Q&A with Jürgen Obergfell
 
Joint procurement, shared benefits 
采訪尤爾根•奧博菲爾
聯(lián)合采購、益處共享
 
The “ProFit for Future” project has laid a sound foundation for creating a central strategic procurement organization for our Coatings Group. The task now is to define a common procurement strategy for its member companies and then implement this in a sustainable way. It’s a process that’s being headed by Jürgen Obergfell, our new Supply Chain Manager, a team-minded individual with a passion for procurement.
 
(Foto von Jürgen Obergfell)
我們創(chuàng)建了中央戰(zhàn)略采購組織，并且利用未來的“利潤”項(xiàng)目為我們的涂料集團(tuán)公司的發(fā)展，奠定了良好的基礎(chǔ)。現(xiàn)在的任務(wù)是為其會(huì)員公司定義常見的采購策略,然后可以用持續(xù)的方式實(shí)現(xiàn)該策略。這一過程由尤爾根•奧博菲爾領(lǐng)導(dǎo),他是我們新供應(yīng)鏈連鎖公司的經(jīng)理,一位具有團(tuán)隊(duì)意識(shí)的領(lǐng)導(dǎo)，對(duì)采購行業(yè)擁有熱情。
(Foto von Jürgen Obergfell)
 
 
Jürgen Obergfell, what is it about procurement that you find so fascinating?
Jürgen Obergfell: The variety! On the one hand you have close collaborations with almost every part of an organization – with all our coatings companies, in my particular case. At the same time it’s tremendously exciting to forge connections between these companies and their sales and procurement markets, identify the improvement potential and then work together on exploiting it.
請(qǐng)問：”尤爾根•奧博菲爾,采購業(yè)是什么,你為何對(duì)此如此著迷?”
尤爾根•奧博菲爾說:”在各種情況下，一方面你要與組織的幾乎每一部門密切合作——例如對(duì)于我具體情況是，與我們所有的涂料公司合作!同時(shí)，建立這些公司和他們的銷售和采購市場之間的聯(lián)系是非常令人激動(dòng)的,發(fā)現(xiàn)可能的改進(jìn)潛力,然后加以共同利用。
 
Why does supply chain management make so much sense?
Because it lets us better harmonize our procurement, production and distribution planning at all their various levels. And this in turn makes us all better able to cope with any disruptions. SCM is a challenge for everyone: customers, suppliers, product management, sales, R&D, production, logistics and more. But it does promote reciprocal awareness and appreciation, and it does create clarity. And this in its turn has a positive impact on all the parties involved, on the final product and on our customers’ satisfaction.
為什么供應(yīng)鏈管理如此有意義?
因?yàn)樗�可以讓我們�(cè)诟髯圆煌瑢哟危�更好的協(xié)調(diào)采購、生產(chǎn)和銷售規(guī)劃。這也使得我們能夠更好地應(yīng)對(duì)任何鏈條斷裂的情況。供應(yīng)鏈管理對(duì)每個(gè)人來說都是挑戰(zhàn):客戶、供應(yīng)商、產(chǎn)品管理、銷售、產(chǎn)品研發(fā)、生產(chǎn)和物流等等。但它確實(shí)能夠促進(jìn)互惠意識(shí)和彼此理解,它確實(shí)可以幫助我們創(chuàng)建清晰的思路。而且她也確實(shí)對(duì)所有當(dāng)事人、終極產(chǎn)品和客戶的滿意度都具有積極的影響。
 
 
What’s the difference between strategic and operational procurement?
Our Strategic Procurement is responsible for market research and finding suitable suppliers. It’s also where we devise overall strategies for particular goods groups, suppliers and volumes. And it looks after our risk management. Operational Procurement, by contrast, takes care of the planning, coordination and ordering of specific goods volumes. It also monitors all delivery deadlines and stock levels. And it does all this in close collaboration with Distribution, Production and the Strategic Procurement team.
戰(zhàn)略采購和運(yùn)營采購有什么區(qū)別?
我們的戰(zhàn)略采購是負(fù)責(zé)市場研究和尋找合適的供應(yīng)商。也是我們?yōu)樯�產(chǎn)特定商品的商業(yè)組織、供應(yīng)商和大宗產(chǎn)品供應(yīng)商，制定總體戰(zhàn)略。而且它看起來會(huì)伴隨我們的風(fēng)險(xiǎn)管理全過程。相比之下,操作性采購負(fù)責(zé)規(guī)劃、協(xié)調(diào)和訂購特定數(shù)量的商品。同時(shí)監(jiān)控所有產(chǎn)品交付期限和庫存水平。并且，它通過與銷售、生產(chǎn)和戰(zhàn)略采購團(tuán)隊(duì)密切合作，來達(dá)到目標(biāo)。
 
And what are your overall objectives here?
Our prime goal for this year is to cultivate an awareness and appreciation of the close collaborations in our intercompany teams. At the same time, we’re striving to establish, develop and train our new procurement team. We’ve also set ourselves more quantifiable goals, of course – like reducing our procurement prices by at least one per cent, revising any payment terms that aren’t in line with general market conditions, and enhancing our stock control, which should deliver a direct benefit in current-asset terms.
那么你的總體目標(biāo)是什么?
今年，我們的主要目標(biāo)是培養(yǎng)我們公司團(tuán)隊(duì)間的密切合作，增進(jìn)彼此了解和認(rèn)可。同時(shí),我們努力建立、開發(fā)和培養(yǎng)我們新的采購團(tuán)隊(duì)。我們還設(shè)置了更加量化的目標(biāo),當(dāng)然,例如減少我們至少百分之一的采購價(jià)格,修改所有不符合一般的市場環(huán)境的付款條件,和提高我們的存貨控制能力,還應(yīng)該提供一個(gè)從當(dāng)前資產(chǎn)直接受益的條款。
 
 
How can we get a better grip on our costs?
Through procurement controlling. This will show us what each coatings company is obtaining from whom and at what prices. It also gives us a picture of the general pricing trends for all our raw materials. We need a better insight, too, into how the various formulas, raw materials and packagings are priced, so we can incorporate any changes to their prices into our procurement strategy. All of which should put us in a better position when we negotiate with our suppliers.
我們?nèi)绾文芨�好的控制成�?
通過控制采購成本。這將告訴我們每家涂料公司是以什么價(jià)格從哪家公司獲得的產(chǎn)品。它也給我們描繪出所有原材料的價(jià)格趨勢。我們也需要對(duì)此有更好的了解,各種配料、原材料和包裝材料的價(jià)格如何,以便我們可以在采購策略里，更改其價(jià)格。所有這些都會(huì)讓我們與供應(yīng)商協(xié)商時(shí)，占據(jù)有利位置。
 
 
What do we need to change in our procurement in the present market environment?
More than anything else, we need to promote and consolidate the cooperation and the communications – and thus the reciprocal trust – between Procurement and our various units, and also between Procurement and our suppliers. The priorities for everyone should be: reliability first, quality second and price third. Also, and just as vitally, we need to be always open to new ways and approaches.
在當(dāng)前的市場環(huán)境中，我們需要如何改變我們的采購措施?
比其他事情更為重要的是,我們需要促進(jìn)和鞏固采購商和我們公司各單位，以及采購商和供應(yīng)商之間的合作與交流,因此,要建立互信。每個(gè)人都應(yīng)該按下列順序優(yōu)先考慮問題:可靠性第一,質(zhì)量第二和價(jià)格第三。也正因?yàn)槠錁O其重要,我們總是需要建立新的方式和方法。
 
 
So what do you expect of your people?
I expect them to be keen to explore new procurement options, to tackle the whole procurement issue, and to show us all what can be done, not only in Switzerland and Germany but also farther afield. I want them to develop a true team spirit and set themselves ambitious objectives. And – most importantly – I want our purchasers to cultivate their relations with our suppliers.
那么你希望你的員工如何努力?
我希望他們熱衷于探索新的采購項(xiàng)目,應(yīng)對(duì)整個(gè)采購問題,并且展示給我們他們是如何做的,不僅在瑞士和德國，以及更遠(yuǎn)地區(qū)的公司也要如此。我希望他們開發(fā)真正合作的團(tuán)隊(duì)精神和設(shè)立雄心勃勃的目標(biāo)。而且，最重要的是，我希望培養(yǎng)我們產(chǎn)品的購買者自己與我們的供應(yīng)商的友好關(guān)系。
 
 
And what can they expect from you?
To be working with a team player who is always looking ahead, who loves to develop and refine a well-functioning supply chain and who intends to achieve this with the active collaboration of every part of our Coatings Group. Because if we think and act like this, we’ll deliver tangible benefits to all our coatings companies.
 
 
他們對(duì)你有什么期望?
與一個(gè)團(tuán)隊(duì)的積極分子一起工作，總是能夠展望未來,熱愛開發(fā)和完善運(yùn)轉(zhuǎn)良好的供應(yīng)鏈,也期望與我們的涂料集團(tuán)每一部門實(shí)現(xiàn)積極協(xié)作，以便達(dá)到這一目標(biāo)。因?yàn)槿绻�我們這樣思考和采取行動(dòng),我們將給自己的所有涂料企業(yè)，提供實(shí)實(shí)在在的利益。
 專業(yè)日文翻譯-專業(yè)日本語翻譯
Box:
What is supply chain management?
 
知識(shí)框:
什么是供應(yīng)鏈管理?
The supply chain is the entire process of obtaining the goods and materials a company needs for its activities, from sourcing to purchasing, transport and stock management and control. Within the Looser Coatings Group supply chain management covers both strategic and operational procurement and the transport, delivery and warehousing of all the goods and materials obtained. It also covers indirect material, from purchase to delivery.
 
供應(yīng)鏈?zhǔn)枪�司為從事所需要的活�?dòng)，而獲得物資和材料的整個(gè)過程，包括尋找產(chǎn)品貨源和采購、運(yùn)輸和庫存管理和控制。總體來說，涂料集團(tuán)公司供應(yīng)鏈管理涵蓋戰(zhàn)略和運(yùn)營采購。以及運(yùn)輸、交付、倉庫庫存和所有貨物和材料的獲得。它還包括間接的購買到交付材料的過程。

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