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Becoming the most efficient
international bank in the world:
Transformation of the purchasing
function in Santander
Santander at a Glance
 We are the international banking group
 with the largest branch network…                … one of the largest banks by market capitalization..




    1000 3000 6000 7000 8000 11000 13000 16000




 generating recurring results…

  Net operating income
  EUR billion,                                                          With more than 190.000 employees
                                                                        serving more than
                                                                        102 million customer worldwide
Efficiency is a strength and a fundamental
part of our business model
     Efficiency Ratio vs. Peers* (%)
    2011 data




         Santander is the most efficient international bank in the world
Santander’s journey transforming its
purchasing function
                                                                                     Evolution to a
                                                                                     •



                                                                                     new model
                                                  Global Purchasing
                                                  •




         Traditional
         •




             2004
             •                                •2005-2007                         2008 -
                                                                                 •




  • Focus on price                       • e500 project to reduce costs          • Corporate Cost & Procurement
  • Distributed function                 • Local and Global Category structure     Model
    (15% purchasing perimeter)           • Centralization from business units    • Total outsourcing of the purchasing
  • Transactional focus                  • Specialization of categories in         function to Aquanima
  • Administrative nature of resources     Aquanima
  • Some eProcurement                    • Increased online negotiations
Lever 1: Cost Management &
Procurement Model
                     Spend Request    Spend Approval Forums

 Budget Managed by
   the CMU Head




                     Reserved Funds      Spend Challenge      Contracts, PO’s & Invoices




             Demand management savings                 Negotiation savings
Lever 2: Outsourcing of the
purchasing function to Aquanima


                Responsibilities          Relationship model


                     eSourcing
                                    Key Account Managers

   Purchasing                       Annual purchasing plans with
    Factory          Contract
                    Management       shared objectives

                                    Corporate SLA’s
                   eProcurement
                                    Global organization with local
                                     presence

                        SRM
Santander’s Purchasing Key Figures
    Purchasing Perimeter                                                                                      Savings
    €millions, % of Third Party Payments                                                                      €millions, % of Perimeter
                                                                                                              Negotiated
                                                       5,651                                                                                                531
                                                                                                                                501           503
                                         4,654
                           3,903

             2,961
                                                                                                                  235

     •       75%   •       83%   •       79%   •        77%
                                                                                                         •        8%    •       14%   •       14%   •       13%


         •    08       •    09       •    10       •    11                                           •            08        •   09        •   10        •   11


                                                            Online Negotiation
                                                                                                    1,999
                                                            €millions


                                                                                        1,271
                                                                            1,055

                                                               593




                                                        •       08      •     09    •    10     •            11
Aquanima is expert in cost management
with a presence in 11 countries and over 10
years of experience

                                     UK   ALEMANIA


                 USA      PORTUGAL
                                                     • Presence in 11 countries. Corporate
                             ESPAÑA                    headquarters in Madrid (Spain)
    MÉXICO
                                                     • A multidisciplinary team of more than 250
                                                       procurement specialists
                                                     • Negotiated volume exceeds 18 Billion € in
                                                       over 30.000 negotiations generating savings
             COLOMBIA          BRASIL                  of 12% (2.2 Billion €)
                                                     • Commercial model based in a percentage of
                              URUGUAY
                  CHILE                                savings
                            ARGENTINA
Our experience has shown us there are 4 key
success factors needed to capture long term
optimizations

                          SPECIALIZATION




                          CENTRALIZATION




            METHODOLOGY                    TECHNOLOGY
We are specialists in more than 120
  categories at a global level                                                                                                 Specialization




                                    Main categories                                                                              Centralization
               1145
                                                                                                                        Methodology          Technology
                      812
                             527
Volume
                                   385                                                                                 NOT EXHAUSTIVE
Negotiated                               336
(MM€)                                          296   252
                                                            139
                                                                                               • Deep knowledge of the supply markets
                                                                  105   98    74    51    33     with proven experience – locally/globally
                                                                                               • Continuous standardization and
               2149                                                                              optimization of specifications and
Number of
                      1423
                             596
                                                     1004                                        processes to optimize the TCO
negotiations                                                                  346
                                   154
                                               233
                                                                                    203
                                                                                               • Exchange of Best Practices among
                                         138                            100
                                                            29    26
                                                                                          54    industries and geographies
                                                                                               • Healthy debate with the business units to
                                                                                                 increase competition while ensuring quality
Our disciplined approach uses several levers to
generate savings in an efficient way
                                                                                                                                                                                               Specialization
“Scientific” approach:
                                     Define           Negotiate with
    Identify need
                                     sourcing         suppliers                                                                                                                               Centralization
    and current
                    Send RFI and     strategy and
    situation.                                                                                                  Award
                    analyze market   establish        RFP   Rounds eAuction                                                                                                         Methodology                   Technology
    Establish
                                     objectives and
    collaboration
                                     commitments




Close team work with business units:                                                 Spend Management




                                                                                                                                                                                              improvement
                                                                                                                                                                                              Process
                                                                                                                                                                     Reengineering
                                                                                                                                                                     Logistics Integration
                                                                                        Optimization                                                                 Joint R+D with

•   Technical specifications definition                                                                                                                               supplier

                                                                                                                   Volume consolidation
•
                                                                                                                                             Spec Reconfiguration
    Approval of RFQ
•   Supplier participation                                                            New supplier




                                                               Global vs. Regional
                                                                                                                  Reduction of supplier




                                                                                                                                                                                              relationships
                                                                                                                                                                                              Restructuring the
                                                                                       development                 portfolio                                         Strategic alliances
                                                                                                                                            Standardization




                                                                   Sourcing
•   Results approval                                                                  Geographical
                                                                                       expansion
                                                                                                                  Purchasing
                                                                                                                   consolidation            Normalization
                                                                                                                                                                     SRM: Key suppliers
                                                                                                                                                                      development
                                                                                      Concentration with         Volume redistribution    Substitute products     Supply chain
                                                                                       other companies            Grouping with similar                              integration
                                                                                                                   “categories/Families”

Templates:

                                                                Best price Open
                                                                                      Credible market threat
• RFQ’s by category (Penalties, SLAs, Quality                     Benchmark
                                                                                      Price renegotiation
                                                                                      Open cost structure                                            Spend Management
                                                                                       negotiations based on
  measurement, etc.)                                                                   “win & win” premise                                                Innovation
• Contracts
Our technology creates competitive markets
    maximizing savings
                                                                                                                                  Specialization


 Electronic catalogs:

                                                                                                                                  Centralization


                                                                                                                         Methodology        Technology




                                                                                •   Average savings
                                                                                •   2011*

                                                                                                            14,3 %
                                                                                           46%

                                                                                           9,8%


Online Negotiations:
• Understood as a key tool and the final step of a process
• Increased transparency with the supply market
• Efficient price definition process by the market with real-time information
                                                                                    % offline savings   Online savings
We have significant experience in using
different kinds of online negotiations to
obtain the best results
                          Least complex                                                                               Most complex




    Type              Based solely on      Qualitative        Complex formulas Closed                    Alternative award        Successive
                      price                parameters                          envelope                  scenario                 Rounds


    Characteristics   • Cost per           • Technical        • Use of financial    • Similar to offline • Several specialists    • Restrictions on
                        article/             weighting of       models with large     sealed envelope      vs. generalist           award depending on
                        reference            offers (previous   number of             tender bidding       combining diverse        how the event
                                             experience, user variables                                    items as a single        unfolds
                      • Simple                                                      • Large gap
                                             assessment)                                                   supplier
                        formula: price                        • Application of        between first                               • Market alignment
                        x quantity         • Adding up of       discounts by          and second         • Contract with a
                                             supplier’s         volume scales         placed bidder        term of one or
                                             specific costs                                                several years
                                             (cost of change)
                                                                                                         • 3- to 5-year
                                                                                                           guarantee

    Examples          • PCs                • Temp Agencies    • Advertising         • Account            • IT maintenance         • Maintenance of
                                                                                      statements in                                 premises
                      • Promotional gifts • Sales force       • Outplacement                             • Purchase of PCs
                                                                                      color
                                                                                                                                  • Storage of
                      • Printed material   • Lap tops         • Training                                 • Hotels
                                                                                    • Advertising                                   mainframes
                                           • Hotels                                                      • Exterior advertising
                                                                                    • ATMs
Increasing the purchasing perimeter
is a continuous and challenging task                                       Specialization




Why?                                                                     Centralization


• Sustains high average savings over time                         Methodology          Technology




• Increases the visibility and value of the purchasing function
• Creates professional challenges for the team


Where?
• Non-traditional categories like Marketing, HR, Consultancy
• New business units like Real State Company, Leasing & Renting
• Income related categories like Debt collection
Success story: Marketing Media Advertising
Previous situation and strategies implemented

 Customer of the financial sector with global operations
  needed to optimize the contract conditions of media
  advertising

 Comprehensive planning and media purchasing service:
  Online and Offline

 Identification, evaluation and approval of media agencies in
  each market

 Increase competition in “certified” media agencies exploiting
  the difference in fees, commissions and rappels
                                                                  Results achieved in media advertising
 Open and transparent category cost structure: media cost,
  agency commission, Rappel
                                                                     • 329 MM € negotiated
 Target type weighing (Adults, Housewives,etc.) combining:
                                                                     • 36 MM € (10,8%) savings
   Media Mix
   Prime time
                                                                     • 730 negotiations
   Round position
   Formats
                                                                     • 10 clients
Thank you
Andrés Franco – andres.franco@aquanima.com - +34619261650 www.aquanima.com

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Becoming the Most Efficient International Bank in the World: Transformation of the Purchasing Function in Santander

  • 1. Becoming the most efficient international bank in the world: Transformation of the purchasing function in Santander
  • 2. Santander at a Glance We are the international banking group with the largest branch network… … one of the largest banks by market capitalization.. 1000 3000 6000 7000 8000 11000 13000 16000 generating recurring results… Net operating income EUR billion, With more than 190.000 employees serving more than 102 million customer worldwide
  • 3. Efficiency is a strength and a fundamental part of our business model Efficiency Ratio vs. Peers* (%) 2011 data Santander is the most efficient international bank in the world
  • 4. Santander’s journey transforming its purchasing function Evolution to a • new model Global Purchasing • Traditional • 2004 • •2005-2007 2008 - • • Focus on price • e500 project to reduce costs • Corporate Cost & Procurement • Distributed function • Local and Global Category structure Model (15% purchasing perimeter) • Centralization from business units • Total outsourcing of the purchasing • Transactional focus • Specialization of categories in function to Aquanima • Administrative nature of resources Aquanima • Some eProcurement • Increased online negotiations
  • 5. Lever 1: Cost Management & Procurement Model Spend Request Spend Approval Forums Budget Managed by the CMU Head Reserved Funds Spend Challenge Contracts, PO’s & Invoices Demand management savings Negotiation savings
  • 6. Lever 2: Outsourcing of the purchasing function to Aquanima Responsibilities Relationship model eSourcing  Key Account Managers Purchasing  Annual purchasing plans with Factory Contract Management shared objectives  Corporate SLA’s eProcurement  Global organization with local presence SRM
  • 7. Santander’s Purchasing Key Figures Purchasing Perimeter Savings €millions, % of Third Party Payments €millions, % of Perimeter Negotiated 5,651 531 501 503 4,654 3,903 2,961 235 • 75% • 83% • 79% • 77% • 8% • 14% • 14% • 13% • 08 • 09 • 10 • 11 • 08 • 09 • 10 • 11 Online Negotiation 1,999 €millions 1,271 1,055 593 • 08 • 09 • 10 • 11
  • 8. Aquanima is expert in cost management with a presence in 11 countries and over 10 years of experience UK ALEMANIA USA PORTUGAL • Presence in 11 countries. Corporate ESPAÑA headquarters in Madrid (Spain) MÉXICO • A multidisciplinary team of more than 250 procurement specialists • Negotiated volume exceeds 18 Billion € in over 30.000 negotiations generating savings COLOMBIA BRASIL of 12% (2.2 Billion €) • Commercial model based in a percentage of URUGUAY CHILE savings ARGENTINA
  • 9. Our experience has shown us there are 4 key success factors needed to capture long term optimizations SPECIALIZATION CENTRALIZATION METHODOLOGY TECHNOLOGY
  • 10. We are specialists in more than 120 categories at a global level Specialization Main categories Centralization 1145 Methodology Technology 812 527 Volume 385 NOT EXHAUSTIVE Negotiated 336 (MM€) 296 252 139 • Deep knowledge of the supply markets 105 98 74 51 33 with proven experience – locally/globally • Continuous standardization and 2149 optimization of specifications and Number of 1423 596 1004 processes to optimize the TCO negotiations 346 154 233 203 • Exchange of Best Practices among 138 100 29 26 54 industries and geographies • Healthy debate with the business units to increase competition while ensuring quality
  • 11. Our disciplined approach uses several levers to generate savings in an efficient way Specialization “Scientific” approach: Define Negotiate with Identify need sourcing suppliers Centralization and current Send RFI and strategy and situation. Award analyze market establish RFP Rounds eAuction Methodology Technology Establish objectives and collaboration commitments Close team work with business units: Spend Management improvement Process  Reengineering  Logistics Integration Optimization  Joint R+D with • Technical specifications definition supplier Volume consolidation • Spec Reconfiguration Approval of RFQ • Supplier participation  New supplier Global vs. Regional  Reduction of supplier relationships Restructuring the development portfolio  Strategic alliances  Standardization Sourcing • Results approval  Geographical expansion  Purchasing consolidation  Normalization  SRM: Key suppliers development  Concentration with  Volume redistribution  Substitute products  Supply chain other companies  Grouping with similar integration “categories/Families” Templates: Best price Open  Credible market threat • RFQ’s by category (Penalties, SLAs, Quality Benchmark  Price renegotiation  Open cost structure Spend Management negotiations based on measurement, etc.) “win & win” premise Innovation • Contracts
  • 12. Our technology creates competitive markets maximizing savings Specialization Electronic catalogs: Centralization Methodology Technology • Average savings • 2011* 14,3 % 46% 9,8% Online Negotiations: • Understood as a key tool and the final step of a process • Increased transparency with the supply market • Efficient price definition process by the market with real-time information % offline savings Online savings
  • 13. We have significant experience in using different kinds of online negotiations to obtain the best results Least complex Most complex Type Based solely on Qualitative Complex formulas Closed Alternative award Successive price parameters envelope scenario Rounds Characteristics • Cost per • Technical • Use of financial • Similar to offline • Several specialists • Restrictions on article/ weighting of models with large sealed envelope vs. generalist award depending on reference offers (previous number of tender bidding combining diverse how the event experience, user variables items as a single unfolds • Simple • Large gap assessment) supplier formula: price • Application of between first • Market alignment x quantity • Adding up of discounts by and second • Contract with a supplier’s volume scales placed bidder term of one or specific costs several years (cost of change) • 3- to 5-year guarantee Examples • PCs • Temp Agencies • Advertising • Account • IT maintenance • Maintenance of statements in premises • Promotional gifts • Sales force • Outplacement • Purchase of PCs color • Storage of • Printed material • Lap tops • Training • Hotels • Advertising mainframes • Hotels • Exterior advertising • ATMs
  • 14. Increasing the purchasing perimeter is a continuous and challenging task Specialization Why? Centralization • Sustains high average savings over time Methodology Technology • Increases the visibility and value of the purchasing function • Creates professional challenges for the team Where? • Non-traditional categories like Marketing, HR, Consultancy • New business units like Real State Company, Leasing & Renting • Income related categories like Debt collection
  • 15. Success story: Marketing Media Advertising Previous situation and strategies implemented  Customer of the financial sector with global operations needed to optimize the contract conditions of media advertising  Comprehensive planning and media purchasing service: Online and Offline  Identification, evaluation and approval of media agencies in each market  Increase competition in “certified” media agencies exploiting the difference in fees, commissions and rappels Results achieved in media advertising  Open and transparent category cost structure: media cost, agency commission, Rappel • 329 MM € negotiated  Target type weighing (Adults, Housewives,etc.) combining: • 36 MM € (10,8%) savings  Media Mix  Prime time • 730 negotiations  Round position  Formats • 10 clients
  • 16. Thank you Andrés Franco – andres.franco@aquanima.com - +34619261650 www.aquanima.com