Date: 10.11.2025 (2025-11-10)
Andreas Bayer (10.11.2025)
• Current Process:
• Existing suppliers:
• Clean data
• Lieferantenbonus can not be documented in SAP
• Discount at the end of the year for Schachermayer -> he does it in an Excel -> kickback at the end of the year
• Staffelbonus: Schachermayer gets that
• Jahresgespräch: 500 suppliers im Maschinenbereich (4 EUR to 500 Mio EUR revenue -> 150 are actively managed)
• They prepare data:
• Revenue
• Lagerverschiebungen: Often it is only out of Lager -> not actually ordered -> mismatch
• Check margins -> margin problem
• Gewährleistungseinsätze -> how many hours
• Quality differences
• Benchmark
•
• Who are their competitors
•
• What do we want?
• Skonto, Bonus, WKZ -> 35 Mio.
• Also long term goals
• He tries to find out what the supplier wants
• Aussendienst has to be educated
• Put a certain product in their showroom etc.
• A lot of work to prepare it
• Data is in SAP, Excel, ServiceplanungsSW
• Purchase employees have to prepare it
• Ersatzteilversorgungsgarantie -> how long are Ersatzteile erhältlich
• Who takes Gewährleistungskosten
• High complexity
• Longtail of suppliers
• Analysis at Schachermayer: 33.76 Mio einkauf per year (managed in ClickSense)
• Top 5: 14 Mio
• Top 10: 20 Mio
• Top 20: 26 Mio
• Top 50: 31 Mio
• Top 100: 33.5 Mio
• Top 120: almost all
• All 524 suppliers; 213 suppliers with revenue > 0 EUR
• They manage most of them (ca. 120)
• Bayer asks: Is it possible to only manage 50 of the 150 suppliers?
• Saisonalität:
• Schachermayer has Saisonartikel - e.g. Arbeitshandschuhe
• Summer Sale, Messenaktionen
• They pay an internal Zins of 6,5% per year
• Sometimes they also do the Aktion -> give the discount
• New suppliers:
• There are existing suppliers -> benchmark them -> if the supplier is existing and the quality
• Check if price is good
• If not: Vergleichspreise, Benchmarking
• Often comparison is difficult for Maschinen
• Für Schrauben it is publicly available
• Confront existing supplier with the other processes
• Unclear if existing supplier has good prices
• Price and quality is important
• TCO module in his online class
• Every supplier change costs money
• They have a new supplier for Schmiermittel
• The new one is better and cheaper
• Normally supplier can prove his quality -> they show references -> check of network if
• Supplier:
• Contracts are in a physical folder -> there is a Zusammenfassungsschreiben
• They mainly do email for prices
• They create an article in SAP -> Abweichung is flagged there
• Process: into SAP Stammdatenabteilung does that via Excel
• Complex Excel is done by their procurement department (70 columns)
• Some technical terms Y6 is an internal data
• Supplier sends Excel with filled
• For many articles template from Schaechermayr, supplier fills it in
• for a few they just take what the supplier has
• Bayer has to add some stuff
• He sends it zu Stammdatenabteilung they put it into SAP
• Only high level checks - e.g. wrong currency
• Rahmenkonditionen -> he does it after the price
• Bonus
• Skonto
• Lieferbedingungen
• Werbekostenzuschuss
• Large suppliers via EDI
• They get a new document system Doxis -> check out
• Start with one topic:
• Either Grosshandel POV or Standardteile
• Pünktliche Lieferung: Pönale
• Most of the time not - because they do not know the suppliers
• For smaller suppliers they can block a project
• It will often not done
• Quality is most important
• Check norms that prove sth. (Öle & Schmiermittel: gewisse Freigaben), Zertifizierungen
• Some supplier do not pay attention to quality -> just sell stuff as efficiently as possible -> good Lager
• Negotiation levers:
• Freihauslieferung, Werbekostenzuschuss,
• First get a good initial price
• Check Vergleichsartikel -> find the right supplier
• Complete automation of supplier negotiation
• Maschinen:
• Not really realistic to negotiate with AI
• Arguments are also limited
• Grosshandel there it is difficult
• You represent the brand in front of
• It can work for Maschinenbauer
• Motoren, Hydraulik, Filter etc. -> Standardproducts
• Everywhere where Komponenten are verbaut
• What tool would help him to renegotiate?
• See above
• How do they handle Skonto?
• Invoice arrives -> is inhaltlich geprüft -> direkt to accounting -> they buchen the invoice and write then when to pay -> they pay as late as possibl
• They barely miss Skonto
• Some smaller mistakes happen
• What arguments are best to negotiate -> how does he collect those?
• See above
• Present Supplier manager and get his feedback!
• None
• Workist
• They do it step by step -> you can set the confidence level: automate vs. manual review
FUP via Whatsapp [10.11.25, 20:24:31] Andreas Bayer: Was ma nu eingefallen is: order management... also wie viel bestellst, was legst auf Lager, anpassung bei saisonartikeln, schnelles erkennen von trends usw. [10.11.25, 20:24:47] Andreas Bayer: Bei sap sind die betellmengenforecasts eher bescheiden