Slides from the September 2012 Procurement Leaders Executive Webcast: learn how supply chain leader CEVA Logistics is leveraging its procurement function to boost business performance, through the implementation of strategic e-sourcing programs for their critical and complex spend categories. CEVA’s CPO presents advanced e-sourcing case studies highlighting their use of CombineNet ASAP as well as advanced spend analysis solutions.
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Procurement Leaders and CombineNet 2012 Webcast: Featuring CEVA Logistics' CPO
1. Staying focused on procurement’s business value: CEVA’s CPO shares strategy
Steve Hall Simon Boggis FCIPS Jennifer Sikora
Moderator CPO & Executive Vice President Global VP Marketing
Procurement Leaders Procurement CombineNet, Inc
CEVA Logistics
25th September 2012
3:00pm BST | 4:00pm CEST | 10:00am EST
11. CEVA in a nutshell
Revenue: €7 billion
Employees: over 51,000
Locations: over 1,000
Presence: in over 170 countries
Combined storage space:
10 million sq m
Figures for Year Ended, 31 December 2011 11
CEVA's Procurement function | Creating superior value
12. Balanced sector portfolio
Other 7%
Automotive 28%
Energy 6%
Industrial 16%
Consumer & Retail 21%
Technology 22%
12
CEVA's Procurement function | Creating superior value
13. Strong and diversified customer base
CEVA's Procurement function | Creating superior value
14. CEVA’s Procurement function
Diverse global team
Supported by innovative
Global team Rigorous process
technology
•Diverse community of •Five step sourcing •Spend Analysis – C-GAP
procurement professionals methodology •eSourcing Solutions
•Experienced team with •Supplier performance •BAIT – savings tracking
category expertise driving management solution
thought leadership and •Balanced scorecard •GUARD – asset
shared best practices (including risk evaluation). redeployment solution.
•Center-led eSourcing
program and strategy.
• Category Management: global, regional and local approach
• Supplier Relationship Management: think globally, act locally
• Risk Management: assessment, management, monitoring
• Global Procurement Accredited by Chartered Institute of Purchasing and Supply
CEVA's Procurement function | Creating superior value
15. Market conditions are driving requirements for
innovative sourcing solutions
• Requirements for better quality and
• More demanding end customers
more adaptive service and products
• Classic strategic sourcing models
• Demand for higher flexibility in
are inflexible and in fact limit the
operations
options that are on the table
• Ability to foster options and stay flexible –
• Traditional sourcing approaches limit
taking into account such “soft factors” as
the ability of suppliers to suggest or
safety, quality, environmental concerns and
propose alternatives to a standard
overall supplier stability
specification
16. Increased complexity of the supply chain
Early 2000s supply chain Globalization driving increasing complexity
• Component standardization allows production to be
spread globally to optimize costs
• Multi-country sourcing with consolidation hubs before
shipping to end customers
• Supply chain control and visibility are critical
• Compliance to regulations throughout the supply chain
Today’s supply chain
17. CEVA’s eSourcing evolution (2008 – 2012)
Number of e-Auctions
100
50 Traditional Sourcing E-Auctions, Online RFX Advanced eSourcing
0
2007 2008 2009 2010 2011 2012
Completed Categories Ongoing • 2008 – Limited Experience. 100% of e-Auctions supported by
Global Procurement. Limited Number of eSourcing Champions.
Ground Transportation Packaging Optimization
Temporary Labour Intermodal • 2009 & 2010 – Advancing. 20% of addressable spend covered
Office Supplies and Print Payroll by eSourcing. 51 events conducted in major BUs. eSourcing
Policy.
Packaging
Security
Transport Modelling: • 2011 - Building Business Unit competency and eSourcing
Fuel Margins confidence. 75 e-Auctions completed in 2011 covering over
Ground €152 million spend. Global three year eSourcing strategy .
Outsourcing
Rail
Marketing Ocean • 2012 - Strategic approach for category eSourcing. Increase
Air
Hardware value proposition for Business Development and Ocean.
Warehouse Racking Accelerate benefits delivery through Advanced eSourcing -
CombineNet.
CEVA's Procurement function | Creating superior value
18. Where do we want to be in 2013?
Objectives eSourcing Strategy Implementation
• Drive maximum value from advanced eSourcing
solutions (CombineNet)
• Realize business wide engagement
• Drive eSourcing excellence through
organizational capability and impeccable
execution
Deliverables
• eSourcing integration with analytics tools
• Business Units self sufficient
• Reporting of eSourcing savings
• Extended collaboration with functions and
operations teams
Performance Metrics
• Penetration of eSourcing tools: exceeds 50% of
the total addressable spend of the BU projects in
the budgets
• Country eSourcing Competencies - at least one
‘proficiency level 1’ within four geographical
regions (Northern
Europe, SEMEA, Americas, Asia Pacific)
CEVA's Procurement function | Creating superior value
19. CEVA’s strategic approach for category eSourcing
High complexity and low B High complexity and high A
value/spend initiatives value/spend strategic initiatives
High
Advanced e-Sourcing Advanced e-Sourcing
Complexity
Low complexity and D High value/spend and low C
Low value/spend complexity initiatives
Traditional e-Sourcing Traditional & Advanced e-
Quick Wins/Supplier Margin Sourcing - Maximize
Reduction Commercial Advantage
Low Value/Spend High
CEVA's Procurement function | Creating superior value
20. Why advanced eSourcing?
Categories Sourced with CombineNet
Australia and New Zealand
UK Ground Transportation (FTL) European Pallets
Forklift Trucks
• €27 million spend, 1,360 Lanes, • 237 Forklift leases • Netherlands, Belgium, Germany,
42 Suppliers • 20 CEVA sites impacted France
• Six sites, 119 starting postcode • Suppliers bid on same template • Top 10 pallets with historic
locations structure volume of 240,000 pallets, Spend
• Five percent savings identified • Comprehensive specifications - €1.2 million
• The right balance of cost and made possible • Seven European suppliers
supply chain value achieved • Enabled packages to provide engaged
• Stronger carrier relationships lower-cost options • Nine percent savings identified -
through system engagement • Supplier feedback enabled RFX advanced sourcing.
• Fast time to market - saved two • Savings TBC. • Non price attributes captured:
to three weeks of data crunching min volume, lead time, payment
terms.
Key Differentiators:
• Suppliers can add value through expressive, creative and alternative bids (equipment type, transit
time, volume offers, discounts, capacity levels, rebates)
• TCO Modelling – rates, accessorial, fuel
• Flexible RFI - analysis of all KPIs (capacity, service levels, sustainability safety and risk factors
• Flexible scenario analysis and award optimization - rapidly review the data and compare different
possible award outcomes
• Real time Expressive feedback – configurable ways to show suppliers their competitiveness
• Flexible Training: web-based training for buyers and participating suppliers, comprehensive user guides.
22. The value of data with integrity
Challenge CEVA’s Benefits
• Having a single Solution • Acceleration of
source of the truth Sourcing Initiatives
• Spend analysis -
for both identifying
CEVA’s C-GAP - the • Driving NWC
opportunities and
first and the last Improvements
Data
measuring cost
reduction success
step of the strategic
sourcing process • Supplier
that drives total rationalization
• Ability to value
implement and • Invoice
track progress on rationalization
• “Companies that do
areas such as
Spend Analysis
working • Procurement
save 67% more
capital, contract compliance
than companies
compliance and
that do not.”
invoice • Customer
Aberdeen Group
rationalization development
programs opportunities
CEVA's Procurement function | Creating superior value
23. Criticality of data integrity:
Data that is processed, organized and structured
C-GAP
ERP ecosystems External Business Risk Data
CEVA's Procurement function | Creating superior value
24. Integrating spend analysis with eSourcing:
Transport modelling illustration
• Scenario building/analytics and
optimization enables:
• Information orchestration to meet
desired end state
Working
Compliance
capital • Set-up of agile, scalable solutions to
rapidly sense and respond to changes in
Risk Carrier
customer requirements
scorecard management • Risk mitigation by managing
promotions, demand, seasonal product
Market and ‘early buy’ opportunities
Sustainability
intelligence
• Information visibility to facilitate fact-
based decisions.
CEVA's Procurement function | Creating superior value
25. Conclusion
• Procurement professionals assisted with advanced sourcing tools should yield far
more than just cost reduction
• In order to continue to advance the procurement profession and delight customers
we must continue:
- Doing things better
- Pushing the boundaries where we never could do before
- Ensure continuous innovation is a catalyst for creating superior value.
CEVA's Procurement function | Creating superior value
27. Q&A
Steve Hall Simon Boggis FCIPS Jennifer Sikora
Moderator CPO & Executive Vice President Global VP Marketing
Procurement Leaders Procurement CombineNet, Inc
CEVA Logistics
25th September 2012
3:00pm BST | 4:00pm CEST | 10:00am EST