Head of the procurement department Responsibilities of the head of the procurement department: 1. Supervises the work of the purchasing department, distributes among the managers of the department responsibility for certain product groups and for additional areas of work. 2. Determines the order and

"They do not want to work. I am everything to them, and they are stabbing me in the back, ”- the classic words of the owner of the company.

And we in marketing consulting have long ago realized that it is impossible to achieve high results by working only with clients.

In this article, we will talk in detail about the motivation of sales managers.

I'm not him. They are not us

The owner always compares the manager to himself. This is the very first and biggest mistake when creating staff motivation.

And before we get to ready-made solutions, I want to reveal this issue more fully.

After all, it is the foundation of a positive result. Not everyone needs money. Point. In our article, we raised this issue.

But the owners cannot put this thought into their heads. You think that there is only one point of work - and that is money. This is the big difference between an owner and a manager.

Entrepreneur and employee - different people... And this applies not only to money. Values, ideas, plans are all different too.

Workers also differ among themselves. They are all at work for different reasons. And again, the question is not only about money.

Long-term motivation

For you, this means that the usual approach "Salary +%", in the classical implementation, will not work as efficiently in relation to the complex implementation.

Therefore, even if in this article we will measure everything with money, you should also understand that the usual free cookies in the office for employees also affect the motivation of sales managers. Subtle, but important.

Cookies!

This type of motivation is called “long-term motivation”. It also includes such elements as formal employment, insurance, social help, workplace and other obvious elements of the work.

It is not necessary that all this be at a height, at least, it should be within the normal / comfort range.

Intangible motivation

To the long-term motivation, for the integrity of the picture, it is necessary to add more “non-material motivation”, also known as “short-term motivation”.

This brings us back to the topic of the importance and primacy of money. In addition to the amount on a bank card, people want to receive respect, status, power, rest and other privileges for their efforts.

Thus, as you read further examples of incentive schemes, periodically think about how you can replace money with intangible bonuses.

These bonuses include: an extra day off, the softest chair in the office, or a family trip to a restaurant. You will find more such examples in the article.

Sales plan

As with an ordinary person, there are topics that make me nervous. One of these topics is the sales plan, or rather the phrase - “It is impossible for us to set a sales plan. Everything is very specific with us ”. Stop! You should see my face now ...

A sales plan can and should be set in all businesses. First, you, as an owner, must understand where you are going.

And if you do not understand where you are going, then your employees do not know this even more. Secondly, without a sales plan, you CANNOT make a normal motivational scheme.

We created ingenious motivational schemes, but without a sales plan, they collapsed like ships on rocks and glaciers.

Therefore, if you do not have a plan and you are not going to put it, then you can close this article. Since even those chips that you take from here will not correct the situation, and we will be to blame for giving you such a bad scheme.

We divide and saw

We finish with the general words and move on to the most motivational scheme for sales managers.

It is like a human body: it is not simple and consists of several parts. Each part fulfills its function, without which it is impossible to obtain the coveted result.

Below I will describe the motivation of each employee individually. You can find out how to motivate them in a group / department in our article.

Fixed part

I myself have tried several times in my company to introduce work only for a percentage.

All these thoughts appeared against the background of other businesses that have already implemented this and bragged about the results. But my personal opinion is that the employee should have a salary. This is important for you and for him.

Let's be honest. Not everything depends on your active sales manager. Your pricing, your product, your marketing, your management, and more are up to you.

The manager influences this, but cannot radically change the situation. This means that it is unreasonable to demand work from him for%.

Therefore, we must make a fixed part that the person will definitely receive, even if he does not sell anything.

This is his guarantor that even if he does everything as you say, he will receive money.

Otherwise, if everyone is for himself, he will do what he considers right and money for him. As a result, there is a lack of control and chaos in the company.

Payment for labor should be done on average across the market. Too high a salary will attract lazy people and will not give an opportunity to reveal themselves. Too low a salary will alienate the candidate and show (at first glance) that you are a very cunning company.

Important. When looking for a job, managers, after studying the final salary, go to study your salary. Not a percentage, not a motivation system, not bonuses, but a salary. Consider this when hiring employees.

Floating part

The most interesting part of the salary. After all, if we pay the fixed part for the performance of basic duties, then we pay the floating part for the result obtained. What a pleasant word - the result ... Straight balm for the soul. But back to business.

The floating part is called for a reason. This is not only a percentage, as many people think.

It consists of different items, each of which has its own counting scheme. Ideally, use all the ingredients, but separate the flies from the cutlets so that the employee understands what he is responsible for.

KPI (Key Performance Indicators)

In companies where the salary is overpriced (according to the market), we take part of the money for KPI. These are indicators that are intermediate between a manager and money for a business.

That is, it is not the money itself, but the actions that lead to this money.

V wholesale company aimed at incoming calls, this is a conversion from a lead to a purchase.

In an active sales department in a service sector, this could be the number of outgoing calls. Everything is individual. But here is a list of typical and most popular criteria:

1. Conversion from lead to customer;
2. The number of outgoing calls to new customers;
3. Number of meetings with new clients;
4. Number of calls to old clients;
5. The amount of accounts receivable;
6. The number of sent.

All of these items are measurable. This is a key factor in setting KPIs. Everything that is not measured goes to the "Bonuses" section, but we will talk about it further.

Now about the performance indicators for which you must allocate a specific amount.

As a rule, there should be no more than 5 such indicators (better than 3), and they are set for every day or week.

That is, it becomes a kind of indicator of the employee's efficiency over this period.

You can pay according to the principle did / did not do (received / did not receive money), or you can pay in direct proportion to how much you made.

A case from practice. When working with an auto center, we set the KPI to. The call center phoned customers and asked how satisfied they were with the employee's work. The more positive feedback he got, the more he earned.

Progressive percentage

For us and sellers, getting a percentage of sales is the norm. Moreover, most of the money depends on this.

So it was, is and ... This approach is correct and is mandatory when working as a salesperson. But it can also be improved, made perfect.

Your sales plan will come in handy now. Because now we will pay the employee not just a fixed percentage of sales, but it will be progressive.

Will change, depending on which stage of the plan is the employee.

Let's imagine a situation that you have a plan of 5 million rubles per employee.

The plan is good, which means it is not so easy to fulfill it, especially when, on average, an employee fulfills it by 80%, and then gives up, because he thinks further actions complex and, most importantly, not rational in terms of money.

Therefore, we make a knight's move and divide our sales plan into 5% steps. And for each level, we expose the corresponding income:

1. up to 70% - 5,000 rubles (2%)
2. 70-75% - 6,000 RUB (2.2%)
3. 75-80% - 7,000 RUB (2.5%)
4. 80-85% - 8,000 RUB (2.8%)
5. 85-90% - 10,000 RUB (3.2%)
6. 90-95% - 14,000 RUB (4%)
7. 95-100% - 18,000 RUB (4.5%)
8. 100 +% - 24,000 RUB (6%)

As a result, we get a motivated employee who clearly understands how much he will receive if he makes a little more effort.

Thus, we show him that the game is worth the candle, and we break through his financial ceiling, because greed takes over (in a good way).

Note. Following the example above, you can pay an employee a percentage of sales, or you can pay a fixed amount from month to month to remove jumps and settle the average monthly amount.

Fixed percentage

Now we are not talking about the standard percentage for general sale, but about the remuneration for the sale of "special" goods.

All companies have these “special” products different. Therefore, you need to select them yourself. But for you to better understand what I'm talking about, here is a list of the most popular ones:

• Discounted goods;
• Products of a specific brand;
• Upsell goods;
• Promotional goods.

You define product groups and tell your employees that they will receive a higher percentage of these sales.

We do this in order to focus the attention of employees on something specific. As a rule, the product with a fixed percentage changes once a month or season, as the priorities of the company also change.

WE ARE ALREADY MORE THAN 29,000 people.
TURN ON

Bonuses

In addition to direct actions that affect sales, there are many secondary, but no less important. For example, submitting reports.

On the one hand, this is the employee's duty, but in fact, this is an additional option that many employees speak poorly about, as they are not used to doing it.

Therefore, in bonuses, we place important actions for us that benefit both the business and the employee.

To make it clearer, I will give several typical ones that we most often use in the systems of motivating managers for our clients:

1. Doing (start with Bitrix24, this is the TOP for Russia);
2. Accounting for their actions in the program;
3. Work on;
4. Workplace order;
5. Reporting.

You may have other items. You set them based on what is important to the business and to you, as a leader.

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Each bonus is paid separately. Usually an employee loses it when he breaks the rules 2-3 times. If you are a hardcore lover, you can withdraw the bonus immediately.

Interesting. The nice thing about bonuses is that they are not perceived as a fine, but as an opportunity to earn more money... If he loses it, the employee only blames himself, since he himself missed the opportunity.

Super bonus

In order for the result to not stop after 100 percent of the plan is completed, you need to stimulate the manager to continue hard work (hard work).

For this we use a super bonus. The payment plan can be implemented as follows:

1. We pay the employee for each + 5% in the plan for an additional 1,000 rubles.
2. Upon reaching 110-130% and 130-150%, the percentage of profit increases

In this case, the employee will be motivated to move even by every 5 percent and there will be a desire to go through the percentage step (110-130 and 130-150) as soon as possible, because there is super-speed.

Just don't be greedy, super speed means a very high percentage. To make it easier to lift him up, think about how many people will bring you money if they overfulfill the plan and then the value of his action instantly rises.

Such an over-bonus, like a floating percentage, helps individuals to show themselves.

And against their background, others also begin to try better, because they do not want to be the worst in the team. And what do they do with the worst ones? Right! They are being fired.

By the way, you can set a rule that the worst employee in six months will be fired. Not a bad stimulation for laggards, I can tell you.

Depreciation

I am not a supporter of fines. I'm sure you don't like them either. It's like taking away a birthday present. Disgusting feelings.

But without them, sometimes nowhere. Therefore, in order for your managers to understand that they will receive a fine for committing, you need to make a list of de-bonuses.

This does not directly apply to the motivation scheme for managers, but while employees do not know that in addition to the carrot there is also a stick, they will forget about some actions that are very important to you.

We combine motivation and penalties - we get an insane cocktail of top managers focused on results.

Each owner draws up his own list of de-bonuses, usually it fits into an A4 sheet, although initially everyone says that he will now write War and Peace.

There are not many really important points. Here are the options for a typical solution:

1. Deal was not created in CRM during sale;
2. The report was not submitted at the end of the working day;
3. No adherence to the corporate dress code;
4. A mess in the workplace;
5. Name of a phrase from the stop-list of words;
6. Being late for work;
7. The reason for the delay in the execution of the task until the end of the deadline is not written;
8. The assigned task from the management was not completed on time.

As usual, you will have your own list. Each point will have its own penalty amount. If there are overlapping points with “Bonuses”, then if the bonus is lost, the employee will still be fined.

Otherwise, we saw cases when an employee exponentially lost the bonus and continued to do nothing.

Briefly about the main

In order for the system of motivation of managers to work, you need to take a comprehensive approach.

The formula for success is as follows: use all the points from our approach (adapted for yourself) + long-term motivation+ intangible motivation.

We take from this only the most important things so that the manager does not get confused in the scheme.

Any scheme requires testing and adaptation for your area. I hate to say it, but every business is specific and has its own characteristics.

In general, it is not difficult to create a motivation scheme when you have our example of calculating the motivation of a sales manager.

It's hard to make it work. Therefore, please be patient, get ready for the fact that employees need to instill the habit of counting their earnings.

This issue is resolved via or salary boards / tables (online and offline).

P.S. We know how difficult it is to create motivation for sales managers for the first time, so if you have any questions, ask them in the comments, we will help you with advice for free.

Prosperity comes from action, not prayer.

Dalai Lama

Have you ever wondered why your employees don't remove office doors and take them home? Why are there monitors, cabinets, chairs? Maybe you are incredibly lucky with the team, everyone is honest and no one even has a thought to steal anything from your office? I will disappoint you, 90% of your employees at home have a pen, stapler, or even a hole punch, all-drawn from your office!

So why are the monitors in place, and the office being taken home? Everyone understands that if you take the monitor away, they will immediately find out, find the culprit and punish, and the pen is easy to take out, and no one will notice, and the excuse is always ready - "Oh, I really worked hard, put the pen in my pocket ... by accident ..."

All people are divided into three groups:

10% are fundamentally decent (These people will never take someone else's for themselves by virtue of their beliefs and principles);

80% - weather vane (These people will take what they like if they are confident in their impunity);

10% are moral freaks(These people will drag everything and always, no matter what you do with them. For example, if you hire a drug addict, he will find a way to steal both the monitor and the coffee machine and even the chair from your office).

Roughly the same alignment is observed among the suppliers. You are very lucky if all of your suppliers are "fundamentally decent", but this is unlikely ... Most likely, you will have to deal with "weather vane". In fact, there is nothing wrong with this, "weather vane" can work very effectively, it is enough to understand their psychology and learn how to achieve the desired result.

Let's remember two basic postulates:

• Most people will gladly take what is “bad”;
• Most people will not do what they are IMMEDIATELY punished for.

I specifically emphasized the word "inevitable", because the inevitability of punishment is much more important than the punishment itself.

Now let's dive directly into the supply. So what is our goal?

Our goal is to get the maximum profit through purchases at the lowest prices.

There are always several different price offers from different companies on the market. In addition, each company has the ability to change the price within a certain range. The final price depends on many factors: delivery time, payment terms, delivery, etc., but main factor it is the negotiation skill of a purchasing manager. For any product, there is a certain range of market prices, where the minimum price is the lowest price offer in the market, and the maximum price is the highest that buyers are still at. Schematically, it looks like this:

Bf- the range of market prices, and: B- minimum price, F- maximum price;

D- average market price;

AB- range over low prices, i.e. prices lower than the lowest possible on the market (for example, one of the companies in which I worked purchased PHILIPS products at prices lower than the minimum allowed by the manufacturer, of course, while the agreement between the dealer and our procurement manager was strictly observed that no other the dealer will not know);

FG- a range of ultra-high prices, i.e. prices deliberately overpriced by agreement between the purchasing manager and the supplier.

Our goal is to ensure that purchase prices fall within the range AC, then we will be able to receive super-profits by purchasing goods at lower prices than our competitors.

Falling purchase prices in the range EG, is very dangerous, because it can lead to the inability to fight for customers with our competitors and, in any case, leads to the loss of a significant part of the profit.

The purchase price is negotiated by the procurement manager, who also decides on the final price at which the transaction takes place. It is important to understand what influences his decision in terms of minimizing purchase prices.

Only those who benefit from it will perform the task effectively. Indeed, if the head of the sales department is on a salary, it is difficult to achieve an increase in sales from him, but it is worth transferring him to a percentage and the situation will change dramatically. Benefit does not have to be understood only as money; it can be any other type of motivation. It's bad when the remuneration does not depend on the results of work at all: if you work well - here's an apple, if you work badly - keep the apple anyway.

So, is it profitable for the supplier to minimize purchase prices? How does your company motivate him? Most often, the answer to this question sounds like this - “He gets paid for this! It will not work well, I will fire him! "

I agree that dismissal is also motivation, but for a person to be fired, he must work badly or even very badly. There is no incentive to work excellently, there is an incentive not to work for a “two”. Let's transfer this motivation to the price axis from the previous figure:

The horizontal line is the same price axis as in the previous figure, above the line is the area of ​​positive motivation (if the manager achieves such and such a price, he will get something good), below the line is the area of ​​negative motivation (if the price is such and such - manager runs the risk of being punished). The further the fill area is from the price line, the more intense the motivation.

We see that on the segment AE there is no motivation, i.e. regardless of the purchase price, the manager is not threatened with either punishment or encouragement. Starting from the point E, there is a threat of punishment (reprimand, dismissal), this threat increases to the point F, where it becomes maximum and persists up to the point G... Let me remind you that the point F this is the maximum price of all offers on the market. In other words, it is dangerous for a manager to bring the purchase price to the level of the highest prices on the market, while keeping the price at a minimum level or at a level “above average” does not matter to him.

Unfortunately, your suppliers also motivate the manager, their motivation looks like this:

The higher the price, the more favorably the supplier treats the purchasing manager, the more monetary reward he is willing to allocate to encourage the manager. The supplier is not interested in working in the area of ​​low prices, so he does his best to prevent the price from sliding into this range.

Now, combine both motivations, put them on the price axis and get a motivation map for the purchasing manager:

It can be seen from the diagram that the manager will most likely avoid hitting the price in the ranges EG(since this is fraught with dismissal) and AC(since this will complicate the relationship with the supplier). Range CD is safe for the manager, and its most profitable point is the point E, this is where the supplier can get the maximum reward from the supplier with minimal risk layoffs. If you are ready to work according to such a scheme, then you must clearly understand that your supplier will receive your profit, your money, it will be he who will drive a Bentley and develop his business.

What can we do so that the manager himself achieves the purchase prices in the range AC? Since the supplier's motivation is beyond our control, we must change our own motivation. An effective motivation map might look like this:

Here, the most advantageous point for the buyer is the point A, and it, as we remember, corresponds to the lowest price of the product. If you manage to implement such a scheme, then the suppliers themselves will strive to reduce prices to a minimum. And don't be intimidated by the additional motivation of the manager, it is nothing compared to the profits you will receive. It is important to remember that if we do not motivate purchasing managers, then they will be motivated by our suppliers, who will receive all the cream of super profits.

Launching such a system within the company is a complex and voluminous work, including the creation of control systems, collection and analysis of information, the development of a scale of motivation for purchasing managers, and much more. We will describe the basic principles of this process in the following chapters, but if you have chosen the path of independent work in this direction, you will have to be patient and sacrifice financial resources until you gain experience and learn all the "pitfalls" of this topic. It is much more effective to trust the experience of an expert in this matter.

Your undeniable benefit in cooperation with us is that no investment is required from you- payment for our services is part of your savings!

Motivation - creating an incentive for employees of the enterprise to take action to achieve the goals of the organization in accordance with the responsibilities delegated to them and in accordance with general plan enterprises. Motivation is divided into positive ("carrot") and negative ("stick"). However, due to the low efficiency of the "stick" without the "carrot" and vice versa, the composition of both positive and negative motivations is usually called motivation. Moreover, the "stick" is usually used to prohibit the wrong actions, and the "carrot" - to create an incentive for the right actions. That's why motivational system consisting of only fines is not a motivational system, since it does not create any incentives.

At the same time, the creation of a motivation system must be approached very responsibly: having made a mistake the first time, you can cause serious damage to all subsequent attempts.

• Any motivational scheme must have a goal! A motivational schema for its own sake is not. If you do not have a goal, then you will not be able to understand whether you have achieved it thanks to the innovation or not, which means that you will not know whether you need to change this approach or leave it.
• In a motivational scheme, an employee should be responsible only for those results that are directly influenced by him and only him (other influencing factors should either depend on this employee, or be significantly less influenced by this employee).
• Employees need to know and understand the motivation scheme, otherwise it becomes just a bonus.
• Based on the results of the work, before calculating and revising the formulas of the motivation scheme downward, it is impossible! At the same time, one must be very careful about revising the formula upward, when in the process of work important factors influencing the result. In this case, a balance must be struck so as not to demotivate those who tried, neither by reducing their premiums due to these factors, nor by raising the premiums to their colleagues who obviously did not try.

If you promise a person something and do not pay when he does it - after that you can promise anything, this will not affect his work in any way ...

Motivation of purchasing department employees

When creating a motivation scheme for employees of the purchasing department, any manager is faced with the problem of isolating the contribution of these employees from the general successes and failures of the company. Let's look at the application first general provisions described above to the procurement area, and then - specific examples motivational schemes.

Any motivational scheme must have a goal!
Some executives, excited by how well the incentive scheme has worked in one of the departments - usually in the sales department or in the transportation department - begin to try to implement various incentive schemes in all other departments. And since it is rather difficult to fit the work of the purchasing department to the general view, usually in such cases it is suggested to the head of the purchasing department to come up with a motivation scheme. Since a specific goal that must be achieved as a result of the introduction of a motivational system is not set for him, the development of a miracle formula begins, which can take into account all the nuances of this difficult matter. However, such a miracle formula does not exist: in one case, one factor is more important, in the other - another, an attempt to balance them only leads to cluttering up calculations, in which the inventors themselves begin to get confused over time. The introduction of this system is being delayed, since the head of the department subconsciously feels that such a formula carries more dangers than opportunities.

If an employee's salary depends on a factor that he can only indirectly influence, then such a motivational scheme, in the worst case scenario, will cause an employee to become angry, because he will lose money because of other people ...

Senior management believes that the delay in the emergence of a working formula for employee motivation over such a long time is a reluctance to change in accordance with recent competitive requirements and an attempt to leave it as it is. In the best case, it ends in nothing, except, of course, a heap of wasted nerves and time. A motivation scheme, including for the purchasing department, should be invented only when there is a goal! This can be a reduction in delivery costs from suppliers, an increase in turnover, or anything else, but a specific goal for the achievement of which one can already create working conditions, mechanisms of interaction between departments, including a motivational scheme for responsible employees.

By the way, while advising companies on the motivation system, at this stage, I faced many times a situation when it turned out that it was impossible to achieve the required goal using the motivation system, since the employees simply do not have the tools for this! ..

• In a motivational scheme, an employee should be responsible only for those results that are directly influenced by him and only he. When an employee can really influence the results on which his salary depends, he will do it. For example, the fulfillment of the procurement plan in full is a task that lies in the field of responsibility of the procurement officer. Of course, the accounting department still has to pay the suppliers, and the transport department has to pay for the delivery of the goods, but in case of problems at these stages, the purchasing manager must promptly inform the management about them so that the situation can be corrected. If an employee's salary depends on a factor that he can only indirectly influence, then such a motivational scheme at best will not work, and at worst, it will cause an employee's anger, because he will lose money because of other people.
• Employees need to know and understand the motivation scheme, otherwise it becomes just a bonus. You can come up with the best motivation scheme - it will have a really achievable goal and a calculation based on a factor that will completely lie in the jurisdiction of the procurement officer. But it will never work if you forget about one more obligatory component of it - this is the employee for whom it was created. The introduction of each motivation scheme should end with an announcement and explanation of it to the employee. He should not have a single confusion about this scheme. Moreover, do not assume that since you are paying more money, you should not do anything else about it. For example, uncomplicated propaganda poster Competently compiled, albeit printed on a regular office printer, and hung on the wall next to the employee's workplace, will make your motivation scheme work better. And in the standard automated system with which the purchasing manager works, you can, for example, change the text in the window that appears when you exit it - instead of: "Are you sure you want to exit?" write: "Have you fulfilled the purchase plan?" And the standard answers "yes" and "no" with the corresponding actions when they are pressed: yes - exit from the program is carried out, no - is not carried out.
• Based on the results of work, before the calculation and payment of bonuses, it is impossible to revise the formulas of the motivation scheme! Promise a person money for completing a special task, the final implementation of a project or something else and do not pay when he does it - after that you can promise anything, this will not affect his work in any way. Sometimes it happens that an employee, inspired by a motivational scheme, significantly exceeds the norm planned by management and, according to the previously approved formula for calculating the bonus, should receive a too large increase in salary - for example, commensurate with the salary of his boss. In this case, some managers revise the formulas of the incentive scheme and pay already a smaller bonus according to the new formulas. After such a turn of events, all the enthusiasm of the employees who received less than they agreed upon evaporates, and then you will not be encouraging them to repeat the feat with any mountains of gold. Formulas can and should be revised - your motivation scheme must be lively and flexible, respond to new challenges and problems; by the way, in this way you can gradually introduce a very complex calculation formula: break it down into terms and enter them one at a time, adding to the previous ones that have already worked. But at the same time, always remain honest with your employees: agree on a certain level of compensation - do not be greedy. If the employee overfulfilled the plans so significantly, then this good employee, and you will be able to motivate him to act in the direction you need more than once. By the way, if you want to reduce the bonus, then it is better either to replace the formula of the motivation scheme, or add a penalty element there - a term with a minus sign - so that the employee does not have the feeling that they are simply trying to squeeze him out as much as possible for the minimum money. Moreover, if you add a fine, then it must be a real necessity for the company, and not just a way to pay less, and this must also be explained to the employee. When imposing any penalties, follow two main rules: meaningfulness and fairness.
• The simpler the motivation scheme, the better it is. To see how this statement follows from the previous ones, consider it sequentially in the light of each.
• The real goal. An overly complex motivational system is usually an excuse for too high a salary for its creator. This, unfortunately, is a common problem for developers of motivation and leadership systems: often it is the leader who rejects a simple, but at the same time good, working motivational scheme with the words: “I could have come up with this too! Why would I have to hire a specialist? " Usually, the real problems that are solved through motivational schemes are the direct action of factors that are influenced by specific employees. And the relationship between problems and factors, which is embedded in the motivational scheme, cannot be very complex. Therefore, when developing a motivational scheme, it is worth focusing on researching the real root causes of problems and the main calculations not around formulas for calculating bonuses and fines, but to describe options for implementation and a clear regulation of interaction within the framework of the motivational system.
• Personal responsibility. The more various parameters the motivational system includes, the more employees they are influenced in one way or another, and the more difficult it is to isolate and evaluate the influence of a particular employee. And the fewer the parameters, the more simple the motivational scheme that unites them will be.
• Trust and understanding of employees. When a person is offered something simple and clear, this in any case causes more confidence than something complicated and incomprehensible. The first reaction of any person to something too complex is misunderstanding, and this always breeds mistrust. Therefore, the simpler the scheme is, the more it will inspire confidence, giving the leadership the very necessary element, without which the motivational scheme will not work. The heap of formulas, the complex relationship of cause and effect, will make it difficult for employees to understand their personal benefits from achieving results. If it is necessary to simultaneously solve many problems, on which earnings will depend on some clever formula for a heap of parameters, then, most likely, motivation will not affect the work of this employee in any way. And the scheme from motivational will smoothly become premium with approximately the same values ​​from month to month.
• Required complexity. The main essence of the idea of ​​a simple motivational scheme is that it is not necessary to specially complicate the formula or introduce into it dependencies on factors that have very little effect on the final result. And if you want to achieve a set of independent goals, it is better to introduce them into the motivational scheme gradually, after testing the effectiveness of the already implemented elements in practice.

Examples of motivation scheme for employees of the purchasing department:

The company is already doing well, there are no complaints about the procurement department, but the management wants to introduce motivational schemes for rewarding employees based on the results of their work throughout the company. Sellers receive their percentage of the earnings on their sales, drivers from each truck, but the purchasing department does not lend itself to such simple mathematics ...

The simplest and, which is very important, effective motivation scheme is the allocation of a certain bonus fund, which he distributes according to his subjective opinion about the work of his subordinates over the past month. If the head of the purchasing department treats this initiative correctly, then the entire department will work better, in addition, the overall discipline in the department will increase. Otherwise, he is a bad head of the department, and it is better to replace him.

EXAMPLE 2a

Due to the low speed of delivery of ordered items to the company's warehouse, some customers left and never returned. After analyzing the reasons, it turned out that purchasing managers simply made an order and “forgot” about it, not fiddling with accounting, suppliers, or transport workers, without tracking at what stage this order is now and whether it is possible to influence the acceleration of its passage.

To solve this problem, we compiled a table of suppliers, which indicated the minimum and maximum time required to manufacture custom items from them, and the maximum and minimum delivery times from these suppliers to the company's warehouse. By the way, in the future, this information was needed when automating purchases. As a result, the management drew up the following bonus scheme for the purchasing department employees, which was supposed to motivate them to complete orders at all stages as quickly as possible:

For each month of work for each purchasing manager, the average coefficient K for all his orders is separately calculated and the bonus obtained by simply multiplying the salary of this employee by K is calculated. Now:

A) if all orders of the employee will be completed within the minimum period, then the SUM will be equal to MIN, and, therefore:

accordingly, this employee will receive a salary bonus;

B) if all orders of the employee are completed within the maximum period, then the SUM will be equal to the MAX, and, therefore:

accordingly, this employee will not receive a bonus at all;

C) if all orders of the employee will be completed within a period exceeding the maximum, then the same formula will become a penalty. For example, if the time for manufacturing and delivery of orders of an employee will, on average, equal one and a half maximums, that is, SUM = 1.5 X MAX, then:

This expression will always be less than zero, since the numerator is obviously negative, and the denominator is obviously positive. That is, instead of a bonus, the employee will be fined for part of his salary.

EXAMPLE 2b

After the implementation of the motivation scheme indicated in example 2a in the company, the employees of the purchasing department "started moving", so much so that by the end of the first month, some received almost two salaries thanks to the bonus. This came as a surprise to the management, as they expected to gradually reach some average value between the minimum and maximum values, that is, the bonus would be no more than half of the employee's salary.

After analyzing the current situation, it was decided to include in the calculation formula, which has shown itself so well, some additional penalty term. However, it was necessary to find a real negative factor that most strongly affects the company's profit, and introduce an additional penalty term that would affect its reduction, and at the same time such an innovation would be fair. It was quickly discovered that such a factor was an erroneous ordering of non-standard items made by a supplier to order for a specific client of the company. Because of such errors, firstly, the production time of the required part increased (actually doubled), and secondly, the supplier had to pay for the wrong position already made, but it was almost impossible to sell the non-standard. As a result, the company was losing this money. It was proposed to shift this loss onto the shoulders of the purchasing department employees, who were guilty of the erroneous order. The final formula looks like this:

where NEPR is the amount in rubles of non-standard items incorrectly ordered by an employee of the purchasing department.

This change made it possible to reduce the amount of premiums to adequate, and the number of erroneous orders decreased significantly.

The work between the employees of the purchasing department is divided by suppliers: some suppliers to one, others to another, still others to a third, and so on. However, in the case of ordering the same items - analogs, different in price, quality, brand, which, in principle, replace each other in the absence of one of them from different suppliers - this practice did not always have a good effect on the results of the department's work. Collective responsibility, in fact, equals general irresponsibility and impunity.

Separately, they left the possibility of awarding bonuses to an employee upon finding another supplier, which is better than the current one in a number of indicators, or working with a current supplier, which led to qualitative changes in better side... For this type of premium, a list of necessary parameters was compiled to determine its value in each case separately:

• reliability and delivery time;
• prices;
• quality of purchased commodity items;
• payment terms;
• opportunities for unscheduled deliveries.

All the errors that occurred that led to losses for the company began to bear an individual character, and in each specific case, a decision was made on penalties for a specific person. The errors themselves were systematized to take them into account when introducing work protocols that minimize the possibility of their occurrence in the future.

Valery Razgulyaev, information manager "Izbenka - VkusVill", for the magazine "Consultant"

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Top managers are always worried about the question: is the logistics system really working effectively: do suppliers buy raw materials, materials and equipment at market prices, how high are the risks of stopping production due to the lack of the necessary nomenclature in the warehouse? In turn, suppliers have to constantly give explanations to various services about the reasons for the rise in prices and stocks. This leads to an increase in the number of reports, and the quality of these reports is poor. In this article, we will tell you how to build a system of key performance indicators (KPIs) in such a way as to ensure the preparation of a high-quality analytical report for management and shareholders, as well as to motivate suppliers to achieve corporate goals.

General principles for creating a KPI system

The first step in setting up a KPI system is to clearly define the boundaries of the procurement process and the responsibilities of the various stakeholders within the process. The procurement process starts from the moment the request is received by the Commercial Service (procurement department) and ends with the delivery of the ordered resources to the customer. As part of this process, such components as procurement planning (inventory management), vendor selection, maintenance of contracts with suppliers of material and technical resources, warehouse management and delivery to customers are considered. Control, analysis and optimization of processes are singled out separately - it is within this process that planning and control of deviations in KPIs takes place (Fig. 1).

Figure 1. Logistics process

It should be noted that when organizing material and technical support at Russian enterprises, the least attention, as a rule, is paid to analytical work and improving business processes. However, this process is necessary in order to ensure the flexibility of the system in today's ever-changing environment. The organization of control and analysis requires regulation, like all other procurement processes.

The approximate set of KPIs for procurement is about 27 indicators. Indicators are distributed among employees in accordance with staffing table... Based on the results of the period, an integrated indicator is calculated for each employee, depending on the deviations of the actual values ​​from the planned ones. An example of calculating an integrated indicator for a supply chain employee is shown in Figure 2.

Figure 2. Assessment of the performance of a supply chain employee

The main indicators for the supply system: the level of execution of orders, inventory turnover, quality of material and technical resources, optimization of procurement costs, optimization of costs for organizing supply. These four to five indicators in various combinations are present in all employees of the supply system in order to motivate all personnel to achieve common goals. It is these indicators that characterize the efficiency of the logistics process as a whole.

In our opinion, the main indicator for the supply system is the level of fulfillment of applications for support, and it is this that is present in the set of indicators for each employee of the supply system.

The set of indicators for each supplier contains both basic indicators and indicators that characterize his individual tasks. Thus, the formulation of KPIs allows you to create a transparent system of motivation for each employee, whose goals during the period are clearly defined by a given set of KPIs.

The entire list of indicators for the supply system can be divided into six major blocks:

1) KPIs for the procurement process as a whole (key indicators)

2) KPIs for procurement planning

3) KPIs for supplier selection

4) KPIs for maintaining contracts with suppliers

5) KPIs for implementation warehouse operations and delivery to customers

6) KPIs for monitoring, analyzing and improving business processes.

Methodology for calculating key indicators

Estimation of procurement cost optimization

The reasons for the increase in purchase prices are one of the main questions that suppliers have to constantly answer. As a rule, control over purchase prices is carried out within the framework of the purchase budget. The standard items are determined: raw materials, materials, equipment, transport. Planned values ​​are formed according to these items. Moreover, one often hears from suppliers that the planned values ​​are set simply from the premise that this year it is necessary to obtain savings in comparison with the previous one. The actual cost is then compared with the planned value. However, this approach does not allow you to define the role of procurers in budget variances.

We suggest the following solution: use factor analysis budget for procurement of materials and equipment and at the end of the planned period to analyze deviations in quantity, price, inflationary component, which makes it possible to clearly highlight the responsibility of the supply system for the dynamics of budget indicators.

In order to analyze the deviations of the procurement budget in comparison with the previous period, four factors are distinguished:

• inflation rate;
• change in the price level (the main indicator for the supply system);
• change in the number of supplied materials and equipment;
• changes in the structure of purchased materials and equipment.

From these four components, the deviation of the cost of purchases of the current period in comparison with the previous one is added.

The inflation rate is the planned deflator by groups or subgroups of materials and equipment, determined based on the forecast of the inflation rate and price dynamics in the materials and equipment markets. Planned deflators are determined before the beginning of the planning year and are agreed by the economic services. When analyzing the results, the planned deflators can be adjusted in accordance with the official published data on the inflation rate.

Price variance component is just one of the main key performance indicators for the supply chain... This value is defined at the beginning of the planning period as a commitment by the Purchasing Director: for example, the supply chain may commit to reduce purchase prices (adjusted for inflation) by 1%. That is, the target value is assumed to be –1%.

The deviation due to the price downward positively characterizes the operation of the supply system and may be the result of negotiations with counterparties, the search for new counterparties, more effective conduct supplier selection procedures.

The variance due to quantity is due to a change in the needs of customer departments due to a change production program, the introduction of new production facilities, etc.

Deviation due to a change in the structure of purchased materials and equipment is determined by a change in the production needs of customer departments in connection with a change in technical policy or the use of new equipment. This component shows how much the list of purchased stock items has changed in comparison with the previous period.

Figure 3. Analysis of deviations of the equipment procurement budget

Let's look at the results of the analysis of the variance in the cost of purchases using the example of calculations carried out for one of the largest Russian metallurgical plants in terms of technological equipment(Fig. 3). The total increase in purchases amounted to 100 million rubles, that is, there was an increase in the cost of purchases by 32% compared to the previous year. In this case, the deviation due to inflation is 8%, the deviation in quantity is 6%, the deviation due to changes in the procurement structure reaches 20%. As for the main indicator of the supply system - changes in the cost of purchases due to changes in the price index adjusted for inflation, it is -2% for this nomenclature, which indicates effective work suppliers, in terms of negotiations and selection of suppliers. Therefore, if the company's management has questions about increasing the procurement budget compared to the previous period, additional analysis should be carried out not in relation to the operation of the supply system, but within production planning and the formation of the demand for the purchase of equipment.

It should be noted that when determining KPIs for optimizing the cost of procurement, it is possible to analyze price dynamics not only in comparison with previous periods, but also with published price indices.

Assessment of the level of provision of customer requests

As I said above, the order fulfillment indicator is the main one for the supply system and is part of the motivation system for each employee - from an ordinary economist to a purchasing director. This indicator is calculated as the percentage of completed applications in the total volume of declared material and technical resources.

The application is considered completed if the ordered materials and equipment are delivered to the customer within the time specified in the application. In order for this indicator to be realistically measured, the application campaign and the filing of adjustment applications must be clearly regulated.

As a rule, until the moment when the enterprise begins to actually control this indicator, especially if there was no Information system, any supplier says the fulfillment rate is 100%. When an objective instrument for measurement appears, the picture turns out to be rather sad. Thus, at the beginning of the implementation of the KPI system and the implementation of systemic transformations, the level of fulfillment of applications is less than 50%. As a rule, during implementation (somewhere around 12-18 months), the level of implementation of the indicator reaches more than 80%, and already the next target value set at 85%.

Organization of the implementation of the KPI system

In order for the KPI system to work effectively in the company, the requirements for the supply system and the responsibilities of the participants must be clearly formulated within the company. For the normal operation of the supply system, regulation of the following processes is necessary: ​​the formation of production requirements, procurement planning, selection of suppliers, maintaining contracts with suppliers, organizing the work of the warehouse and delivery to customers.

In addition to the above regulations, the process of control, analysis and improvement of business processes should also be regulated in detail. For this, the following regulatory documents are developed: regulations on the procedure for monitoring and forming KPIs, a list of KPIs, KPI distribution among employees, instructions for calculating KPIs, the procedure for determining scores by indicators, instructions for calculating integral indicators.

These documents, and then the planned and actual values ​​of the indicators, are approved by the management of the supply system and agreed by the economic services and the personnel department, and only then are submitted for consideration by the company's management.

In the organizational structure of the supply system, there must necessarily be a place for a unit dealing with analytical work, incl. planning KPI values ​​and then tracking actual values.

The development of a KPI system also allows you to create a regular analytical report for the company's management and shareholders. The report contains information on the implementation of the planned value of each indicator, the information is presented in graphical and tabular form. If the deviation is more than 5%, comments are given. The presence of clear instructions for calculating indicators allows you to obtain high-quality management reporting that supports management decision-making.

How is the automation of the KPI system carried out? At the first stage of the project, all the necessary regulations are developed, tools in Excel for calculating integral indicators and an analytical report for the manager. At this time, implementation specialists software are just participants working group project. Then, at the second stage, the calculation of a limited set of indicators is automated (based on previously developed calculation instructions). Pilot operation of the process begins (analytical report and personnel assessment are still carried out in Excel).

After pilot operation, some changes may be made to the regulatory documents. Then the rest of the indicators are automated, the system operates in industrial mode. Subsequently, the report for the manager and the process of assessing integrated indicators for personnel can be automated; almost all ERP systems have the corresponding capabilities.

In our opinion, many companies implementing a KPI system make the following typical mistakes:

• The project of creating a KPI system begins without a preliminary detailed analysis of business processes, which makes it difficult to formulate KPIs and the division of responsibilities between departments.
• Very often, management instructs departments to independently develop KPIs for themselves. As a result, there are a lot of indicators, they are in no way related to each other, and there can be no question of any compliance with the corporate strategy. In addition, the number of management reports required for KPI calculation and analysis is growing very rapidly.
• Another mistake is creating a KPI system without clear instructions on how to calculate it. As a result, analytical departments spend a lot of time calculating actual values, again the number of reports increases, and the results of the KPI analysis turn out to be incorrect.

A systematic approach, involving the regulation of processes, the development organizational structure, preparation of clear instructions for calculation, helps to create a transparent and efficient KPI system and to carry out automation at the lowest cost.

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