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Real solutions for real needs Suzana Drakulic November 29th 2011 Setting high ambitions  for your Strategic Procurement  investment
[object Object],Stretch company presentation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Setting high ambitions We care about  results.  To set a high ambition for your Strategic Procurement initiative is a challenging starting point, where to start? Best practices A top performer >50% >95% 37% >75% High Procurement Operations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Risk Management and Decision Support  Yes Yes 65% High Best practices A top performer High High ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Low
Organization maturity and savings achievement … .directly correlates with achieved savings Maturitylevel in a procurement orgnization... Source: Excellence in Purchasing and Supply Management  (joint survey ECB/SMI with McKinsey ” Best-in-class” procurement teams generate up to 270% higher yearly savings compared to those in lower maturity grade within same industry . 1.8% 272% Best-in-class 4.9% High 3.9% Mid 3.2% Low 2.2% Laggards Best-in-class 90 High 83 Mid 72 Low 65 Laggards 58
Key activities Procurement Transformation Spend Optimization Gather, refine and analyze spend data to understand savings potential and realize targets. Clean Data, categorize supplier base and set approach based on strategic importance Organizational Maturity Analysis of the companies KPI´s, tools, processes, spend portfolio and the  organization maturity level.  Create program based on vision and objectives. Category Optimization Implement best in class category approach on relevant categories to optimize relationships and organization Demand Management Optimize requirement process ensuring we get what we really need in time at appropriate service level. Sourcing & Assessment Set processes, strategies and system support  for securing a appropriate contribution and evaluation of the supply market. Contract and Risk management Streamline the contract management process with a common process, templates and Repositories.  Get early alerts on expiring contracts. Spread supplier risk based on indicators such as financial data and quality integrated to the procurement process. Commercial and legal negotiations Understand current sourcing process and define a best practice with increased efficiency and increased results. Process optimization / automation Optimize the procurement related processes, such as procure-to-pay, supplier on boarding or sourcing with best practice business solutions, templates and KPI:s. Compliance Raise the internal awareness of the procurement function to increase spend under management and improve compliance to existing  “procure to pay” agreements.
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Learning Organization (1) Procurement Discipline Skills Description   Level         Basic Intermediate Full Expert Category Management Builds knowledge & understanding of relevant category & supplier strategies .  Able to produce relevant strategies to meet business needs Able to manage basic commodity low value, low risk supplier markets & identify appropriate Category strategy.  Has a level of knowledge about the category - Knows who the suppliers are - Understands the basics of the marketplace Understands and develops category strategy for high value, low risk supplier markets & implements appropriate strategy - Has a high level of knowledge about the category - Is aware of the current supply base, both local and international - Starting to apply strategic analysis tools in order to leverage this knowledge Develops, communicates & implements supplier Category strategies for performance partners & strategic alliance suppliers  - Has a high level of knowledge of the category and marketplace - Is aware of potential emerging suppliers and replacement technologies as well as the current situation - Links Category Knowledge to use of Strategic Analysis tools and insight to create sourcing strategy Undertakes 'make v buy' assessments and develops outsourcing / JV strategies;  Capable of moving the market place where appropriate
Learning Organization (2) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Supplier Categorisation & Relationship ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Strategic Supplier 50-100 Partner 5-10 Specialist 200-300 Relationship =  Distant Contract Management - simple metrics / automated  Opportunity Management - rare / by exception Supplier Contact -  minimal / transactional  Customer / Supplier Contact -  leave it alone Supplier Development -  unlikely (except ‘e’) Revenue Generation -  assist by invitation only Business Risk Low High Opportunity High
[object Object],[object Object],[object Object],[object Object],Bigger Bolder Category Projects
Maturity - Contract Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Laggard Basic Medium Best in class High
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Culture of Compliance
[object Object],[object Object],[object Object],[object Object],[object Object],Transforming Procurement - key success factors
Real solutions for real needs. THANK YOU!  Contact details; [email_address] +46720013500 www.stretch.se

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Stretch Ariba Commerce Strategic Procurement

  • 1. Real solutions for real needs Suzana Drakulic November 29th 2011 Setting high ambitions for your Strategic Procurement investment
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  • 4. Organization maturity and savings achievement … .directly correlates with achieved savings Maturitylevel in a procurement orgnization... Source: Excellence in Purchasing and Supply Management (joint survey ECB/SMI with McKinsey ” Best-in-class” procurement teams generate up to 270% higher yearly savings compared to those in lower maturity grade within same industry . 1.8% 272% Best-in-class 4.9% High 3.9% Mid 3.2% Low 2.2% Laggards Best-in-class 90 High 83 Mid 72 Low 65 Laggards 58
  • 5. Key activities Procurement Transformation Spend Optimization Gather, refine and analyze spend data to understand savings potential and realize targets. Clean Data, categorize supplier base and set approach based on strategic importance Organizational Maturity Analysis of the companies KPI´s, tools, processes, spend portfolio and the organization maturity level. Create program based on vision and objectives. Category Optimization Implement best in class category approach on relevant categories to optimize relationships and organization Demand Management Optimize requirement process ensuring we get what we really need in time at appropriate service level. Sourcing & Assessment Set processes, strategies and system support for securing a appropriate contribution and evaluation of the supply market. Contract and Risk management Streamline the contract management process with a common process, templates and Repositories. Get early alerts on expiring contracts. Spread supplier risk based on indicators such as financial data and quality integrated to the procurement process. Commercial and legal negotiations Understand current sourcing process and define a best practice with increased efficiency and increased results. Process optimization / automation Optimize the procurement related processes, such as procure-to-pay, supplier on boarding or sourcing with best practice business solutions, templates and KPI:s. Compliance Raise the internal awareness of the procurement function to increase spend under management and improve compliance to existing “procure to pay” agreements.
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  • 13. Real solutions for real needs. THANK YOU! Contact details; [email_address] +46720013500 www.stretch.se

Editor's Notes

  1. Visons, Objectivs and KPI´s