Internationaal ondernemen examenvragen
Vragen PowerPoint 1
1. What significant changes did we see in the industrial procurement process
of large companies over the last 25 years ? What impact did these changes
have on the seller ? Illustrate with your own examples.
Vertaling: Welke belangrijke veranderingen zagen we de afgelopen 25 jaar
in het industriële aankoopproces van grote bedrijven? Welke impact
hadden deze veranderingen op de verkoper? Illustreer met je eigen
voorbeelden.
Deel 1
First, we saw an increased status of the purchaser (koper). On top of that
we got both indirect and direct procurement which means that with direct
procurement those are goods that are used in the production and indirect
procurement are goods and services supporting operations. There was also
a change in this, central procurement where we buy all our goods with the
same supplier. These days we use less suppliers and try to integrate our
supplier into the procurement into our chain. Another important change is
the quality. Nowadays the quality gets extremely important. Quality used
to be less important.
Deel 2
For sellers, these changes mean they must focus on building stronger
relationships with fewer customers. They need to deliver not just good
prices but high-quality products and even offer additional services, like
advice or customization. Sellers also need to understand the company’s
supply chain and work closely with them.
Example
If a company sells car parts, they must ensure the parts meet strict quality
standards. They may even need to deliver parts just-in-time to fit into the
manufacturer’s production schedule. If the seller can do this well, the
buyer will continue working with them, ensuring a long-term partnership
2. In industrial sales, as a small local supplier, you have little chance of
getting into business with large multinational companies. Discuss this
statement.
Vertaling: In de industriële verkoop heb je als kleine lokale leverancier
weinig kans om zaken te doen met grote multinationals. Bespreek deze
bewering.
Businesses nowadays are using the strategy central procurement so that
means that they try to buy all their goods from the same supplier. But
, these enourmous amount of goods are too much for small local suppliers.
Small players are pushed away, suppliers must get bigger and bigger to
sell to big businesses because they buy in big amounts.
3. In the procurement process of large organizations, there are strong group
dynamics, but we should also not lose sight of the psyche of the individual
buyer. Clarify this statement.
Vertaling: In het inkoopproces van grote organisaties is er een sterke
groepsdynamiek, maar we mogen ook de psyche van de individuele koper
niet uit het oog verliezen. Verduidelijk deze uitspraak.
Deel 1
In the procurement process of large organizations, decisions are often
influenced by group dynamics, as many people with different roles and
responsibilities are involved. Every person has a role, these roles include
users, decision-makers, gatekeepers, influencers, and buyers. So
depending on which person you are, you will act differently and have
selective retention. therefore you will unconsciously influence the group.
Users: users of the product or service.
Deciders: Those who make the final decision.
Gatekeepers: Those who control access to information or people.
Influencers: Individuals who influence the purchase decision through
their opinions.
Buyers: Buyers who are responsible for negotiating and purchasing.
Ter info…
On the other hand, every person in the group has its own power. Which
person has which influece in the buying process. There are 5 sorts of
power the rewarding, coercite, attraction, expertise and status.
Rewarding: Power by offering benefits.
Coercion: Power through pressure or punishment.
Attraction: Power based on personal charm.
Expertise: Power through knowledge and experience.
Status: Power through a high position in the organization.
Deel 2
At the same time, it is important to remember that each individual in the
group has their own personal motives and ways of processing information.
Risk avoidance
o Avoiding internal and external uncertainty
o Mitigating internal and external consequences
Personal informatin processing
o Selective exposure: je stelt je open voor info waarin jij gelooft
, o Selective retention: het beter onthouden van informatie die je
overtuigingen bevestigt
Personal influence and evaluation criteria
4. Explain the concept of the Kraljic matrix and discuss the practical
usefulness of this tool.
Vertaling: Het concept van de Kraljic-matrix uitleggen en het praktische
nut van dit hulpmiddel bespreken.
Deel 1
The Kraljic matrix is a tool for supplier segmentation and purchasing
strategy. It categorizes goods or services based on two criteria
(leverancierssegmentatie + inkoopstrategie). This framework helps
organizations analyze procurement priorities and tailor their approach to
different supplier types.
Risk: which includes supply risk and market complexity.
Profitability: focusing on financial and profit impact.
Deel 2
The Kraljic matrix is practical because it helps businesses optimize
resources and manage risks effectively. It also gives you the explanation
on the possible strategy you must use for your item.
For example: high-risk, high-profit items require partnerships (few
suppliers), while low-risk, low-profit items need minimal effort. You can
choose between a lot of suppliers. By aligning strategies with supplier
characteristics, companies improve efficiency and resilience in their supply
chain.
Non-critical items (low supply risk & low profit impact)
o Low value products with little impact on the profit
o Strategy: simplyfying and automate purchasing processes to
reduce administrative costs
Vb: stationary
Leverage items (low supply risk & high profit impact)
o Standardized products that are available but have a
significant financial impact.
o Strategy: divide and rule
Vb: packaging materials
Strategic items (high supply risk & low profit impact)
o Critical for business that are essential to the business and
have few suppliers.
o Strategy: build close relationship with supplier to ensure long
term collaboration
Vragen PowerPoint 1
1. What significant changes did we see in the industrial procurement process
of large companies over the last 25 years ? What impact did these changes
have on the seller ? Illustrate with your own examples.
Vertaling: Welke belangrijke veranderingen zagen we de afgelopen 25 jaar
in het industriële aankoopproces van grote bedrijven? Welke impact
hadden deze veranderingen op de verkoper? Illustreer met je eigen
voorbeelden.
Deel 1
First, we saw an increased status of the purchaser (koper). On top of that
we got both indirect and direct procurement which means that with direct
procurement those are goods that are used in the production and indirect
procurement are goods and services supporting operations. There was also
a change in this, central procurement where we buy all our goods with the
same supplier. These days we use less suppliers and try to integrate our
supplier into the procurement into our chain. Another important change is
the quality. Nowadays the quality gets extremely important. Quality used
to be less important.
Deel 2
For sellers, these changes mean they must focus on building stronger
relationships with fewer customers. They need to deliver not just good
prices but high-quality products and even offer additional services, like
advice or customization. Sellers also need to understand the company’s
supply chain and work closely with them.
Example
If a company sells car parts, they must ensure the parts meet strict quality
standards. They may even need to deliver parts just-in-time to fit into the
manufacturer’s production schedule. If the seller can do this well, the
buyer will continue working with them, ensuring a long-term partnership
2. In industrial sales, as a small local supplier, you have little chance of
getting into business with large multinational companies. Discuss this
statement.
Vertaling: In de industriële verkoop heb je als kleine lokale leverancier
weinig kans om zaken te doen met grote multinationals. Bespreek deze
bewering.
Businesses nowadays are using the strategy central procurement so that
means that they try to buy all their goods from the same supplier. But
, these enourmous amount of goods are too much for small local suppliers.
Small players are pushed away, suppliers must get bigger and bigger to
sell to big businesses because they buy in big amounts.
3. In the procurement process of large organizations, there are strong group
dynamics, but we should also not lose sight of the psyche of the individual
buyer. Clarify this statement.
Vertaling: In het inkoopproces van grote organisaties is er een sterke
groepsdynamiek, maar we mogen ook de psyche van de individuele koper
niet uit het oog verliezen. Verduidelijk deze uitspraak.
Deel 1
In the procurement process of large organizations, decisions are often
influenced by group dynamics, as many people with different roles and
responsibilities are involved. Every person has a role, these roles include
users, decision-makers, gatekeepers, influencers, and buyers. So
depending on which person you are, you will act differently and have
selective retention. therefore you will unconsciously influence the group.
Users: users of the product or service.
Deciders: Those who make the final decision.
Gatekeepers: Those who control access to information or people.
Influencers: Individuals who influence the purchase decision through
their opinions.
Buyers: Buyers who are responsible for negotiating and purchasing.
Ter info…
On the other hand, every person in the group has its own power. Which
person has which influece in the buying process. There are 5 sorts of
power the rewarding, coercite, attraction, expertise and status.
Rewarding: Power by offering benefits.
Coercion: Power through pressure or punishment.
Attraction: Power based on personal charm.
Expertise: Power through knowledge and experience.
Status: Power through a high position in the organization.
Deel 2
At the same time, it is important to remember that each individual in the
group has their own personal motives and ways of processing information.
Risk avoidance
o Avoiding internal and external uncertainty
o Mitigating internal and external consequences
Personal informatin processing
o Selective exposure: je stelt je open voor info waarin jij gelooft
, o Selective retention: het beter onthouden van informatie die je
overtuigingen bevestigt
Personal influence and evaluation criteria
4. Explain the concept of the Kraljic matrix and discuss the practical
usefulness of this tool.
Vertaling: Het concept van de Kraljic-matrix uitleggen en het praktische
nut van dit hulpmiddel bespreken.
Deel 1
The Kraljic matrix is a tool for supplier segmentation and purchasing
strategy. It categorizes goods or services based on two criteria
(leverancierssegmentatie + inkoopstrategie). This framework helps
organizations analyze procurement priorities and tailor their approach to
different supplier types.
Risk: which includes supply risk and market complexity.
Profitability: focusing on financial and profit impact.
Deel 2
The Kraljic matrix is practical because it helps businesses optimize
resources and manage risks effectively. It also gives you the explanation
on the possible strategy you must use for your item.
For example: high-risk, high-profit items require partnerships (few
suppliers), while low-risk, low-profit items need minimal effort. You can
choose between a lot of suppliers. By aligning strategies with supplier
characteristics, companies improve efficiency and resilience in their supply
chain.
Non-critical items (low supply risk & low profit impact)
o Low value products with little impact on the profit
o Strategy: simplyfying and automate purchasing processes to
reduce administrative costs
Vb: stationary
Leverage items (low supply risk & high profit impact)
o Standardized products that are available but have a
significant financial impact.
o Strategy: divide and rule
Vb: packaging materials
Strategic items (high supply risk & low profit impact)
o Critical for business that are essential to the business and
have few suppliers.
o Strategy: build close relationship with supplier to ensure long
term collaboration
