NEGOSIASI merupakan skill unggulan para professional sales supplier. Memang mereka berlatih lebih banyak dalam hal ini. Sebaliknya kebanyakan para professional purchasing belum mendapatkan jumlah training sebanyak professional sales untuk bidang ini.

1. STRATEGI DAN TAKTIK
NEGOSIASI PURCHASING
Indonesian ProcurementSociety, Jakarta 20 September 2014
Fasilitator : Rahmat N, MBA, CSCP, CPP, CPPM

2. MY PROFILE
Rahmat Noviandi,MBA, CSCP, CPP, CPPM
Formal Education: S1(Bachelor Degree): Industrial Engineering
from ITB, S2 (Master Degree): MBA from UGM,
Certification: CSCP (Certified Supply Chain Professional) from
APICS-USA, CPP (Certified Purchasing Professional) and CPPM
(Certified Professional Purchasing Manager) from American
Purchasing Society (APS-USA). Certified APICS trainer. Certified
QMS Auditor/Lead Auditor from IRCA. Participated in some
training in domestic and foreign countries.
Job experience in Operation Management area in some MNC
companies: Energy (Wartsila Indonesia), FMCG (PZ Cusson, SC
Johnson Bayer (JHHP)), Pharmaceutical Distribution Companies
(Dexa Medica Group, Pharmaniaga Malaysia Group), Electronic
Manufacturing (Sanken Indonesia).
Areas of Expertise: SCM, Purchasing Management,
Transportation, Distribution, Export Import, Project Procurement &
Project Logistics, QHSE
Other interest: trainer & consultant , making cartoon:
www.joelmba.blogspot.com , founder & chairman: Indonesian
Procurement Society
HP: 0811 893 271, rahmatnoviandi@gmail.com
Blog: www.rahmatnoviandi.blogspot.com

3. www.joelmba.blogspot.com

4. PERKENALAN

5. AGENDA
1. Sekilas ttg Supplier Relationship – Apakah anda perlu
bernegosiasidengan semua supplier
Range of supplier relationship
Purchasing product portfolio
2. TCO : total cost of ownership
4 elemen TCO
Mendapatkan TCO terendah
3. StrategiKonsesi / kompromi
Apa yg dapat dinegosiasikan?
3 levels dlm Strategi Konsesi
Negosiasi dgn Strategi Konsesi
4. Strategy negosiasi
Strategi: Win-Lose
Strategi: Lose-Win
Strategi: Lose-Lose
Strategi: Win-Win
5. Taktik & kontra taktik
Berbagai macam taktik
6. Latihan/praktek/role play

6. BAGIAN 1
Sekilas ttg Supplier Relationship –
Apakah anda perlu bernegosiasi dengan
semua supplier anda ??
Apakah anda bernegosiasi dengan cara
yang sama dengan supplier anda?

7. 1. Range Hubungan Buyer-Supplier
2. Purchasing product portfolio-Kraljicmatrix

8. PURCHASING PRODUCT PORTFOLIO
KRALJIC MATRIX
•Supplier punya strong bargaining
power
•Ongoing relationship
•Jumlah sedikit, OEM
•Amankan supply & cari alternatif
•Satu/sedikit supplier
•Pengaruhnya tinggi atas value ke
customer
•Harganya persentase besar dari
sistem total/biaya produk
•Strategic partnership
•Bargaining power supplier tdk
kuat
•Cost reduction/ efficiency
•Arm’s length
•Minimal effort
•Ada banyak supplier
•Kompetisi supplier cukup banyak
•Persentase kecil cost saving bisa
punya impak yg besar atas
profitability
•Skala ekonomis: Bulk purchasing
Difficulty(SupplyRisk)
Rendah
Tinggi
StrategicImportant (Profit Impact/ Spend)
Bottleneck Material Direct/ Core Competency
Material (STRATEGIC)
Routine Material Leverage Materials
TinggiRendah

9. PURCHASING PRODUCT PORTFOLIO
KRALJIC MATRIX
•Catalyst
•Spare parts
•Helicopter services
•Cacao utk pabrik permen
•Kompresor
•Turbin gas
•Bahan kimia proses
•Gula utk pabrik permen
•Daging utk Mc Donald
•ATK
•Cat
•Office services
•General stores
•Cleaning
•katering
•Pipa standar
•Valve
•Fittings
•Kabel dan pompa
•Penyewaan peralatan
•PC
•Transportasi jalan raya
Bottleneck Material Direct/ Core Competency
Material (STRATEGIC)
Routine Material Leverage Materials
Tinggi
Tinggi
StrategicImportant (Profit Impact/ Spend)Rendah
Rendah
Difficulty(SupplyRisk)

10. RANGE DARI HUBUNGAN BUYER-SUPPLIER
Buy on the
market
Ongoing
relationship
Partnership Collaboration/
strategic
alliance
Merger /
acquisition

11. BAGIAN 2
TCO : total cost of ownership

12. Sebuah produk buatan pabrik/negara A
berharga USD 3 (FCA negara A), produk
yang similar buatan pabrik/negara B
berharga USD 10 (DDP diterima di kantor
kita).
PILIH mana?

13. TCO
(TOTAL COST OF OWNERSHIP)
APICS Dictionary:
penjumlahan semua
biaya yang berhubungan
dengan aktivitas aliran
supply (pasokan).
Acquisition cost (price)
sering merupakan bagian
kecil dari TCO

14. TCO
(TOTAL COST OF OWNERSHIP)
Total cost of
ownership
Landed Cost
Purchase price/
production cost

15. TCO
(TOTAL COST OF OWNERSHIP)
3. Total costof ownership:landed cost + process change cost + ongoing cost
2. LandedCost: product cost + cost logistik (wh, trsp, inventory cost, handling
fees etc)
1. Purchaseprice:price per unit material yg diperoleh dari supplier
production cost:cost per unit dari direct material, direct labor, dan factory
overhead (COGS) yang diterapkan pada produk
Process change cost:evaluatingchoices and implementing changes in SC:
req id & research, product development, contract sourcing, training etc.
Ongoing cost: terjadi sepanjang hidup produk: Life cycle cost (quality,
durability, maintainability), MRO, Cost of quality (defect, repair, rework,
warranty, etc), sustainabilitycost (recycle, recovery etc), reputation cost
(customerloyalty vs lost)

16. 4 ELEMEN TCO
4 elemen TCO: Quality, Service, Delivery, and
Price (QSDP)
TCO = Q + S + D + P
Impak, kepentingan, bobot msg2 elemen
berbeda2

17. 4 ELEMEN TCO
Memahami elemen TCO negosiasi efektif
TCO negotiation plan
1. Quality
Penting contoh: barang medis
Sub-elemen: rejection %, Reliability umur simpan,
umur pakai, biaya MRO, salvage value dll
2. Service
Penting contoh: barang & jasa high tech
Sub-elemen: response time, perwakilan on-site,
kompetensi teknis, R&D, warranty, dll.

18. 4 ELEMEN TCO
3. Delivery
Penting, contoh kasus pompa, spp genset
Sub-elemen: transportasi, storage, on-time %, dll
4. Price
Elemen paling penting
Berapa % bobot price dalam penilaian Supplier
Performance?
Sub-elemen: payment terms, MOQ, discounts dll
Dalam kasus MRO, spare part Delivery > Price
mempertimbangkan downtime cost dan lost
income

19. LATIHAN 1: APLIKASI TCO
Kasus :genset, ATK
1. Memberikan peringkat masing2 elemen QSDP
utk kasus ini
2. Membuat sub-elemen masing2 elemen

20. MENDAPATKAN TCO TERENDAH
Identifikasi, kuantifikasi, dan evaluasi
biayaQSDP
Hitung TCO
Menegosiasikan resolusi biaya yg
efektif

21. LATIHAN 2: MENGHITUNG TCO
Kasus :mocin vs moje
1. Menghitung cost masing2 elemen QSDP
2. Membandingkan TCO mocin vs moje

22. BAGIAN 3
STRATEGI KONSESI

23. RENCANA NEGOSIASI
Tulis issue
Mengorganisir dalam hal QSDP (biaya2)
Bobotkan
Prioritaskan Biaya2
Paling Penting
Konsesi
Kurang Penting

24. KONSESI / KOMPROMI
:PERTUKARAN SESUATU DGN SESUATU LAINNYA
Keep open mind ketika menawarkan dan
menerima
Tidak mengkompromikan etika atau prinsip
Jangan pernah jadi yg pertama utk menyerah
pada isu utama

25. 3 LEVELS IN CONCESSION STRATEGY
Buy Sell
$ 2.00 $ 10.00HID
$ 5.00 $ 7.00NICE
$ 8.00 $ 4.00MUST

26. CONTOH KASUS:
Buy Sell
2 Weeks 5 WeeksHID
3 Weeks 4 WeeksNICE
4 Weeks 3 WeeksMUST

27. LATIHAN 2: NEGOSIASI DGN CONCESSION STRATEGY
Kasus Lead Time
Buyer
Supplier

28. BAGIAN 4
STRATEGI NEGOSIASI

29. LATIHAN 3: STRATEGI NEGOSIASI

30. NEGOTIATION STRATEGY MATRIX
You Win
They Win
You Lose
They Win
You Win
They Lose
You Lose
They Lose
ISSUE
RELATIONSHIP
+
+ -
-

31. NEGOTIATION STRATEGY MATRIX
You Win
They Win
You Lose
They Win
You Win
They Lose
You Lose
They Lose
ISSUE
RELATIONSHIP
+
+ -
-
Relationships:
Keinginan utk
melanjutkan
melakukan bisnis
krn menghasilkan
hasil yg diinginkan
Issues:
-Kekuatan menentukan arah organisasi
-Kepentingan strategis spt competitiveness (daya saing),
market initiatives (inisiatif pasar), dan corporate
leadership mandates (perintah kepemimpinan
perusahaan).
Keseimbangan
antara pentingnya
ISSUE dan
RELATIONSHIP yg
menentukan
pemilihan strategi
negosiasi

32. NEGOTIATION STRATEGY MATRIX
You Win
They Win
You Lose
They Win
You Win
They Lose
You Lose
They Lose
ISSUE
RELATIONSHIP
+
+ -
-
Paling asing bagi
professional
purchasing
Long-term
relationship jauh
lbh penting
daripada issue
Contoh:?
Paling sering
dipraktekkan
Contoh:?
Jarang
Dalam kondisi:
issue dan
relationship
sama2 kurang
penting.
Contoh: ?

33. NEGOTIATION STRATEGY MATRIX
You Win
They Win
You Lose
They Win
You Win
They Lose
You Lose
They Lose
ISSUE
RELATIONSHIP
+
+ -
-
-Rule 2: kita tidak
menginginkan hal yg
sama
-Buyer menginginkan
steady Delivery dan
superior Quality dan
reliable Service. Bayar
premium Price ke
supplier utk
mendapatkan overall
lowerTCO.
-Issue dan Relationship
dua2nya sangat
penting.
analogi ke pernikahan:
mengurangi jumlah
supplier, long
relationship & trust and
mutual benefit.
-Kesepakatan sekali
tembak tidak bisa.
(menikah tdk bisa dari
sekali kencan)
-Menggunakan partner
supplier (Direct/ Core
Competency Material
(STRATEGIC)
-Reward: pengurangan
dalam PRICE dan COST
(nextpage)

34. TABEL PERBANDINGAN SALES DAN PROFIT
Sales level Sales Level
$ 1000000 $ 2000 000
Material $450000 Material $800 000
Labor $450000 Labor $800 000
Total Cost $900000 Total Cost $1 600000
Profit $100000 Profit $400 000
Percentage 10% Percentage 20%
Negotiated
Partnering
Solution
Mengurangi harga sbsr 5% dgn demikian mengurangi sales level sbyk
5% ke $ 1 900 000. Ini mengurangi profit sebanyak $ 100 000spi $ 300 000
atau 5%
Non-Partnering Partnering
Costs Costs
Win-Win strategy menawarkan carautk parapartner
utk mengurangi COST dan PRICE.Masing2 dapat
reward yg lebihbesar.

35. BAGIAN 5
TAKTIK & KONTRA-TAKTIK

36. Higher Authority
Tugas buyer utk menetapkan otoritas seller
lebih awal utk diskusi yg berarti
kualifikasi otoritas terlebih dahulu.
Kasus: ??. Apa yg harus kita lakukan: ??
Split the difference: 50/50…. 25/75 ….
Kasus: ??

37. The Flinch
Reaksi terlihat yang menggambarkanpesan emosional.
Buyer sering menunjukkan reaksi ketidaksenangan ‘the flinch’ thd
prposal kenaikan harga.
Hot Potato:
Cabang dari No statement
Cocok utk Win-Lose strategy
Contoh;??
Do Better
Bisa di aplikasikan utk PQDS.
Contoh:??.
Silence:
Tergantung interpretasi
Contoh:??

38. Good Guy / Bad Guy
Ada 2 peran berlawanan.
Kontra taktik: mengekspos.
Contoh: ??
The Straws / sedotan
Adalah isu pengalih
perhatian.
Sedikit nilainya bagi kita,
dikeluarkan utk value
mereka sbg konsesi
nantinya.
Petunjuk utk kehadiran
taktik ini: pengenalan terms
& condition yg tak terduga

39. Madman Mania
mencakup berbagai perilaku,
biasanya buruk. Tapi efektif spt
bullies / pengintimidasi.
Kontra taktik: teguh pada
pendirian, artful anger.
The Walk
Bisa efektif atau tidak.
Pertimbangakan TCO,
relationship dgn supplier,
rencana cadangan jika taktik ini
tdk berhasil.
Contoh: ??.

40. The Russian Front:
Memberikan 2 option: yg
pertama tidak bisa diterima, yg
kedua pilihan jelek
Trojan Horse
Perang kuno Troy, kuda kayu di
luar benteng Troy.
Hati2 dgn deal yg “too good to
be true”
Sekali diterima, kejutan yg
tadinya tersembunyi/ tidak
terlihat muncul
Permintaan Pembuka yg
berlebihan

41. LATIHAN 4: TAKTIK NEGOSIASI
Review video

42. Hatur
Nuhun