Benchmarking: examples. Benchmarking procurement activities

Business in Russia continues to develop and master new management tools that make it possible to improve the quality of business processes and increase the competitiveness of organizations in the market. Benchmarking is one such tool.

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Modern large enterprises already consider this analysis as an important strategy tool for their actions aimed at development, and small and medium-sized businesses are often not even familiar with the concept of benchmarking and the meaning of this term. But such ignorance does not mean that this tool is useless, but quite the contrary, benchmarking can be used to increase the competitiveness of some small businesses.

There are many different definitions of this concept, and in order to most fully understand what it contains, you should familiarize yourself with several of them.

The name benchmarking itself comes from two English words: branch (height) and mark (mark).

There are the following definitions of this concept:

1. Benchmarking- the process of comparing a company's performance with the world's best organizations existing in the same market segment in order to make appropriate changes and maintain their success.
2. Benchmarking– comparative analysis methodology for the purpose of applying the obtained data in practice to improve the efficiency and quality of the company’s activities.
3. Benchmarking- the process of carefully reviewing the business processes of organizations and their productivity, with the aim of comparing their activities with the activities of leading companies and corporations in their industry, in order to use the obtained data to approach and even overtake the best-in-class enterprises.
4. Benchmarking– search for the best practical methods for the enterprise, leading to increased productivity and development.
5. Benchmarking– a development standard during which similar business processes must be analyzed and measured.

The phrase “benchmarking” can mean:

1. Be literate and wise enough to recognize that there is always a competitor who is superior in some respect.
2. Have enough wisdom to not only recognize, but also adopt knowledge and skills from a direct competitor in order to catch up with him, and then get around him.

It is benchmarking that today makes it possible to improve the activities of organizations quite quickly and at minimal cost. By understanding how industry-leading enterprises operate, you can achieve the same heights, and perhaps even surpass your direct competitors. By carefully studying the achievements and mistakes of others, an entrepreneur can formulate his own strategy of action, which will be most effective specifically for his enterprise.

There is an unspoken rule in benchmarking: “If one entrepreneur has an idea and succeeds, then there is a high probability of success for another entrepreneur who applied the same strategy in the same industry.”

Historical correction

The use of this business tool began in the 80s of the 19th century. Many recognize Xerox as the pioneer or discoverer of this technique, due to the fact that it, faced with more successful foreign competitors, copied their strategy and managed to surpass them in the market.

To implement their plans, company representatives were faced with the task of answering two questions in sequence:

1. Which company is the leader?
2. How did this company operate to achieve success?

These questions are the basis of benchmarking today and still remain relevant.

Following Xerox, there were many others who chose to use this method or similar ones, thereby expanding the scope of benchmarking and refining the power of this tool.

The expansion of this business tool has led to the fact that the search for companies for analysis is no longer limited to the consideration of direct competitors, but also includes other companies in the same field of activity or even in a different one. Recently, analysis has increasingly come down to searching for answers only to the second question.

Analysis, search and identification of successful strategies of competitors is not all. A rather difficult task of a different kind is the introduction of such a course of action in a particular organization.

Main types

The following types of benchmarking are distinguished:

1. Interior. Analysis of a specific process carried out within the organization itself, which allows the compilation of indicators of processes that are similar or analogous.
2. Competitive. It is the process of comparing the main characteristics of an organization and comparing these parameters with the parameters of competitive organizations in order to study specific products, expected capabilities and methods of administering work.
3. Functional. Analysis and comparison of certain indicators of companies (two or more) with the same business data of an enterprise that is the best and operates in identical conditions.
4. General. It is a comparison of the main indicators of production and sales of the company with the main indicators common to a large number of competitors performing similar business activities. This type of benchmarking allows you to identify the main investment areas.

Phases

The competitive analysis process itself can consist of 4 main phases, each of which includes certain steps.

Phase #1 – Preparation

1. The first step is to decide on the object of the competitive analysis process. The value and level of relevance of an object intended to perform the tasks and main functions of the organization is measured and studied. This process identifies areas of significant difficulty, probes for bottlenecks, and identifies areas of particular interest.
2. Threshold values ​​are set in order to derive a success rating. The selected objects will be further considered depending on some of the most important aspects of the activity using financial units. Such aspects may include: costs, time, quality level, etc.
3. To carry out the most accurate and comprehensive analysis, additional information resources are involved, such as: fairs, seminars, reports, business plans, target audience surveys, supplier surveys, exchange processes, inspection of production facilities, reference data, chambers of commerce and industry, media information, literature, etc.
4. Search for key companies for comparative analysis. The selection of such organizations should be carried out not only within their market area. Other sectors of activity can offer the most decisive and innovative methods, also suitable for enterprises engaged in completely different activities. A company that is not a direct competitor will be much more willing to provide more complete information for more detailed comparison and analysis.

Phase #2 – Analysis

1. Based on the values ​​and factors of the organization’s work selected at the first stage, the most ineffective processes, services, products and technologies, the performance of one’s own enterprise and the reasons for such inefficiency are determined.
2. Directions are being chosen that make it possible to more effectively organize these processes and technologies. We will have to find an answer to the question of why competing enterprises are better in this area.

Phase No. 3 – Implementation

1. At this stage, it is necessary to determine the goals of the proposed changes and strategies for their implementation. There is a detailed discussion of the expected results, full awareness of the need for change, and the exact goals of the organization’s work are established, taking into account the introduction of new standards and forms of activity.
2. A detailed action plan is being drawn up, calculation of resources spent on such a reorganization, persons responsible for changes at each level are announced, a reorganization calendar is developed and the results of such activities are predicted.
3. All developed changes are implemented according to the drawn up plan and calendar.
4. At each stage of change, transformation is monitored, which is designed to compare the effectiveness of such innovations. Compliance with the planned restructuring plan and compliance with the planned deadlines is also carried out.

Phase No. 4 Repetition

Effective market methods and processes are constantly evolving and subject to significant change, and what was the most innovative methodology yesterday is quickly becoming the standard. That is why the fourth stage should include a continuous process of improving the organization’s performance. Well, in order to make work in this direction as simple as possible, you should use documentation of benchmarking experience in as much detail as possible.

Examples of successful benchmarking

Ford

A good example of the use of such analysis is the history of the Ford company. Its experts carried out benchmarking in the 90s, when the company’s position in the market was seriously shaken. During this analysis, studies were carried out on car models, the number of which exceeded 50.

These studies were conducted to clarify the advantages and, accordingly, disadvantages of each. Based on this analysis, the parameters of the best car were identified, which would allow it to achieve the performance of competing companies and even surpass them.

The result of this company was the Taurus car, which became the car of the year. Subsequently, the model lost its position due to the fact that improvements began to be made that deviated it from the original development concept, based on the analysis of competitive models.

Nokia

This company has long been recognized as an international organization engaged in the creation of mobile devices and services. Nokia uses benchmarking to maintain its market position and develop by monitoring time and progress in all areas of its activities (logistics, research, development, partner relations, team).

GIA

This company is a consulting firm that engages in market research, identifying profitable strategies and providing various types of services that allow companies to establish business processes. GIA constantly produces various seminars on benchmarking. A typical project for this company includes 2 thematic seminars where various business and analysis issues can be discussed.

Each seminar can be devoted to the following topics:

1. Economic improvements based on examples.
2. Training in profitable business management based on the experience of competitors.
3. Exchange of basic strategies and ideas between competent specialists from various areas of business activity.
4. Training based on mistakes made by other companies as an opportunity to avoid incorrect and unnecessary financial expenses in your own work.

What is compared in the benchmarking process?

Competitive analysis is not a highly specialized analysis that is limited to products or core business processes. Based on past experience of similar studies, it can be said that the campaigns showed incredible originality and ingenuity in the selection of the main factors considered in the benchmarking process.

But with all this, one should not get carried away and forget that the essence of the analysis is to identify the reasons for the effectiveness of competitors. If the analysis begins with a general collection of information, then it should end with clarification of the work methodology. The result of the work should be a so-called implementation tool, which is a factor leading the company to high efficiency in the required area.

Benchmarking– a reliable method that allows you to improve your business activities by studying the experience of other companies existing on the world market and in a specific area. This analysis becomes a powerful tool that increases the efficiency of companies and allows them to introduce advanced work methods leading to development and profit.

Hello! Today we will tell you in simple words what benchmarking is and how this tool is useful for business.

Currently, in any field of activity it has assumed a global scale. Managers of many companies understand that it is necessary to comprehensively study the positive experience of competitors in order to predict their own successful future. In order to keep up with more successful competitors, they use benchmarking.

What is benchmarking in simple words

The term “benchmarking” is very close to the concept of “marketing intelligence,” but marketing intelligence is the collection of practically confidential information, unlike benchmarking.

Benchmarking is a way to study the activities of competing companies in order to adopt their positive experience and apply data about it in their activities.

The purpose and objectives of benchmarking

The main purpose of benchmarking is to establish how likely a certain activity is to succeed.

To fully illuminate this concept, it is worth considering in more detail the main tasks of benchmarking:

• Determine how competitive the company is and what its weaknesses are;
• Determine what changes need to be made;
• Develop a plan to improve the company’s activities;
• Develop new approaches to doing business;
• Set long-term goals that are more global than current ones.

Types of benchmarking

Benchmarking can be divided into several types:

1. Functional – allows you to compare how individual functions of a particular manufacturer or seller work with more successful sellers, but working in similar conditions;
2. General benchmarking – represents a comparative analysis of the production and sales indicators of goods of one manufacturer with similar indicators of another, more successful manufacturer;
3. Competitive – comparison with competitors who operate at a higher market level. For example: a company that operates in the regional market chooses for comparison a company that has already entered the international level. This data may be considered more important, but it is not easy to obtain;
4. Interior – comparison is made between processes within the company that are as close as possible to each other. In this case, data is easy to collect, but the information is quite biased;
5. Strategic benchmarking – it is a procedure for finding a new development strategy that will ultimately lead the company to achieve the highest level of performance. It is he who determines the goals that the company will have to achieve;
6. Cost benchmarking – when carried out correctly, it allows you to reduce costs, as well as identify the factors that influence their formation.

Publications, various lists of prize-winners and winners in the “quality” category of various awards, as well as various databases (audit, consulting) are used as sources of information.

To conduct benchmarking, a special working group is usually created. It is better to include specialists from different structural divisions of the company in such a group. This increases the chances of an objective assessment of the information received.

Benchmarking methods and stages

The benchmarking methodology includes certain stages:

1. A specific business function of the manufacturer or seller is selected;
2. Select the parameters by which the comparison will take place. This may be one criterion, or it may be a group;
3. Information about similar manufacturers or sellers is collected;
4. The information received is carefully analyzed;
5. A draft of the changes that will be made to this function is being developed;
6. An economic justification for the planned changes is being prepared;
7. Changes are introduced into the practical activities of the company;
8. The progress of implemented changes is monitored and a final assessment is given.

The result will greatly depend on how well the collection of necessary information is organized.

What indicators are compared during the benchmarking process?

Can be compared:

• Volumes of products produced or services provided;
• Financial efficiency;
• Business processes.

Benchmarking is not industrial espionage

Benchmarking and industrial espionage should not be confused. These are two completely different and dissimilar concepts. Benchmarking compares your products or services with similar ones. Situations also arise when competing companies exchange experiences by mutual desire.

In addition, most often benchmarking uses publicly available information, that is, it can be obtained through surveys and analyzing pricing policies.

The fine line between industrial espionage and conducting research can be called competitive intelligence.

In our country, several companies often unite in order to confront competitors using benchmarking. Examples include the experience of several pharmaceutical companies that have established the exchange of information among themselves, while denying access to it to foreign competitors. Or the same cooperation in the banking sector: to solve the problem of long queues, a large bank adopts the experience of another bank (increasing the number of ATMs, reducing fees for using online banking, developing automation of many processes).

Disadvantages of benchmarking

• It is necessary to search for a benchmarking partner;
• Sometimes the services of consultants are required;
• If the organization does not have experience in benchmarking, significant costs will be required in the early stages;
• The necessary changes are not always welcomed and accepted by the organization’s employees, although they are aimed at increasing the level of productivity;
• Not all general methods may apply to a specific organization.

How to benchmark a company yourself

There is simply no procedure that suits every company. Each company develops it themselves.

We can give only a few tips that you can rely on in the process:

• Select for comparison only those processes or services whose performance is unsatisfactory. Comparing indicators with which everything is in order will only lead to a waste of time and money;
• Do not select too extensive a list of indicators or processes for analysis;
• Prepare the company or enterprise for the fact that changes in activities are planned;
• Gather a group of highly qualified specialists;
• Use the appropriate software to make the process easier.

An example of benchmarking in an enterprise

The example of the Ford automobile company is very illustrative. In the 90s of the last century, benchmarking was carried out in order to improve the company's shaky position in the market. The company's specialists conducted internal research on a large number of car models to study the advantages of each and identify the models that were preferred by consumers.

For each criterion, the best car in its class was identified, and based on this, a strategy was developed to exceed the highest performance.

The result of the analysis was a car that received the title “Car of the Year”. Gradually the peaks achieved were lost again.

The company's management ultimately came to the understanding that benchmarking is a continuous process and cannot be considered a one-time process.

To summarize, I would like to say that benchmarking allows you to find out why a competing company has achieved significant success in its field of activity, and what specific actions led to a positive result. Analyzing just one of these indicators will not provide a complete picture of the company’s activities. Comparisons must be made based on similar indicators in similar areas of activity.

Sabatkoev T. R., Sultanov R. R. Logistics and supply chain management. 2012. No. 2 (49). pp. 25-32.

In this article, we describe the benefits of integrating counterparties not only within a single supply chain, but also between counterparties in different supply chains around the world. To date, there is no single methodological approach to integration with companies outside the supply chain. However, with a thoughtful approach to providing your information, all risks from integration between counterparties of different supply chains are minimized, and the benefits of integration with counterparties from other supply chains make it possible to significantly improve the efficiency of each individual company, increasing its competitive advantages. Next, we will show what basic issues integration can solve at the macro level, what modules the system should consist of, and what principles the work should be guided by.

Ermakov S. A. Scientific works of the Labor Market Research Laboratory. WP15. National Research University Higher School of Economics, 2011. No. 01.

Russia is the world leader in the share of smokers among the adult population. It is believed that the negative impact of smoking on wages is manifested through additional loss of working time and a decrease in labor productivity caused by deteriorating health among smokers. Our calculations based on data from the Russian Monitoring of the Economic Situation and Health of the Population (RMES) revealed that monthly fines in the earnings of smokers are equal to 4.3%. The results obtained show that throughout the country, smoking addiction causes damage to the national economy in the amount of more than 183.6 billion rubles. per year from possible underproduction of the total product, associated to a large extent with the decrease in productivity caused by smoking.

For the first time, the textbook systematically comprehends domestic experience in the development of social investments and social partnerships, assessing their effectiveness, including using the author’s findings obtained from participation in the development and implementation of a number of federal and regional projects and programs; activities of organizations ensuring the development of social investments and social partnerships; participation in the expert group of the Ministry of Regional Development on single-industry towns. Some of these developments are priority ones and a certificate of authorship has been obtained for them. The main text is accompanied by reference material: a list of international and domestic organizations involved in social and humanitarian expertise; characteristics of international social reporting standards; methods for assessing the effectiveness of social investments and social partnerships; list of recommended literature; glossary. Designed for teachers and students at undergraduate and graduate levels in the faculties of management, sociology, and applied political science. Can be used in practical activities to organize effective social investments and social partnerships, in the development and implementation of social policy at the corporate and regional levels.

Gorshenin V.P., Molodchik A.V., Sviridova L.V. and others. Nizhny Novgorod: University Book, 2005.

The article is devoted to one of the popular tools of strategic analysis - benchmarking, aimed at finding sources of increasing business efficiency through analysis of the company's activities in comparison with advanced management and technological practices. Over the past 3 years, benchmarking has been a leader in popularity among management tools.

The problem of improving the quality and availability of services is systemic. The level of quality and availability of services depends on many factors related, first of all, to the satisfaction of service recipients, compliance with regulatory requirements for the provision of services, the presence of orientation towards the preferences of service recipients, as well as the efficiency of executive authorities, local governments, organizations related to the provision of services. Ensuring sustainable growth in the quality of provision of state and municipal services is a priority task of the government of the Yaroslavl region. The paper analyzes the experience of implementing a benchmarking system for the quality of public services in the Yaroslavl region in 2010. Benchmarking the quality of public services in the Yaroslavl region is understood as a mechanism that will allow on an ongoing basis to assess the level of quality of service provision, including the satisfaction of service recipients, and identify existing shortcomings in the provision of services. and take measures aimed at improving their quality.

One of the main tasks of any industrial enterprise is to make a profit based on the production of high-quality and competitive products. For the most part, production companies in the meat industry are not full-cycle enterprises, i.e. are divided into farms engaged in raising live cattle and poultry, slaughterhouses, meat processing plants and meat processing plants. The latter are the final link in the supply chain of raw materials of animal origin. For such companies, it is important to organize the procurement process in such a way as to constantly have a sufficient quantity of high-quality meat resources for production and to minimize losses associated with the forced sale, often at a discount, of excess volumes of incorrectly calculated and purchased raw materials in order to prevent their spoilage, and also avoid unnecessary costs associated with their storage. We bring to your attention one of the options for solving this problem.

Sabatkoev T. R., Sultanov R. R. In the book: Flexibility and adaptability of global supply chains. St. Petersburg: 2012. pp. 147-153.

In this article we describe a system that allows you to organize effective inventory management for 40 suppliers of various perishable products. The presented system consists of modules that can be improved individually: demand planning, inventory management, procurement planning and KPI reporting. The described system was implemented in a real distribution company specializing in perishable food products for 600 SKUs, which made it possible to increase inventory turnover by 7% while maintaining the customer service quality indicator at the same level.

Benchmarking is understood as a systematic comparison of organizational processes and operational efficiency, carried out on the basis of pre-selected indicators (Fig. 1). The purpose of benchmarking is to identify the gap between the best results achieved and those the company currently performs in order to develop new standards and/or improve processes.

There are four types of benchmarking.

1. Internal - comparison of performance results and techniques used in different divisions of the company, i.e., in business units.
2. Competitive - comparison of the company's performance and performance with the performance and performance of its direct competitors.
3. Functional - comparison of indicators and performance results of companies from the same industry.
4. General - comparison of indicators and performance results of companies from different industries, carried out to find the most effective methods of work.

All types of benchmarking can be beneficial, as they allow a company to better understand its strengths and weaknesses, identify problems and possible ways to eliminate them; they also set standards, set new directions, and generate new ideas designed to improve company performance.

Benchmarking methods vary depending on situational characteristics and/or explanatory factors that help explain differences in performance between companies being compared. Moreover, some benchmarking techniques identify expected trends and how the most effective practices will be developed. Other practical issues may be explored during this analysis.

When to use the model

The choice of benchmarking type depends on the goal. Keeping in mind that what is conceived and its implementation in practice usually do not have a 100% coincidence, we can formulate the purpose of benchmarking as follows: it is a method of obtaining an answer to one of the following questions.

• How good are we at what we do?
• Are we as good at what we do as others?
• How can we improve our performance?

The scope of a benchmarking project is determined by the impact it is likely to have on the company, how freely the results obtained from it can be communicated openly to all stakeholders to increase the likelihood of success in improvement projects, and the effort that required to achieve results that play an important role in practice.

How to use the model

Ideally, companies (or any other similar structures) participating in benchmarking should show higher or at least the same results as the company (structure) being studied, which in this case is called the target. You can find such companies with the help of experts and through specialized publications. However, differences in products, processes, structures, or leadership and management styles can make it difficult to compare companies.

This difficulty can be overcome by using one practical technique. Research shows that it is possible to compare companies included in the sample using explanatory factors. Thus, the reliability of delivery of goods to the consumer depends, among other things, on the complexity of the product. Therefore, a number of companies with approximately the same complexity of products will have similar indicators for this quality, which makes it possible to form a homogeneous group for benchmarking delivery reliability (Fig. 2 and 3).

Assumptions made about the target company's performance may be more accurate if benchmarking is applied to an indicator (for example, delivery reliability) taking into account several explanatory factors.

Benchmarking requires the following (sometimes overlapping) steps.

1. Determine the scope of the project.
2. Select your benchmarking partner(s).
3. Determine the assessments, indicators, and method for collecting the required data.
4. Collect data.
5. Analyze the differences, identify the facts behind the numbers.
6. Present the results of the analysis and discuss their implications in terms of the (new) objectives.
7. Track the dynamics of the event (monitor) using ongoing benchmarking.

conclusions

Benchmarking is not easy at all. Too often, managers or consultants resort to benchmarking on their own initiative, forgetting to select in advance the necessary indicators or tools for conducting serious detailed analysis and presenting its results. It’s hard to argue with the fact that many benchmarking projects end unsuccessfully. Comparison of organizational processes and performance of companies carried out in benchmarking is similar to such a futile exercise as comparing dissimilar objects like apples and pears. Even if benchmarking is done correctly, significant differences in performance can be explained by the fact that “we are not like them”, and this “alienation syndrome” prevents benchmarking from being used as a mechanism to help set the company on a path of change to achieve better results. results. In addition, the presence of competition may hinder the free flow of information; sometimes this happens even within a company.

By using explanatory factors, benchmarking helps a company obtain comparative data that allows managers and executives not only to improve performance (in fact, indicate opportunities for improvement), but also to show original and at the same time proven solutions that can overcome very difficult problems. problems. We therefore argue that we should encourage differences among companies within a homogeneous group rather than try to exclude “dissimilar” members on the grounds that their products or processes are “not comparable” to others.

Using the experience of leaders in your industry, focusing on their proven developments in organization, production, management, etc., it is easier to achieve a comparable level for your company and even gain an advantage. A method based on a scrupulous analysis of other people’s experience, with the introduction of the best practices, the purpose of which is to optimize and increase the efficiency of one’s own business, is called.

How to effectively use competitor analysis (and more)

Before starting the research, the first step is to select a standard whose effective operation and commercial success are undoubted. Direct competitors, enterprises in the same industry, and even companies operating in completely different areas, but the most advanced in terms of organization of production, management and marketing, can be used as a standard.

There are several types of benchmarking:

Competitive. Involves a comparative analysis of competitors (similar products, implemented business processes, competitive advantages).

General. The best practices of companies in any industry other than the one in which the company using benchmarking operates are studied and adopted.

Functional. The work of individual departments, the performance of specific functions (personnel management, procurement, logistics, etc.) of similar companies, not necessarily competitors, are compared.

Naturally, in the case of direct competitors, no one will reveal their cards voluntarily. Several analysis techniques are used here: purchasing competitor’s goods and studying their advantages, surveying employees of related companies (common suppliers, for example), direct purchase of information, attracting leading employees of a competitor to work in your business. The most important thing is not just to study and understand the pros and cons of others, but to identify your own mistakes and shortcomings and introduce the best into your business.

Why blind imitation doesn't work

Through benchmarking, examples of better and more efficient solutions and practices are tailored to a specific business. It is important not to use direct copying, but to synthesize something of your own, since simply copying the leader, who is taken as a standard, inevitably puts your business in the role of eternal catch-up. It is important to understand the purpose of introducing someone else’s experience, to compare the cost of innovation and the magnitude of the achieved result. For example, an ERP management system is not needed for a small company.

Benchmarking must be carried out continuously so as not to stagnate, not to lose competitive advantage and to constantly stay ahead. It is an ongoing process of improving business performance based on evaluating the products, services and performance of the strongest companies. This is constant analysis, development and implementation of improvements, business optimization.

Examples of successful benchmarking

One example of a classic method of analysis and implementation is considered to be the development of the XEROX Corporation, which includes 10 steps divided into four stages:

Preparation. The benchmarking object is identified, comprehensively assessed in terms of money, all available information is analyzed, and an enterprise is selected for comparison.

Analysis. The main parameters (quality, time and money costs, customer satisfaction) are compared, ineffective ones are identified, and the reasons why others do better are determined.

Implementation. Goals are set and optimization strategies are determined, the enterprise achieves awareness of the need for changes, and a plan for them is drawn up. Changes are implemented with mandatory effectiveness monitoring.

Repetition. Over time, all innovations become standard on the market and require updating. Therefore, benchmarking is carried out according to a new cycle.

In the course of analyzing the effectiveness of other companies, XEROX changed the procedure for storing finished products, launched two-level distribution (by the way, for the first time in Russia), accelerated the assembly of products in areas where manual labor was required, etc. Studying and implementing the best practices of many companies has provided XEROX with a competitive advantage.

A case in point are benchmark comparisons conducted by Ford. Benchmarking was carried out in the nineties in order to improve the company's shaky position. A global study of more than 50 car models was conducted to study their benefits and consumer preferences. Determined for each attractive property