Head of the Procurement Department Job 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 give them everything, and they stab me in the back,” are the classic words of the owner of the company.

And we in marketing consulting have long 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 am not him. They are not us

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

And before we move on to turnkey solutions, I want to open this question more fully.

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

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

Entrepreneur and worker different people. And it's not just about money. Values, ideas, plans - all this is also different.

The employees are also different. They are all at work for different reasons. Again, it's not just about money.

Long term motivation

For you, this means that the usual approach “Salary +%”, in the classical implementation, will not work as effectively as a complex implementation.

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

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

Non-material motivation

To long-term motivation, for the integrity of the picture, you need 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 motivational schemes, periodically think about how you can replace money with intangible bonuses.

Such 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 program

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

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

And if you do not understand what you are going for, then your employees, all the more so, do not know it. Secondly, without a sales plan, you will NEVER 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 set it, then you can close this article. Since even those chips that you take from here will not improve the situation, and we will be to blame for giving you such a bad scheme.

We share and drink

We finish with in general terms and move on to the most motivational scheme of sales managers.

It is like the human body: complex and consists of several parts. Each part performs its function, without which it is impossible to obtain the desired result.

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

fixed part

I personally tried several times in my company to implement work only for a percentage.

All these thoughts appeared against the background of other businesses that have already implemented this and boasted of 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 is 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 a person will definitely receive, even if he does not sell anything.

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

Otherwise, if every man is for himself, he will do what he considers right and pecuniary for him. The result is a lack of control and chaos in the company.

Wages should be done on average in the market. Too high a salary will attract lazy people and will not give an opportunity to open up. Too low a salary will repel the candidate and show (at first glance) that you are a very dodgy company.

Important. When looking for a job, after studying the final salary, managers go to study your salary. Not a percentage, not a motivation system, not bonuses, but a salary. Keep this in mind 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. What a nice 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 points, each of which has its own calculation 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 too high (according to the market), we take part of the money for KPI. These are indicators that for business are intermediate between a manager and money.

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

IN wholesale company, directed to incoming calls, this is the conversion from lead to purchase.

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

1. Lead-to-customer conversion;
2. Number of outgoing calls to new customers;
3. Number of meetings with new clients;
4. Number of calls to old customers;
5. Amount of accounts receivable;
6. The number of sent .

All of these items can be measured. This is a key factor in setting KPIs. Everything that is not measured goes into the “Bonuses” section, but we will talk about it later.

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 performance over this period.

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

Case from practice. In working with the auto center, we set KPI to . The call center called customers and asked how satisfied they were with the work of the employee. The more positive feedback he got, the more he earned.

Progressive percentage

For us and sellers to receive a percentage of sales is the norm. And, most of the money depends on it.

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.

Now we need your sales plan. Because now we will pay the employee not just a fixed percentage of sales, but it will be progressive.

It will vary, depending on what stage of the plan the employee is at.

Imagine a situation where you have a plan of 5 million rubles per employee.

The plan is good, which means that it is not so easy to complete it, especially when, on average, an employee completes 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 steps of 5%. And for each step we set the corresponding income:

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

Fixed percentage

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

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

• Discounted goods;
• Goods of a certain brand;
• Upsell goods;
• Promotional goods.

You define groups of products and tell your employees that they will receive an increased percentage of these sales.

We do this in order to focus the attention of employees on something specific. As a rule, a fixed percentage product is changed once a month or a 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 ones. For example, reporting.

On the one hand, this is the duty of the employee, but in reality this is an additional option, which many employees speak badly of, as they are not used to doing this.

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

To make it clearer, I will give a few typical ones that we most often use in motivation systems for managers with our clients:

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

You may have other items. You set them based on what is important for the business and for 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 deprive the bonus immediately.

Interesting. The pleasant moment of bonuses is that they are perceived not as a penalty, but as an opportunity to earn more money. When it is lost, the employee blames only himself, as 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 encourage the manager to continue hard work (hard work).

To do this, we use a super-bonus. The payment scheme can be implemented in the following form:

1. We pay an employee for each + 5% in the plan 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 for every 5 percent and there will be a desire to complete the percentage step (110-130 and 130-150) as soon as possible, because there is super-speed.

Just do not be greedy, super-speed means a very high percentage. To make it easier to bully him, you think how much a person will bring you money if he overfulfills the plan, and then the value of his act instantly grows.

Such an over-bonus, like floating interest, 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 about the worst? Right! They are fired.

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

Bonus deduction

I am not a fan of fines. I'm sure you don't like them either. It's like taking a gift from a birthday boy. Nasty 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 de-bonus sheet.

This does not directly apply to the motivation scheme of managers, but until employees know that there is a stick in addition to the carrot, they will score on 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 bonus deductions, usually it fits on an A4 sheet, although initially everyone says that he will now write War and Peace.

There aren't many really important ones. Here are some typical solutions:

1. A transaction was not created in CRM during the sale;
2. Not submitted a report at the end of the working day;
3. There is no compliance with the corporate style of clothing;
4. Mess in the workplace;
5. Naming 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 task set by the management was not completed on time.

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

And then we saw cases when an employee indicatively lost a bonus and continued to do nothing.

Briefly about the main

In order for the system of motivation of managers to work, it is necessary to approach it comprehensively.

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

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

Any scheme requires verification and adaptation to your area. I don't like to say it, but every business is specific and has its own characteristics.

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

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

This issue is resolved through or boards / tables of salaries (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 monitors, cabinets, chairs in place? Maybe you are incredibly lucky with the team, everyone is honest and no one even thinks of stealing anything from your office? I will disappoint you, 90% of your employees at home have a pen, stapler or even a hole punch, seamless from your office!

So why are the monitors in place, and the office is being taken home? Everyone understands that if you drag off the monitor, they will immediately find it, find the culprit and punish it, and it’s convenient to take out the pen, and no one will notice, and the excuse is always ready - “Oh, I’m completely overworked, I put the pen in my pocket ... by accident ...”

All people are divided into three groups:

10% - fundamentally decent (These people will never take someone else's because of their beliefs and principles);

80% - weathercocks (These people will take what they like if they are sure of their impunity);

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

Approximately the same alignment is observed among the suppliers. You are very lucky if all your suppliers are "fundamentally decent", but this is unlikely ... Most likely, you will have to deal with "weathervanes". In fact, there is nothing to worry about, “weather vanes” can work very effectively, it is enough to understand their psychology and learn how to achieve the result you need.

Let's remember two basic postulates:

• Most people will gladly take what is "badly lying";
• Most people won't do something they WILL be punished for.

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

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

Our goal is to get the maximum profit by purchasing at the lowest prices.

There are always several different price offers for goods 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 negotiating 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 on the market, and the maximum price is the highest that there are still buyers. 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 minimum possible on the market (for example, one of the companies in which I worked purchased PHILIPS products at prices below the minimum allowed by the manufacturer, of course, while strictly respecting the agreement between the dealer and our purchasing manager that no other dealer won't know)

FG- a range of ultra-high prices, i.e. prices deliberately inflated 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 excess profits by purchasing goods at lower prices than competitors.

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

The procurement manager is responsible for agreeing on the purchase price, and he 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 be able to effectively carry out the task. Indeed, if the head of the sales department is on a salary, it is difficult to get an increase in sales from him, but if he is transferred to a percentage, the situation will change dramatically. Benefit does not have to mean only money, it can be any other kind of motivation. It’s bad when the reward does not depend on the results of the work at all: if you work well - here’s an apple for you, if you work poorly - 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! If it doesn't work well, I'll fire him!"

I agree, dismissal is also a motivation, but in order for a person to be fired, he must work poorly or even very poorly. There is no incentive to work "excellent", there is an incentive not to work "deuce". 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 - the manager risks being punished). The further the filled area is from the price line, the more intense the motivation.

We see that in 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 a dot 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 in 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 greater the monetary reward he is ready to allocate to encourage the manager. The supplier is not interested in working in the area of ​​low prices, so he does everything to prevent the price from rolling into this range.

Now, let's combine both motivations, put them on the price axis and get a map of the purchasing manager's motivation:

It can be seen from the diagram that the manager is likely to avoid falling into price ranges EG(since this is fraught with dismissal) and AS(since this will complicate the relationship with the supplier). Range CD is safe for the manager, and its most advantageous point is the point E, it is here that the supplier can receive the maximum remuneration 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 to ensure that the manager himself achieves 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 BUT, and as we remember, it corresponds to the lowest price of the goods. If you manage to implement such a scheme, then the suppliers themselves will strive to reduce prices to a minimum. And don't let the manager's extra motivation scare you, it's nothing compared to the profits you'll get. It is important to remember that if we do not motivate supply managers, then our suppliers will surely motivate them, who will receive all the cream of superprofits.

The launch of such a system within the company is a complex and voluminous work, which includes the creation of control systems, the collection and analysis of information, the development of a motivation scale for supply managers, and much more. We will describe the basic principles of this process in the following chapters, but if you choose the path of independent work in this direction, you will have to be patient and sacrifice financial resources, until you gain experience and explore 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 at all- payment for our services is part of your savings!

Motivation is the creation of an incentive for employees of the enterprise to act to achieve the goals of the organization in accordance with the duties delegated to them and in accordance with general plan enterprises. Motivation is divided into positive (“carrot”) and negative (“stick”). However, due to the low effectiveness of the “stick” without the “carrot” and vice versa, motivation is usually called the composition of both positive and negative motivations. Moreover, the “whip” is usually used to prohibit wrong actions, and the “carrot” is used to create an incentive for right actions. That's why motivation 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: if you make a mistake the first time, you can cause serious damage to all subsequent attempts.

• Any motivational scheme must have a purpose! A motivational scheme for its own sake is not. If you do not have a goal, then you will not be able to understand whether you achieved it thanks to innovation or not, which means you will not know whether this approach should be changed or left.
• In the motivation scheme, the employee should be responsible only for those results that he and only he directly influences (other influencing factors should either depend on this employee, or be much less than the influence exerted by this employee).
• Employees must know and understand the motivation scheme, otherwise it becomes just a bonus.
• Based on the results of the work, it is impossible to revise the formulas of the motivational scheme downwards before the calculation! At the same time, it is necessary to be very careful in revising the formula upwards, when in the process of work important factors that affect the result. In this case, a balance must be struck so as not to demotivate those who tried, either by lowering their bonuses due to these factors, or by inflating the bonuses of their colleagues who clearly did not try.

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

Motivation of employees of the purchasing department

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

Any motivational scheme must have a purpose!
Some executives, inspired by how well an incentive scheme has worked in one of the departments - usually in the sales department or in the transportation department - begin to try to introduce various motivational schemes in all other departments. And since it is rather difficult to adjust the work of the purchasing department to a general view, usually in such cases it is offered to the head of the purchasing department to come up with a motivation scheme. Since he does not set a specific goal to be achieved as a result of the introduction of the motivational system, 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 another - another, an attempt to balance them only leads to cluttering up with calculations, in which the inventors themselves begin to get confused over time. The introduction of this system begins to be delayed, as the head of the department subconsciously feels that such a formula carries more dangers than opportunities.

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

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

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

• In the motivational scheme, the employee should be responsible only for those results that are directly affected by him and only him. When an employee can really influence the results on which his salary depends, he will do it. For example, the full implementation of the procurement plan 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 still needs to deliver the goods, but in case of problems at these stages, the purchasing manager must inform the management in a timely manner so that the situation can be corrected. If the salary of an employee depends on a factor that he can only influence indirectly, then such a motivational scheme will not work at best, and at worst, it will cause the employee to become angry, because he will lose money because of other people.
• Employees must 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 realistically achievable goal and calculation based on a factor that will be completely within the jurisdiction of the purchasing officer. But it will never work if you forget about one more of its obligatory components - this is the employee himself, for whom it was created. The introduction of each motivational scheme should end with the announcement and explanation of it to the employee. He should not be left with a single ambiguity about this scheme. Moreover, don't think that because you're paying more money, you don't have to do anything else about it. For example, simple propaganda poster, well-written, 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 a standard automated system that a purchasing manager works with, 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: “Did you complete the purchase plan?”. And the standard answers "yes" and "no" with the corresponding actions when they are pressed: yes - the program is exited, no - it is not carried out.
• According to the results of the work, it is impossible to revise the formulas of the motivational scheme before the calculation and payment of bonuses! Promise a person money for, the completion of 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 bonus calculation formula, should receive too large an increase in salary - for example, commensurate with the salary of his boss. Some managers in this case revise the formulas of the motivational scheme and pay a smaller bonus according to the new formulas. After such a turn of events, all the enthusiasm of the employees who received less than agreed evaporates, and then you no longer encourage them to repeat the feat with any mountains of gold. Formulas can and should be reviewed - your motivational scheme should be lively and flexible, respond to new challenges and problems; by the way, in this way it is just possible to gradually introduce a very complex calculation formula: break it 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: agreed on a certain level of compensation - do not be greedy. If an employee exceeded 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, it is better to either replace the formula of the motivational 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 minimal money. Moreover, if you add a fine, then this should be a real need for the company, and not just a way to pay less, and this must also be explained to the employee. When introducing any penalties, follow two main rules: meaningfulness and fairness.
• The simpler the motivation scheme, the better it is. To see how this assertion follows from the previous ones, let us consider it successively in the light of each.
• Real purpose. An overly complex motivational system usually serves as an excuse for paying too much for its creator. This, unfortunately, is a common problem for developers of motivation and leadership systems: it is often the leader who rejects a simple, but at the same time good, working motivational scheme with the words: “I could come up with this! Why should I hire a specialist? Usually, the real problems that motivation schemes solve 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 emphasizing the study of the real root causes of problems and the main calculations are not around formulas for calculating bonuses and fines, but to describe implementation options and a clear regulation of interaction within the motivational system.
• Personal responsibility. The more diverse parameters the motivation system includes, the more employees influence them in one way or another, and the more difficult it is to isolate and evaluate the influence of a particular employee. And the fewer parameters there are, the simpler, therefore, will be the motivational scheme that unites them.
• Trust and understanding of employees. When a person is offered something simple and clear, it is in any case more credible than something complex and incomprehensible. The first reaction of any person to something too complicated is misunderstanding, and this always breeds distrust. Therefore, the simpler the scheme is, the more credible it will be, putting into the hands of the management the very necessary element, without which the motivational scheme will not work. The heap of formulas, the complex relationship of causes and effects will make it difficult for employees to understand their personal benefit from achieving results. If, however, it will be necessary to simultaneously solve many tasks, on which earnings will depend on some tricky formula for a bunch of parameters, then, most likely, motivation will not affect the work of this employee in any way. And the scheme from motivational will gradually 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 there is no need 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 a motivational scheme for employees of the purchasing department:

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

The simplest and, most importantly, effective motivation scheme is to allocate a certain amount to the head of the procurement department every month. 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 whole department will work better, in addition, the overall discipline in the department will increase. Otherwise, this is a bad head of the department, and it is better to replace him.

EXAMPLE 2a

Due to the slow delivery of custom 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, without “tugging” at either the accounting department, or 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, a table of suppliers was compiled, which indicated the minimum and maximum time required for the manufacture of custom items from them, and the maximum and minimum delivery time from these suppliers to the company's warehouse. By the way, in the future, this information was needed when automating purchases. As a result, management created the following bonus scheme for the purchasing department staff, which was supposed to motivate them to complete orders through all stages as quickly as possible:

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

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

accordingly, this employee will receive a bonus in the amount of salary;

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

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

C) if all the orders of an employee are completed within a period exceeding the maximum, then the same formula will become a penalty. For example, if the time of production and delivery of orders of any employee will be on average equal to one and a half maximums, that is, SUM \u003d 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 a part of his salary.

EXAMPLE 2b

After the introduction of the motivational scheme shown in example 2a in the company, the employees of the purchasing department “stirred”, 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 a gradual transition to 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 add some additional penalty term to the calculation formula, which showed itself so well. 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. Quite quickly it was discovered that such a factor is the erroneous order of non-standard items manufactured by the supplier to order for a specific client of the company. Due to such errors, firstly, the time for manufacturing the required part increased (actually doubled), and secondly, the supplier had to pay for the wrong item already made, but it was almost impossible to sell a non-standard one. As a result, the company lost this money. It was this loss that was proposed to be shifted onto the shoulders of the employees of the purchasing department, 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 procurement department.

This change allowed the premiums to be reduced to adequate ones, and the number of erroneous orders was significantly reduced.

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

Separately, they left the possibility of rewarding an employee upon finding another supplier that is better than the current one in a number of indicators, or working with the 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;
• the quality of purchased commodity items;
• payment terms;
• the possibility of unscheduled deliveries.

All emerging errors that led to losses for the company began to be of an individual nature, and in each 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 concerned about the question: does the logistics system really work 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 range in stock? In turn, suppliers have to constantly give explanations to various services about the reasons for rising prices and stocks. This leads to an increase in the number of reports, and the quality of these reports leaves much to be desired. In this article, we will explain 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 creating a KPI system is to clearly define the boundaries of the procurement process and the responsibilities of the various participants within this process. The logistics 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), supplier selection, maintenance of contracts with suppliers of material and technical resources, warehouse operations management and delivery to customers are considered. Separately, control, analysis and optimization of processes are singled out - it is within the framework of this process that planning and control of KPI deviations take place (Fig. 1).

Figure 1. Logistics process

It should be noted that when organizing logistics at Russian enterprises, as a rule, the least attention is paid to analytical work and the improvement of 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 supply processes.

The approximate set of KPIs for supply is about 27 indicators. Indicators are distributed among employees in accordance with staffing. At the end 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 system employee is shown in Figure 2.

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

The main indicators for the supply system: the level of fulfillment of requests, inventory turnover, the quality of material and technical resources, the optimization of the cost of purchases, the optimization of costs for the organization of 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 effectiveness of the logistics process as a whole.

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

The set of indicators for each supplier contains both the main indicators and indicators that characterize its 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) KPI for the procurement process as a whole (key indicators)

2) KPI for procurement planning

3) KPI for supplier selection

4) KPI for maintaining contracts with suppliers

5) KPIs to achieve warehouse operations and delivery to customers

6) KPI for control, analysis and improvement of business processes.

Methodology for calculating key indicators

Procurement Cost Optimization Assessment

The reasons for the increase in purchase prices is 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. Standard articles are defined: raw materials, materials, equipment, transport. Planned values ​​are formed according to these articles. Moreover, it is often heard from suppliers that the planned values ​​are set simply on the premise that savings must be obtained this year compared to the previous one. The actual cost is then compared with the planned value. However, this approach does not allow determining the role of suppliers in budget deviations.

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

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

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

Of these four components, the deviation in the cost of purchases of the current period compared to the previous one is formed.

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

Component "deviation due to price" is just one of the main key performance indicators for the supply chain. This value is determined at the beginning of the planning period as the commitment of the Purchasing Director: for example, the supply chain may commit itself to reduce purchase prices (adjusted for inflation) by 1%. That is, the planned value is taken equal to -1%.

Deviation due to price downwards positively characterizes the operation of the supply system and may be the result of negotiations with counterparties, the search for new counterparties, more effective implementation supplier selection procedures.

The deviation due to the quantity is explained by the change in the demand of the customer departments due to the change production program, commissioning 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 due to a change in technical policy or the use of new equipment. This component shows how much the list of purchased stock items has changed compared to the previous period.

Figure 3. Analysis of budget variances for equipment purchases

Let's look at the results of the analysis of the deviation in the cost of purchases using the example of calculations carried out for one of the largest Russian metallurgical plants in part technological equipment(Fig. 3). The overall 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. At the same time, the deviation due to inflation is 8%, the deviation in quantity is 6%, the deviation due to changes in the structure of purchases reaches 20%. As for the main indicator of the supply system - changes in the cost of purchases due to changes in the inflation-adjusted price index, it is -2% for this nomenclature, which indicates effective work suppliers, in terms of negotiating and selecting 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 the framework of production planning and formation of the need for the purchase of equipment.

It should be noted that when determining KPIs for optimizing the cost of purchases, 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 customer requests

As I said above, the indicator of the level of application fulfillment is the main one for the supply system and is part of the motivation system for each employee - from an ordinary economist to the 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 holding of a bid campaign and the filing of corrective bids should be clearly regulated.

As a rule, until the moment when the enterprise begins to really control this indicator, especially if there was no Information system, any supplier says that the order completion rate is 100%. When an objective tool for measurement appears, the picture turns out to be rather sad. So, at the beginning of the implementation of the KPI system and the implementation of systemic transformations, the level of application fulfillment is less than 50%. As a rule, during implementation (somewhere around 12-18 months), the level of achievement 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 in the company to work effectively, the requirements for the supply system and the responsibility of the participants must be clearly formulated within the company. For the normal operation of the supply system, the regulation of the following processes is necessary: ​​the formation of production needs, procurement planning, selection of suppliers, maintenance of contracts with suppliers, organization of warehouse operations and delivery to customers.

In addition to the above regulations, the process of monitoring, analyzing and improving business processes should also be regulated in detail. For this, the following regulatory documents are being developed: a regulation on the procedure for monitoring and forming KPIs, a list of KPIs, the distribution of KPIs among employees, instructions for calculating KPIs, the procedure for determining scoring on indicators, instructions for calculating integral indicators.

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

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

The development of the KPI system also allows you to create a regular analytical report for the company's management and shareholders. The report contains information on the execution of the planned value of each indicator, the information is presented in graphical and tabular form. In the event that 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 KPI system automated? At the first stage of the project, all the necessary regulations, tools in Excel for calculating integral indicators and an analytical report for the manager are developed. At this time, implementation specialists software are just members 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 other indicators are automated, the system operates in industrial mode. Subsequently, a 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 the KPI system make the following typical mistakes:

• The project to create a KPI system begins without a preliminary detailed analysis of business processes, which makes it difficult to formulate KPIs and share 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 not interconnected in any way, and there can be no question of any correspondence to the corporate strategy. In addition, the number of management reports required for KPI calculation and analysis is growing very rapidly.
• Another mistake is to create a KPI system without clear calculation instructions. As a result analytical departments spend a lot of time calculating actual values, again the number of reports increases, while the results of the KPI analysis turn out to be incorrect.

A systematic approach that involves the regulation of processes, the development organizational structure, preparation of clear instructions for the calculation, helps to create a transparent and effective system KPIs and implement automation at the lowest cost.

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