Internal ordering without a systematic approach can trigger an unpleasant chain of consequences. The process chain from ordering to delivery, internal distribution and payment settlement is complex and, in case of doubt, very expensive.
At QIAGEN, researchers were able to order the ad hoc consumables they needed themselves. This seems sensible at first and usually involves small amounts. Small interim stocks at locations, floors, departments, laboratories, etc. also made it possible to bridge small requirements.
It also makes sense for the central purchasing department to carry out the actual procurement for larger orders. Find out here how a digital, internal ordering system optimally combines the two and saves millions.
Dissatisfaction was therefore not initially caused by commercial inefficiency, but rather in the incoming goods department. Small orders were simply not on the delivery lists and could not be allocated. Distribution within the organization was hardly possible. It was difficult for customers to identify their goods in the incoming goods department and they often found out about incoming goods too late, if at all.
We were allowed to design the concepts, the BluePrint and the proof-of-concept to trigger the orders in an in-house shopping system in self-service, but then to consolidate the "orders" in central purchasing in SAP as a purchase requisition (BANF) and to correctly break down the deliveries of collective orders into the individual orders of the in-house shopping system in goods receipt.
Purchasing optimization enables savings in the millions - while self-service continues to exist, but now also serves satisfied customers with optimal in-house logistics.
If you have any current questions on the subject of internal ordering, please contact us directly and we will be happy to answer them.
