Mirko Kleiner creator of lean agile procurement from flowdays.net how a more lean and agile approach for procurement could disrupt and reduce classic procurement (Examples in Energy-/Insurance Sector) to days instead of months. The trick is to focus to customer needs (using the lean Procurement Canvas) and allow collaboration of all stakeholders at one time.
3. Start Cooperation
Costs
Time-to-Market
External & internal
Influences
Idea
Business
Case
Business Model
Canvas
Tender
Document
Long List
List Prices
Contract
Specification
Short List
Proposals
Signed
Offer
Signed
Contract
Classic Evaluation Periode
(3-12+ Months)
Legal Negotiations
Design
Study
I
Preselection
(RfI)
Design
Study
II
Preselection
(RfP)
Negotiations
&
Decision
Agile delivering Business Value
with favorite Partner/s
Vision
Documents
6. Start Partnership
External & internal
Influences
Idea
Time-to-Market
Procurement
Canvas
Update Update
Costs
Evaluation Periode with LAP
(1-4 Weeks)
Agile delivering Business Value
with favorite Partner/s
Vision
Initial Vision
Documents
Business Model
Canvas
agile
inside
Business Value
Delivered
8. Lean Procurement
Date
Iteration #
Opportunities
Prioritized top 3 opportunities to
resolve the problems
123
People & Resources
List your best minds to achieve the business value definitions
Unique Selling
Proposition
Something, that differentiate you
from your competitors
Timing
What’s time-box of problems we
solve now and what’s next
Needs
Prioritized top 3 needs of
Customer
PARTNER COMPANY
8
67
4
5
Rewards
Outline the contribution of the
proposed resources
High Level Concept
List your x for y analogy (e.g.
youtube = flickr for videos)
Existing Alternatives
How are these problems solved
today
Conditions
Further bounding conditions
Cost Structure
Fixed and variable costs
Name of Initiative
Owner of InitiativePartner
True North
Prioritized and weighted
Business value definitions
mapped with this initiative
Partner
facing
Focus Company
facing
lean-agile procurement by Mirko Kleiner is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. Version 1.9
10. LeanProcurementCanvas
Date
Iteration #
Opportunities
Prioritized top 3 opportunities to
resolve the problems
123
People & Resources
List your best minds to achieve the business value definitions
Unique Selling
Proposition
Something, that differentiate you
from your competitors
Timing
What’s time-box of problems we
solve now and what’s next
Needs
Prioritized top 3 needs of
Customer
PARTNER COMPANY
8
67
4
5
Rewards
Outline the contribution of the
proposed resources
High Level Concept
List your x for y analogy (e.g.
youtube = flickr for videos)
Existing Alternatives
How are these problems solved
today
Conditions
Further bounding conditions
Cost Structure
Fixed and variable costs
Name of Initiative
Owner of InitiativePartner
True North
Prioritized and weighted Business
value definitions mapped with this
initiative
lean-agile procurement by Mirko Kleiner is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. Version 1.9
Budget cap
GTC
In-/Outsourcing
Culture Manifesto
Epic 1
Epic 2
Epic 3
from/to time box
from/to time box
20% Strategic pilar 1
60% Strategic pilar 2
20% Strategic pilar 3
reference 1
Award 1
Daily rate 1
Daily rate 2
Daily rate 3
Yearly licence cost
service 1
service 2
service 3
service 4
Person 1
Person 2
Person 4
Server 1Person 3
Tool 1
Person 1
Person 2
Server 2
service 5
Partnership with xy
Nr 1 in xy tool 1
tool 2
Nr 1 in xy
Epic 4
Customer Journey
Technical Architecture
15. Idea
Vision
Initial Vision
External & internal
Influences
Time-to-Market
Evaluation Periode with LAP
(1-4 Weeks)
2
1
Start Partnership
Lean-agile Procurement (LAP)
3
4
Procurement
Canvas
Agile delivering Business Value
with favorite Partner/s
BusinessValue
delivered
Business Model
Canvas
Documents
Preparation
Prepare everything needed for
executing lean evaluation
Execution
Execute Big Room Evaluation
Days with 3-4 potential Partners
Peer-Feedback
Gather Peer-Feedback inkl.
Decision with whom to continue
Initialization
Setup x-functional evaluation
team
1 2 3 4
