L'Approvisionnement Intégré dans les achats

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Faculty of Economy
“Foreign trade”

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Germano Fasano

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Roberta Smaila

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THE SUPPLY INTEGRATED IN THE PURCHASES:

Case Unitec

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Summary

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The economic and social scenes of end to the century are determining in the enterprises of all the world a deep organizational and managerial review of which it is necessary to take action for being able to adapt themselves and “to take advantage of” the effects, than could be found of wide capacity.

In last the forty years also the Italian economic system has been therefore characterized from deep processes of restructure in the business organizational configurations, in the productive structures, the processes of working and the relations between enterprises.

Until the years the sixty and seventy market it was in strong expansion and for the companies the strategic factor was in the ability to answer to the high question with sufficient amount.
It has been begun to doubt of the validity of such productive, organized system according to rigid criteria and hierarchical, in years ‘ 80, that is when the markets by now were saturate and the consumers did not please themselves more than produced “generic”, but they expected produced the most possible supporters with their requirements, in a word “personalizes to you”.

In those years therefore one assisted to the passage from companies many vertical to the pushed terziarizations.
The enterprises slimmed in fact their structure, having like reference model the lean production ¹.
Of it achieved the necessity to learn to manage the relationships with the new productive units, than they were found more and more frequently to the outside of the company (sub-suppliers²) and having therefore to not only diffuse the culture of the quality total to the inside but also to the outside, towards that is the sub-suppliers.
This new way to see the “system enterprise”, implied a change in the subdivision of the tasks, the enterprises began in fact to entrust determined activities to other companies, “taking advantage of” to full load the specialization and experience of these last ones and being able to concentrate itself completely therefore on “Core business³”.

To entrust determined duties to specialized enterprises, means a cost reduction for the yielding company, since companies that systematically carry out that activity will develop sure it better than who ago occasionally.

The companies, to the days ours, are obliged to create an endowed product of good quality and to offer it to a good price since the competition by now has been strengthened in all the fields.
In the last decade in fact unsurmountable considered barriers have fallen once, allowing therefore to the enterprises of the emerged countries of the Far East (Korea, China, Malesya), of the East Europe and South America of valid like concurrent of the Italian enterprises.

In such highly competitive context the enterprises are, therefore, calls to face radical and unexpected changes in a climate dominated from deep uncertainty.
The ability to redesign the production processes and the organizational architecture and the ability to renew just the patrimony of acquaintances becomes the fundamental elements in order to achieve a support competitive advantage.

To such aim, an instrument of last generation, than already many companies uses, is integrated supply 4 , that not particular critic allows they to transfer to the outside the activity of supplying of those assets or for which the enterprises does not decide of the necessary technical competences.
A new strategic approach derives some therefore, with which the enterprises they face the purchases.
The concentration of the investments and the organizational efforts on the activities that the enterprise carries out better of the contenders, concurs in fact, to guarantee rendering greater from the employment of the own resources.

Strengthening the own distinguish competences the enterprise elevates barriers in order protect the competitive advantage from risks of erosion from part of puts into effect them or new concurrent.
The other side to transfer activity to suppliers specializes means to you to benefit of the investments, of the innovative abilities, the particular abilities of other enterprises, without having to face the costs necessary in order to adapt themselves to the competition.

Notes 1: A new way to reason stiff to increase the flexibility of the enterprise through a rethinking of the entire flow of creation of the value, from the planning until the management of the orders.

Notes 2: Enterprises that execute workings of thirds party on behalf or realize produced on store clerk.
Notes 3: Activity tied to the business object and high added value
Notes 4: Source: Unitec GmbH

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1.1. Definition of “purchases” and “supplyings”

The technology has transformed world-wide the economic scene, marking a change speed that probably will continue to along.
The development of the transports and the communications has provoked the increase of the markets is of the question that of the offer to world-wide level, creating an only display window to the inside of which the competition is extremely high.
This has involved the modification of the strategies business and consequently an evolution of the field has been taken place with the time also acquires.
Constant search of lessening of the costs is being gone towards one and trying to render them also most possible flexible, containing fixed costs 5 to favor of variable costs 6 , for being able them therefore to adapt to the course of the transactions.
The fixed cost reduction involves, on one side the control of the total dimension of the organizations, eliminating those structures that are not directly in relation with Core business or with the maintenance of know-how the 7 and from the other the purchase from external organizations of the goods and services previously produced to the inside (es. from organic fixed to a tantum job, from inner production of the services to the purchase of such services).
Table 1.1, extension as the management of the purchases cannot any be moved from the business strategy but indeed is one logical descendancys and of extension its evolution in the time.

Tab.1.1 Stage of evolution of the purchases

1°stadio: The purchases.

It can be noticed as to the beginning it was spoken about simple purchases. The indication of what to acquire came obviously from the inner question and often who generated the question carried out “a technical” role, in how much it defined of what it needed, the essential characteristics of the good and could impose therefore also ties to the choices on the market.
In many cases therefore the petitioner interacted directly with the market of the offer and relegated the function acquires in the role of pure executor.
In this way they did not come taken advantage of the full potentialities of a function specialized in the business activity them, with the risk that penalized the organization in terms is economic that managerial.

2° stage: Supplyings.

Subsequently it is spoken about supplyings and in this phase the management of the sources becomes a strategic factor of guarantee of turns out to you, of cost reduction (through the rationalization of the relationships and the reduction of their number) and of adaptation of the performances to the operating and qualitative requirements of the company.
In the system of supplyings, therefore, the objective is moved from the operating management of the process of purchase to the strategic management of the supplying sources, with consequent strengthening of the relationship with the suppliers.
Table 1.2, puts in evidence like also the function acquires with passing of the years and evolution of the economic scenes, has changed the own purposes and modified the own vision of the brought back parameters over.
It is not spoken more than purchases like than a service or about one simple function but of true and just a process.
The “vendors” once, hour are more seen like collaborators/partners with which creating longer and stable relationships of mutual collaboration.
For how much he concerns instead the purposes we can notice as to the beginning the purchases were focus to you single in the search of a product with a good relationship quality/price, subsequently the attention moves itself on the entire cost that is born moving of the entire bureaucratic machine, in order to succeed in to see the purchase like true and just an investment.
Obviously it is for being able to establish stable relationships and long-lasting, than for being able to observe the costs of an entire process, the company needs of a longer time, therefore a horizon of short term is not more sufficient.

Fig 1,2 evolution of supplyings.

Notes 5: Costs, whose amount does not depend on the service or sales volume. They are in fact one constant.
Notes 6: S It is had when one exists proportionality directed between all in cost and produced amount.
Notes 7: With of acquaintances, instruments and resources to disposition of a company.

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1.2. Conditions of Supplyings.

Every organization inserts to the inside of an economic cycle, producing goods and services and acquiring from the outside material, goods and services to transform in the production processes or to use to the inside in order to maintain the necessary degree of functionality.
The purchases have an infuence on the economic performances, work them, financial institutions of the organization through four main factors:

• The paid price, that it contributes directly or indirectly to the determination of the cost of the produced goods and services.
• The quality in entrance, than will be reflected is on the quality of the same production that on its cost, through rendered, refuse, re-workings and guarantees.
• The times of supplying that influence on the Time to market of the production and determine the levels of supply to maintain.
• Terms of payment and level of the supplyes.

They affect the general ability to the enterprise to compete in the economic system in which it operates and therefore the expectation of the organization in the comparisons of the system of supplyings is that they come satisfied three requirement of general character:

• The economization, that is the control of the costs through the search of the best deal conditions than purchase on the market.
• The effectiveness, that is the ability to govern the market of the offer obtaining levels of quality, performances and services such accessories to optimize the employment of the assets/services acquires to you, reducing or cancelling the refuse incidence, rendered, contested.
• The efficiency, that is times of answer to the question such not to constitute a factor penalizing for the operational cycle, diminishing the inner costs.

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1.3. Marketing of purchase.

A new concept that is making in the last years in the field of the purchases is the so-called marketing of purchase wide.
With this term one agrees with of the tending actions obtaining from just arranges of acquisition of the resources such advantages to put the own enterprise in conditions of competitiveness regarding concurrent enterprises 8 .
The transposition of the methodology of definition of the marketing plan to the purchases and comprises the systematic study of the atmosphere of supply of the markets and the products and the suppliers.
Draft of with of structured activity, not occasional, of iteractiv nature, that it has for object the monitoring of the supplying markets.
The purchase marketing at least second influences the maintenance of relations evolving with the suppliers two various modalities:

Role of filter, in how much in the phase of definition of the purchase strategies is shaped like propedeutica activity to the creation of a relationship evolving and long duration

Role of feedback, in how much the market analysis allows to be dawns to you regarding the new foreign standards.

The purchase marketing takes therefore the input from the business strategy and proceeds to the definition and performance of the purchase strategy, articulating itself in 4 sequence steps:

Analysis of the supply atmosphere.
Opportunity and risk analysis.
Definitions of the purchase strategies.
Definition of the procurement.mix.

The first phase concerns the analysis acclimatizes them, to the aim to characterize the opportunities and the risks legacies to the interaction with the market of the supply; this phase turns out to be preliminary to the appraisal of the options of purchase strategy, also in optical of appraisal of make or buy.
The formulation of such strategy gushes from the coherent combination of the mix of decisional levers (produced, price, sources and relations).

Notes 8: Source: Adaci of Turin.

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1.4. It is made of the business strategy of purchase.

1° phase: analysis of the supply atmosphere.
Every field is the result of the equilibrium between various competitive forces that act on prices, costs and investments whose change determines in the time the profit of the field. The competition in a field stretches to carry the rate of return of the understood one invested them towards a rate limit, defined from the conditions of perfect competition.
The enterprises in order to turn out competitive and not to risk to exit from the market, will have to try to have rendering not inferior to this threshold limit, also who invests in a field not inferior chip ax rendering, from the moment that has the possibility to invest in other fields.

The Porter economist characterizes five competitive factors that demonstrate as the competition of a field goes beyond the behavior of single the concurrent ones.
Rivality between the enterprises, the contenders, the customers, the suppliers, the possible substitutive products and the income of new upgrades them contenders determines in fact the intensity of the competition.
The attraction of the closely tied field is therefore to the profit that is the fruit of the evolution in the time of the force ratios of the propose factors under in detail.

• Entered new threat.
  The companies that enter in a field have like objective to conquer market shares to losses of the by now mature enterprises of the field.
  Usually they carry ahead one political of penetration, based on selling prices many bottoms that cover the production costs offering a profit margin much bottom.
  This obligates the present companies in the field therefore to having to lower also they the selling prices or to offer to the good to the usual price guaranteeing but one quality or a better service.
• Intensity of the competition.
  The companies put in action all continuously the strategies possible in order to exceed the competition and to maintain the own market share intact.
  The enterprises are defied in fact in battles of price, promotional campaigns, launch of new products that obviously obligate all the enterprises of the field to act consequently, in order not to run the risk to exit, turn of some year, from the market.
• Competition of the substitutive products.
  The enterprises do not compete alone with the companies of the same field, but also with those manufacturers of products alternated to you, but those assets that also having the same characteristics cannot however satisfy the same need, and therefore if offered to a convenient price could also attract the attention of the customer.
• To be able contractual of the customers.
  The customers are an indirect force that feeds the competition between enterprises.
  The companies in fact also not to lose market shares try to please the requirements of the customers who usually regard reductions of price, good quality of the product and the offered service.
  This to always satisfy the customer increases the competition between the enterprises that are obliged to being always competitive also seeing to diminish their percentage of profit.
• To be able contractual of the suppliers.
  The suppliers with their selling prices very condition the course of their companies customers and the entire field.
  They can put into effect in fact of the increases or the reductions of prices that will be reflected on the final price of the good, putting therefore also in serious danger the competitiveness of the final company.

2° phase: opportunity and risk analysis.

One of the methodologies currently more diffuse for the appraisal of fields and phenomena is analysis SWOT 9 .
The field or the conditions appraisal object, in fact, must be deepening studies you to the aim to bring to light all their characteristics, structural and conjunctural, and to evidence eventual relations and synergies with other proposals and situations.
In order to make that he is not sufficient to know in the detail the specific topic but the full acquaintance of the context to the inside becomes necessary of which this is placed.
Once collections all the information that are thought are necessary for the definition of a picture, possible the most complete how much, of the specific topic and the context to the inside of which this is placed, it is possible to proceed to the appraisal.
Through analysis SWOT it is possible to evidence the points of force and weakness to the aim to make to emerge those that they come thought able to favor, or to hinder or to delay, the pursue of determines to you objects to you.
More specifically in analysis SWOT endogenous and exogenous factors are distinguished.
The customary terminology distinguishes the endogenous factors between force points and points of weakness and those exogenous between opportunity and risks. Between first all are considered those variable ones that make part integrating of the same system, on which are possible to take part in order to pursue object to you prefixed.
Between the second ones, instead, variable external to the system that but can condition it are positively that are found negatively.
In this last case it is not possible to take part directly on the phenomenon but it is opportune to predispose control structures that characterize the exogenous agents and of it they analyze the evolution to the aim to prevent the events denied to you and to take advantage of those positi to you.
The possible factors to consider are following:

• Dimension and trend of increase of the volumes of purchase of the own company and the contenders.
• Competitive structure (in terms of quotas and concentrations) of the market of supply and the market of outlet in which the company it competes.
• Structures of cost, profit of the products.
• Presence of barriers to the entrance of the field.

3° phase: definition of the purchase strategy.

In order to operate effectively in a necessary atmosphere of supply is that the strategy of the purchases strongly is integrated with the business strategy.
Three are the factors that concur to render this grip necessary integration:

• The elevated competition in which the companies they operate
• The atmosphere of supply of the companies, than is always become more dynamic.
• The change of the nature and the scopes of the function acquires.

They have been identified three possible strategies that they vary to varying of the contractual weight that possesses the company in the negotiations trades them.

• Elevated to be able contractual of the company.
  In this situation the company is found in a force position that allows them to concentrate the supply also towards little suppliers, also its purchasing power is much fort.
  They will be in fact the suppliers to having itself to adapt to the requirements of the enterprise customer in order not to risk to lose it.
  Being the subject more strongly the company has the possibility to ask reductions in price, to obligate the supplier as an example to equip itself of adequate logistic structures and fargli undertaking programs of improvement of the product.
  In this situation therefore the company it will orient towards politics of the buy, but not to produce the material in the own plants to acquire it from thirds party, trying to maintain possible the supplyes more low, thus diminishing the logistic costs and obligating the supplier to frequent deliveries.
• Equilibrium in the contractual power.
  In this situation instead you is true and just an equilibrium, that it puts the two against parts on same the slowly contractual one.
  In this case, the company tries to shrink the circle of the suppliers between those more trusts to you and the volume of the supplyes is advanced but has the function of “bearing”.
  For how much it concerns the choice between buy and make comes estimated of time in time to second of the situation.
• Elevated to be able contractual of the supplier.
  In this situation instead the company it is found in a substantial position of disadvantage, that it involves a low contractual power that obligates the enterprise to adopt politics of the make, that is it is passed from the purchase of the finished product to the purchase of the raw materials, organizing one inner production with programs directed to the control of the quality and its improvement.
  An other objective is the continuous search of supplying products alternated to you so as to to differentiate the park, diminishing their contractual power.

4° phase: Definition of the procurement.mix.

The decisional levers of purchase (procurement mix) derive from the levers of marketing called with 4P (price, product, promotion, destination).
The purchase marketing therefore you transfer the own concepts of the marketing to the purchases, suggesting to define the mix more opportune between:

• Product to acquire (relative decisions to the materials and the technologies).
• Price to accept (to define the aspects trades them of the supplies).
• Sources of purchase (appraisal of the number of suppliers, the markets).
• Relations to undertake with the supplier (contractual tipology, procedures of coordination, control.).

Here of continuation the four will be dealt in the detail levers, as soon as cited:

• The product.
  The produced lever can be defined in terms of material or technology used for production. A same product can introduce itself on the market constituted from various tipology of material, which various performances, various level qualitative, different facility of working correspond and it can therefore to turn out more or less profitable. The product is therefore one directly impatta lever of purchase that on the quality of the ended one, the machinability and the production costs. In the same way the technology, than is employed in order to realize the product, has a its impact on the compatibility and quality of the production process beyond on the technological level of the finished product.
  This last one has a particular strategic importance above all if one is pursued differenzzazione strategy turns to the innovation and improvement of the product.
• The price.
  The lever price has an impact directed on the cost of the product and exists various approaches for its determination based on the various tipology of purchase. Generic products 10 generally are quoted from the market, while instead produced specific they demand one quotation from part of the supplier who can vary in acquired relation to the quantity and the difficulty of finding on the market.
  Various instead the determination of the price if is in presence of an only supplier or more supplying: in the first case it will resort to the negotiation, but to the negotiation vis-a-vis of the terms of supply, in according to case they will be taken in offered considerations more of price, with the choice of the more convenient.
• Sources of purchase.
  The purchase sources are the lever correspondent to the distributive channel of the traditional marketing: that is in this phase it must determine the more suitable channel to use for being able to provision the product.
  The first step to complete is that one to estimate the number of suppliers and to decide therefore if to use an only supplier, or to reduce the park simply supplying or instead opposite choice to increase the number of suppliers of assets alternated to you.
  Subsequently it will come analyzed the supply risk and after appraisal of the performances carried out from the suppliers based on of the parameters will be one.
• Relations to undertake with the supplier.
  On the base of the selection of the purchase sources the last lever of the purchase sources will be determined then: the choice that is of the relations to establish with the supplier.
  The relationship modalities can be grouped in three classes: traditional that is based on classics relationships of market, integrated where particular agreement that is stipulated it takes in consideration the synchronization of the supply flows and evoluto that it previews a true one and just relationship of partnership.
  On the base of these three tipology can be defined various contractual tipology, example contracted open or traditional contracts, to agree coordination procedures in order to define variations of price and the amount and to define eventual modalities of rendered restitutions of contest to you.

Notes 9: procedure of logical type, mutuato from the business economy, that it concurs to render the information systematic and fruibili collections approximately a specific topic and supplies fundamental information for the political definition and lines of participation.
Notes 10: Knows also Commodities.

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1.5. New horizons for the enterprises today.

In the past years, the Italian and French automotive houses had asked their suppliers (between which primary multinational companies) one cost reduction of 15% in the arc of 3 years.
A reduction of the own costs is not thinkable but without to innovate in all the fields and in particular in the purchases, that they weigh for beyond 50% of the total of the turnover.
Today therefore the companies manufacturers of all the world are see again the modalities with which they buy members and services.
And, perhaps for before the time from the oil crisis of the years the seventy and successive deficiencies of materials, this focus has become one priority for the apex.
In the attempt to reduce lead Time, to answer more fastly to their customers and their requirements, to improve the quality and at the same time to increase the efficiency, the companies leader have begun to manage their channels of supply with absolutely new modalities.
Often rethinking also to it puts into effect them borders of the “own companies”, have introduced two important elements in the management of supplyings of the organizations:

• The production, more and more often, to supplyes zero, that it involves the reduction of the possible supplyes lessened, that in its turn presupposes the discouragement of the times of delivery and management, with more frequent deliveries and a good level of quality of acquired (“the zero defects”), in order to increase therefore the production flexibility (loto unitary) and to reduce immobilizations financial institutions and the operating costs of the supplyes.
• Terziarizzazione of the determined services or of is made, in order to slim the organization, to render it flexible, to reduce the fixed costs in favor of those variable ones.
  This involves one more complex integration between the market of the question and that one of the offer, and consequently, the modification of the role and the modalities of operation of supplyings.

This new vision is centered more on the search, selection and management of the suppliers who on the purchase process. The main objective is to identify supplying stable, diminishing the times of supplying and the prices, and maximizing the performances, through an adapted system of selection management and negotiation.
All that becomes necessary as a result of the ascertainment that the added value has gone progressively diminishing in the course of last the four decades while, in the same period a strong need of specialization has been manifested in our factories.
In passed the manager, they had been entrusted, for the happened one of the enterprise, to the vertical integration.
Today, the complexity of the products and the competitiveness of the markets have carried the companies to shrink their sphere of activity in order to focus itself on a limited set of Core competences .
In order to make that they have entrusted partner that possessed particular competences or that they had market access.
In 1990, the average cost of materials, members and services acquires from all the companies to you American manufacturers was more of 75% of the value of their products.
In 1960 it was 40%, in 1945 was 35%. This increase of the cost of the products acquires you to the outside is served sure to push the attention of the management to the supplying activities.
That it pushes the enterprises to work in this direction, is therefore the birth of new necessities.
The companies that mainly watch in this direction are the enterprises that for the management of the information to the inside of their company use systems ERP.
In the following pages they come exactly deals such systems to you in the detail, putting in evidence the positive characteristics and above all their infuence on the field of the purchases, than is more interests to us.

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1.6. Systems ERP: Signals.

For “Business Informative System” they agree “with of business persons, equipment and procedures whose task is that one to produce the information that serve in order to operate in the enterprise and to manage it”.
In practical draft of all the important information used in company, joined to the computer science infrastructure (hardware, software and nets) necessary in order to manage them and to the persons who make use of such give you for the development of the own activity.

In such context therefore with acronym E.R.P. (Enterprise Resource Planning) agrees to identify the integrated systems of management, that is total of applications software integrated, that the important information of the company in an only base manage all give to you cetralized and that varieties of activity of the company concur to manage in co-ordinate way one.
For being which flexibilities of architecture consider you such ERP systems must possess characteristics, effective atmosphere of personalize, various facilities of cable, availabilities in languages and localizations, possibility to model complex corporate structures, wide range of models of control of management of easy construction and totally integrated.

Acronym E.R.P. (Enterprise Resource Planning) has been coined at the beginning of years ‘ 90 in order to indicate the new integrated managerial systems for manifacturing companies that were an evolution of the previous products constructed on the famous models like MRP (Material Requirement Planning) and MRP II (Manufacturing Resource Planning).
The birth of such systems just in those years is not sure a case. The companies began in fact to having the requirement of a system evolution that it allowed they to manage the business activities in effective, transparent way avoiding every possible loss of time and resources for the management of the information.
The enterprises were evolving and they were making it fastly, was taking place in fact one new opening towards the outside.
The enterprises were not pleased more than to sell and to buy assets produced in the own zone, they began therefore to try national suppliers and customers.
Also these barriers, once considered unsurmountable, began to become labili species when the idea of an European market and one was shown only currency.
It arrives you to years 2000 and found a consolidation in the relationships with own the partner European, was begun to see the world like an only great market, in which not there were borders and obstacles to the free commerce.
It was begun to speak therefore about globalization.
As it can be understood the size of job and information to deal and to manage increased breathtakingly. Since confirmation said how much is sure the distribution of the attache’s to the various business units.
Thirty years ago in fact in proportion were 4 laborers and 1 employee. Hour instead to 4 employs to you corresponds 1 single laborer. All that sure has had to the increase of the information to manage, but also because the qualified management became one of the main ones objects you of the enterprise.

1.6.1. As a system ERP works.

The ERP is defined like “an architecture software that facilitates the flow of information between all the inner functions to the society which human manufacture, logistics, finance and resources”.
The ERP are of the software, plan to you in order to automate the “organizational ruotines” and for model the strategic processes of the enterprise, from the finance to the sales, with the objective to realize integration of the information possessed to the inside of the enterprises, and the sharing of the same ones between, the enterprise and its patners.
Applications ERP, in fact, reduce the costs of coordination of the transactions, that is lower the cost of “government” of the interdependences, but of it they do not modify the nature.
In short the advantage of systems ERP is that one to allow the realization of connections between the various ones is made of the chain of the value to inferior costs and more fastly of the systems informed to you traditional, concurring to acquire a support competitive advantage in the comparisons of the contenders who such systems do not use or they do not have correctly implements to you.
Moreover systems ERP concur to codify the acquaintance remarkablly, lowering some the costs of its spread to the inside of the company.
System ERP operates through a database common situated in the heart (to the center) of the same system.
Such database it interacts with all the applications, so as to guarantee the lack of redundancy between they give and integrity to you of the aforesaid system. With these systems a “integration of the business informative system sin from its conception” is had, that is the informative system is born already integrated is under the logical-organizational profile, is under the profile software and hardware.
Planned sin from the origin integration of all the business functions in a unitary system, without duplication of arches to you and without re-insertion activity they give to you.
A system ERP is composed from several modules everyone of the which overload information of the several business divisions.
There are modules works them for every “business unit” business, as an example a module for sales, one for the purchases, one for the finance, the human resources and therefore via.

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1.6.2. The advantages derive to you from the adoption of systems ERP.

Being integral a computer science solution that all the business functions, systems ERP concur at least potentially with every subject (), independently from the hierarchical level in which it is found, one equal visibility of the business processes.
That is possible thanks to database relational was flavored, that they allow to have a more transparent and “governabile” organization, thanks to the possibility of being able to decide in real time of the necessary and always reliable information.
With systems ERP they are avoided, therefore, regarding the traditional systems the misalignments informed to you, than they can be verified, between the several business functions.
With such system they avoid also the different of give to you according to “codifiche” that, rendered problematic, if not quite impossible the transfer of gives to you between the various applications.
An integrated informative system like that ERP, beyond concurring a “such total informative interconnection” to allow to every operator is a transparent vision of all the business processes, than the possibility to work on they give to you reliable and it aligns to you, always it affects the quality of the job and on the quality of the decisional process, lowering it is the uncertainty acclimatizes them is that relational one.
The existence of a database common and, consequently, of gives to your only and was flavored, concurs to take decisions in a context of greater certainty.
It becomes possible in fact, through opportune analyses of give, to increase the degree to you of preview of the events that will be taken place.
Applications ERP reduce the intraziendali costs of coordination and Inter business, they in particular favor:

Integration between the various ones is made of the chain of the value.
The greater integration works them, allowing one better integration of the operating activities.
The division and the coordination of the job.
Integration of the control and programming systems.
Cognitive integration during the phase of development of the application.

he first one of the cited points over regards integration of the various ones is made of the chain of the value, that is the ability to the flows informed you to connect the operating organizational units, in order to improve the level of service of the company.
In such optical savings in the times and costs of transmission of the information between the organizational units are come true therefore, more not managed like isolated units, but strongly concentrated in the within of one “chain of value 11 “.
Times and costs of the decisional processes turn out kinsmen: strong integration of the strategic and operating activities concurs to improve the convergence of the contributions of the various subjects in several the decisional processes. The greater integration works them is realizable thanks to the spread of common languages and was flavored, that is to the “test ualizzazione of the processes operated to you”, that more fluid communication concurs one and therefore, one greater ability to coordination between the several organizational units.
From that drift an improvement in the times of transmission of the information between the organizational units since codifies it of the information of it concurs a easyr transfer in the time and the space.
The increase of the degree of usefullness of the information and the percentage of their use: the textualization of the business processes with the spread of languages you flavored yourself, favors the production of “important” information and of easy and opportune I use; The process of division and coordination of the job is facilitated from the coordination and communication systems (e-mail, software to grupware and workflow, possibilities to realize Intranet ad hoc) often enclosed in applications ERP.
Such systems allow a simplified management of the job in team and of it they support also the creation independently from the physical positioning of the subjects, also resorting to modality of telelavoro.
The systems of planning and control are deeply influence to you from the adoption of systems ERP that improve the amount and the quality of the information available for the decisional system, availability that strongly influences also the choices of centralization/decentralization on whose presupposed they are thinks to you and realizes the organizational orders to you.
Such systems demand in all make (planning, increasing, modification/personalization) one deep collaboration between customers and technicians/planners.

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1.6.3. The costs derive to you from the adoption of systems ERP.

The adoption of a system ERP is a decision much complex, that it demands a careful appraisal of the costs – benefits to it associates to you and whose definition involves the involvement of many competences that go from the directional and organizational advising for the definition of the model of business of reference, to the optimization of the choices of technological matrix.
The more critical moment of systems ERP is, that one of the “implementazione”, in how much demands a total ripensamento of the business procedures, not only from the point of view of the flows informed to you, but also of their “organizational” formulation.
Demanding remarkable organizational changes, in the phase of implementazione of systems ERP often it is found to us to face strong organizational resistances.
Therefore it is necessary that there is a clear support of the business apex in the comparisons of the plan, a strong involvement of the customers, the contribution of resources and external competences and the elevated professionality of been involved the inner and external figures.
The cost of a system is extremely variable, it depends on various factors which the dimension of the society, the number of customers, the number of modules acquires and moreover the implementazione costs to you.
From market analysis us has become account that the price of the software begins them can oscillate between 8.000 and 25.000 to customer of which 70-80 % it is constituted from the Business same Process of reingegnerizzazione.
As it can be very understood although they is poured and adaptable to whichever situation and whichever type of company, the elevated cost of purchase preclude the possibility of adoption of system ERP to all those small companies and average dimension, usually to familiar character or however constituted from a limited number of associates.
These in fact also having a structure small, thanks to their dimension, still turn out however to have of large inefficiencies due just to one bad management of the information.
Such software allows in fact to a control and one management of the information in real times and fast: all the information in fact are brought back in system, the operator therefore will not have need neither to record neither to control documents in affixed binders to you, since the documents will be scanned and inserted in appropriate folders, while they give to you will be brought back in particular masks.
With such systems in fact the companies could head in fact to obtain the certification of company paperless.
For how much it concerns the speech of the certifications, the companies supported from such supplying systems could not run also the risk not to be considered characterized from the own companies customers; above all to the days ours in which all the suppliers it codifies you of the greatest and important companies must have a certification that the quality demonstrates and effectiveness of the business management.

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1.6.4. The limits of systems ERP.

The found greater limits in such systems ERP are sure the high operating costs and the not but easy one, like instead was believed, breaking in or eventual cancellation of gives to you.
Such systems have in fact the weakness not to eventually be able to cancel a data not more necessary one to the management of the company, because legacy to an other profit, since in this way would come lost both.
Therefore very many company stretches, in order not to lose they give to you and eventual passages useful to hold all give to you collected in the course of the life in system.
In theory, the availability of a great mass of information would have to constitute an advantage, but often therefore it is not: in fact it is more and more difficult to distinguish in means to give you relati to every minimum aspect to you of the operativity of the enterprise, those that interest the manager in order to take one important decision at the just moment.
Not to be able as already over pointed out to cancel they give to you brought back in system has carried many companies to continue to insert always new give to you in system, without to become account that was overloading a lot that a day such systems informed are burst to you and the companies have been found from a day to the other have been found to having to change the own systems of management.

1.6.5. Influence of systems ERP on supplyings.

In the previous pages they have been brought back notes generates them on systems ERP, putting in evidence positive sides you and the benefits that have carried in the corporate structure.
Through such support it has been able to obtain an effective one and efficient management of the information is to the inside, that is between unit and unit, than with the outside that is with all the subjects of the productive row, supplying and customers.
Such systems have allowed one strongly rationalization of times of job, then allow a fast passage between all the subjects, in fact the information come passages in real time second the effective requirements of the company.
The company in fact, through such systems directly, once received the order from part of just the customer, transmits the own requirementses of material the just supplying one.
If we wanted to focus our attention on a real example, we could consider concessionary one, than once received the order from part of the customer, thanks to such systems communicate the information to the manufacturer, than in its turn it sendes its demand automatically to its various suppliers.
That is it will demand the supplier To, 5 wheels, to the B supplier 2 liters of varnish, to supplier C flying.
Such demands are regulated from agreements squared, that is from agreements taken previously between enterprise head and all the others.
Such agreements establish all the contract conditions, therefore the parts do not have need of dealing of time in time.
Such system could therefore turn out perfect, but unfortunately they can be introduced of the not previewed requirements of supplying, that they are taken place very rarely and not with continuity in the time.
Such supplyings are necessary for the maintenance of business infrastructures and can be taken place anytime, then the breach of a machinery unfortunately are not never expectable.
Therefore the companies in order to resolve such disadvantages are forced to try new suppliers, then such pieces are not acquire to you habitually, to dealing with they prices times of delivery in order then to codify them.
Such activity involves but excessive dispendio of time and a money.
Such coding in fact, second the studies carries out from important companies to you which Unitec, Lufthansa.., the contracts make to pile the costs to an equal figure to 1200 euro moreover this necessity of dealing of time the time ago to slip by far the terms of delivery, when instead for such material the timeliness is of obligation then you can be also problems of lines and firm productions.
An alternative to such bureaucracy would be to be able to emit orders without to pass for the system, the so-called the orders maverick.
Such orders can give the illusion of fasting the bureaucracy completely, jumping it, but unfortunately that door to only lose the complete control on the management of the orders. Such orders come call to you.
Because is orders to “unpleasant affair” of which of it only who knows the existence has emitted it, because in system does not turn out nothing.

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1.7. Integration of the supplies.

The requirements of the companies as it has been able to understand are modifying: to the search of the better price, imprinted on relationships it trades bases them to you on the contractual force, let alone to the maintenance of possible an elevated number more than supplying alternated to you, to the aim of feeding the competition, the development of chains supplier-customer imprinted to relationships of comakership with a limited number of reliable suppliers on the strategic supplies and the remaining development of a relationship of outsourcing is replaced with an only one provider for supplyings.
To the tendency to take advantage of to the maximum the suppliers, not to accept ties of along term and carrying out purchases for single orders, always placing in competition, to every order, suppliers alternated to you, the informative development of network common and c.d. the open orders is replaced (contracts picture or contracts of supply), in the within of relationships of along term of comakership and outsourcing it orients you to the obtaining of economies on along period.
Online with the analyzed strategic approach, also the role of the dumb supplier radically.
Its main tasks do not consist more in trying than to obtain the price more low to every order, activating the competition between suppliers to the aim to optimize the budget anniversary: it will have, more coherently with the new managerial philosophies, to coordinate and to make to grow the suppliers integrating them in the business system and to optimize the purchases to costs totals on along term.
The duty of “buyer” stretches to become characterized and specialized very less than how much it is not currently.
The role will be, in fact, the much total one and vanished, spacing from the quality, to the technology, the management.
Tendentially it is a destined role to being covered from company pictures that relationship directly with their suppliers (like to the inside of the company, where buyers are not necessary in order to manage the relationships between the units).
The relationship supplier-customer is in fast and substantial evolution. The strategic developments in action in the industrial companies are in fact find on the relationship “vendor-vendee” with own the logical ispiration.
The tendency to reduce the number of the suppliers constitutes an evolution that can be interpreted various keys of reading second.
Before they, that it traces the delineated model, it consists in the necessity to entertain relationships trades them with minor a number of interlocutors, to the aim to establish with they relations it trades them more grips and to reduce the costs of transaction.
The second one, caused diffusing itself of the comakership, originates from the impossibility to make to coexist one such philosophy with the presence of numerous suppliers alternated to you.
The outsourcing of supplyings, position is placed in one alternative regarding the above-mentioned distinction between secondary primary and supplying suppliers.
In the comparisons of comakership it is placed, to the contrary, in one complementary position.
The outsourcing in issue clear distinction between strategic and not strategic suppliers is based in fact on one.
The relationships with first will have necessarily to be maintained from the customer in first person.
The concept of comakership very is suitable to this class of suppliers.
The relationships with the second ones, to the contrary, could completely be delegated to an only one provider, obtaining in such a way the result of being able to speak with an only ulterior “primary supplier”.
They drastically reduce therefore the number of the suppliers, but obviously it will not reduce neither the number of suppliers neither the quantitative one of assets deals to you, since such assets will be try to you and managed from the provide, allowing to the company of partnership with an only subject, that it will carry to one substantial reduction of the information to manage.
One of the possible solutions that the Unitec offers to its customers is that one of the integrated supply.
That an only one provider that it is replaced to the myriad of suppliers of class B and C, that better management will allow like illustrated in the following pages one than such supplies.

1.8. The integrated supply.

The supply represents an aspect a lot important of the business economic cycle.
Often it comes centered the attention nearly exclusively on the prices of the goods dulls to you with the suppliers, not considering, or underrating, the amount of resources of the enterprise that come “burnt” during a whichever process of supply and that they are many more than how much can be imagined.
Till now in fact attention is not particular mail, to the costs that gush making to move the entire bureaucratic machine. Every time, in fact, than a business agency it comes activated for a whichever reason, generate costs, in particolar way then if they are taken place of the interferences, which can also carry to make the same procedure more times.
Putting in relation these considerations with how much said on purpose of the number of agencies that are been involved in a supplying procedure, it would have to turn out obvious rather that, in order to correctly estimate the cost of the supply process, it is not possible to limit the own considerations to the single price that appears in the invoice sended from the supplier.
The total cost of the acquired product is composed from numerous voices and the price can be also much inferior regarding its amount.
In particular, that is worth for those products defined “not strategic” for an enterprise – in how much directly does not employ you in the relating activities Core business of the enterprise – but that to the same one they turn out indispensable, like as an example the reciprocations or some types of supplyes. In such case, in order to diminish cost of supply, rather than to head at price – for which the margin of eventual reductions appears indeed limited -, it convene to concentrate itself on the reduction of the other voices that of it compose the total cost: it is exactly what it happens with the integrated supply of supplyings.
Online of principle draft of a system that allows of join the many small demanded of supply of the enterprise customer towards a company that is taken care of integrated supply, which will take care of all the procedures and operations necessary in order to make to reach the goodses wished at the wished moment and with an only document, coming from from the given over company to the integrated supply.
From a part, therefore, the costs of every supply from n. are reduced to 1, from the other part allow to the company, offering the supply, to gain just the margin to “cost zero” for the customer.
With the integrated supply, the companies have the business processes insides a lot become simpler to you, avoid inner the procedural interferences and external, they can transform the fixed costs in variable proportion them to the requirements of the moment.
The integrated supply is been born in order to manage in particolar way supplyings considers you not strategic for the enterprise – assets of wrap B and C, low cost not strategic in how much their management from part of a provider introduces greater margins of saving.
Draft in kind of assets whose price is relatively casso but whose total cost of purchase particularly turns out elevated. This because the enterprise, for being able to acquire such assets predisposes and assets the same operating structures and of management that would activate for the purchase of assets of primary importance for the enterprise.
In short therefore the purchase of goodses of not strategic type, turns out expensive not a lot for the price, but above all because business resources in purchase activity come “wasted” for which there is a clean disproportion between the value of the acquired good and the cost of the put into effect procedures in order to obtain it.
Moreover be a matter itself usually of little pieces, the company could not put into effect economies of scale in order to reduce the costs.
Also the simple purchase of a bolt can cost from 10 and also until 100 and, depends exactly, from as it comes chosen, on as the estimates, from as it is ordered, from as are controlled happen the transport and from as come stored.
Through the integrated supply several the processes come therefore compact and the costs are reduced to favor of the efficiency.

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1.9. Evolution of the relationship with the suppliers.

An evolution in the relationships with the suppliers is found in the last years: from a vision of the supplier meant like a “adversary pressure” with the main objective of the minimal possible price to a seen supplier as a “partner with which collaborating” in order to try the optimization of the total system “customer – supplying”.
This evolution has placed to the center of the attention the supplier, transforming it in an element base for the attainment of the competitive advantage and for this reason it is necessary to establish relationships of mutual confidence, to characterize the collaboration areas and to define contracts that can guarantee to both the maintenance of the competitiveness in the time.
The immediate consequences of this new vision are:

• lessening of the total supplyes
• greater exchange of information between customer and supplier
• greater vicinity
• process of “progressive certification” of the consequent supplier to a careful selection and a continuous monitoring of the performance parameters.

From the point of view of the tipology of the supply relationships, classes are gone shaping thre