations looking to optimize their supplier relationships.

Transforming Quality Control through Value Managed Relationships

This PPT slide presents a case study on Value Managed Relationships (VMR) focusing on systems costs. It illustrates the transformation in quality control processes before and after implementing VMR between a supplier and a customer. Initially, 5 full-time equivalents (FTEs) were dedicated to quality control, with separate roles for the supplier and customer. This setup resulted in redundancy and inefficiencies in the quality inspection process.

Post-VMR implementation, the number of quality control FTEs was reduced to three, indicating a significant improvement in efficiency. The diagram highlights a shift to a joint quality control approach, which streamlines the process. The supplier and customer now collaborate more closely, allowing for direct feedback to the vendor and reducing the need for multiple inspections. This change not only cuts down on personnel costs, but also enhances the overall quality assurance process.

The slide emphasizes a 40% reduction in quality control costs, showcasing the financial benefits of adopting VMR principles. The visual representation effectively conveys the operational shift and the resulting efficiencies gained through collaboration. This example serves as a compelling argument for organizations considering VMR as a strategy to optimize their supply chain and reduce operational costs. The clear before-and-after comparison provides a straightforward understanding of the impact of VMR on systems costs, making it a valuable insight for decision-makers looking to enhance their operational frameworks.

Strategic Risk Management in Supplier Relationships

This PPT slide titled "Value Managed Relationships" outlines critical considerations for clients aiming to transition towards a new procurement strategy. It emphasizes the need to identify and mitigate potential risks associated with supplier relationships.

The left section, labeled "Potential Issues," highlights several key concerns. Over-reliance on a limited number of suppliers can lead to vulnerabilities, as these suppliers might exploit the situation, increasing the risk of operational failures. The slide also notes the challenges posed by future changes in package offerings after a partner has been selected, which could disrupt established agreements. Additionally, shifts in industry structure post-partnership selection could further complicate the relationship dynamics. Lastly, the slide points out that the optimal supplier may be one with whom the client has minimal prior experience, adding another layer of risk.

On the right side, titled "Potential Approaches to Address Risk," the slide suggests strategies to navigate these issues. It recommends diversifying supplier relationships by focusing on those with overlapping capabilities and spreading volumes across multiple plants. Establishing a secondary pool of suppliers can provide backup options for primary partners. Including performance clauses in contracts can help ensure accountability. The slide also advises selecting partners who are leaders in innovation and design, and structuring contracts to allow for flexibility in response to changing circumstances. Utilizing purchasing power to influence industry dynamics is another suggested approach, which could aid in identifying a preferred supplier. Lastly, initiating pilot relationships can help clients assess supplier performance quickly, minimizing long-term risk.

This slide serves as a strategic guide for organizations looking to optimize their supplier relationships while navigating inherent risks.

Evaluating Supplier Configuration Alternatives for VMR

This PPT slide presents a structured overview of various supplier configuration alternatives within the context of Value Managed Relationships (VMR). It categorizes supplier configurations into 5 distinct types: Sole Source, Giant(s) and Few, Oligopoly, Giant(s) and Many, and Fragmented. Each category is defined by key metrics such as the number of suppliers, supplier concentration, and potential relationship options.

For Sole Source, there's a single supplier, indicating a complete reliance on one entity. This configuration represents a high-risk scenario, as any disruption could severely impact operations. The Giant(s) and Few category involves 2 to 5 suppliers, with a concentration of approximately 80% to 1 or 2 suppliers, suggesting a more balanced risk, but still a significant dependency.

The Oligopoly configuration also includes 2 to 5 suppliers, but distributes business evenly among them. This setup may offer better negotiation leverage and risk mitigation compared to the previous categories. The Giant(s) and Many configuration expands the supplier base to 15-30 suppliers, with a similar concentration pattern as the Giant(s) and Few, allowing for more options and potentially better pricing.

Finally, the Fragmented category, with 15-30 suppliers, shows a varied concentration of 80% to 6-8 suppliers. This configuration may lead to increased competition among suppliers,, but it also introduces complexity in managing relationships. Each configuration presents unique relationship options, ranging from long-term competitive bids to short-term engagements, emphasizing the need for careful evaluation based on organizational goals and risk tolerance. Understanding these configurations is crucial for making informed decisions about supplier partnerships.

Maximizing Value through Managed Relationships

This PPT slide presents a framework for understanding Value Managed Relationships (VMR) and their potential to enhance value through vertical integration. It outlines 3 primary sources of value: Volume/Scale Economies, Value Engineering and Quality Improvement, and System Cost Reduction. Each category is accompanied by specific examples of how value can be derived, along with estimated contributions to total value creation.

In the Volume/Scale Economies section, the focus is on improved quality stemming from reduced variability, better communication, and longer commitments that facilitate extended run lengths. These factors contribute to purchasing economies, suggesting that larger scale operations can yield significant benefits. The estimated contribution to total value created from this source is around 25%.

The Value Engineering and Quality Improvement section emphasizes the importance of technology and capability sharing. This collaboration aims to produce the lowest cost while ensuring the highest value product. It also highlights joint efforts in identifying potential areas for material substitution, reduction, and standardization. This category is projected to account for 50% of total value creation, indicating its critical role in the overall strategy.

Lastly, the System Cost Reduction section addresses the elimination of redundant processes and cross-company logistics. By identifying duplicate functions across various operational areas, organizations can streamline processes and improve efficiency. This segment also estimates a contribution of 25% to total value creation.

Overall, the slide encapsulates how a strong VMR can significantly enhance operational efficiency and value, allowing organizations to focus their resources more effectively on their core business.

Structured Approach to Partnership Development

This PPT slide outlines a structured approach to developing partnerships, emphasizing clarity and explicitness in each phase. It begins with the "Initial Contact with Suppliers," where the focus is on establishing the foundation of the relationship. Key actions include describing the proposed partnership, gauging suppliers' attitudes, and discussing category strategy and volume expectations. This initial phase sets the tone for collaboration.

Next, the "Supplier Proposals Analysis" phase involves receiving responses from suppliers and conducting a comparative analysis. This step is crucial for understanding the strengths and weaknesses of various proposals. Follow-ups, such as plant tours and quality checks, are suggested to ensure that suppliers meet the necessary standards.

The "Negotiations" phase is where the groundwork laid in previous steps comes into play. Sharing aggregate responses and selecting suppliers are critical actions here. Identifying specific targets for Business Development Plans (BDP) and system cost reductions is also highlighted, ensuring that both parties are aligned on goals.

Finally, the "Implementation" phase focuses on operationalizing the partnership. Setting up a management structure and training staff are essential steps to ensure that the partnership is effectively integrated into the organization. The slide emphasizes that this process is not just a one-time effort, but should be expanded to other areas as needed.

This structured approach to partnership development can provide organizations with a clear roadmap, helping them to build and manage supplier relationships more effectively. The emphasis on explicit communication and systematic analysis can lead to more fruitful collaborations.

Strategic Implications of Value Engineering in Supplier Relationships

This PPT slide titled "Value Managed Relationships" presents a framework for understanding the implications of value engineering within strategic supplier-client interactions. It emphasizes that suppliers hold a crucial role in identifying and driving value engineering initiatives, which are essential for enhancing value generation. The slide categorizes 3 key areas: Materials Substitution, Design Change, and Manufacturing Efficiency, each evaluated based on the expertise of different stakeholders—namely the Client's In-House Expert, Outside Expert, and Supplier.

The visual representation uses filled and unfilled circles to indicate the level of influence or capability in each area, with filled circles denoting high potential and unfilled circles indicating low potential. This format allows for a quick assessment of where value engineering ideas may be most effectively sourced.

The slide also highlights that not all value engineering ideas will be applicable across various contexts, such as fixtures, divisions, or suppliers. This suggests a need for tailored approaches depending on the specific circumstances of each relationship. The text further notes that clients must create incentives for suppliers to engage in value engineering efforts, as certain initiatives, like materials substitution, may not significantly impact a supplier's cost structure.

Lastly, it points out that while aspects of a Value Managed Relationship (VMR) are necessary to capture full savings, having multiple suppliers is not a prerequisite for generating a wide array of ideas. This insight encourages clients to focus on the quality of relationships rather than merely the quantity of suppliers. Overall, the slide serves as a strategic guide for organizations looking to optimize their supplier interactions for better value outcomes.

Framework for Successful Value Managed Relationships

This PPT slide titled "Value Managed Relationships" outlines critical components necessary for achieving success in Value Managed Relationships (VMR). It emphasizes that a well-defined strategy, effective organization, and structured processes are essential for optimal outcomes.

At the top level, the slide presents "Strategy" as a foundational element. It highlights the importance of having clarity and consensus regarding strategic goals. This suggests that alignment among stakeholders is vital; without it, efforts may be misdirected or ineffective.

Beneath strategy, the slide branches into 2 key components: "Organization" and "Process." The "Organization" section stresses the need for an appropriate level of involvement across various teams and departments. This indicates that collaboration and communication among different organizational units are crucial for the successful execution of VMR initiatives.

The "Process" segment focuses on the necessity of having a detailed and structured approach for identifying and implementing opportunities. This implies that a systematic methodology is required to ensure that potential value is not only recognized, but also effectively acted upon.

Overall, the slide serves as a concise roadmap for executives looking to enhance their VMR efforts. It underscores the interconnectedness of strategy, organization, and process, suggesting that neglecting any of these areas could jeopardize the overall success of VMR initiatives. Understanding these elements can provide valuable insights for leaders aiming to drive better outcomes in their organizations.