The way procurement departments have been managing their stakeholders needs to evolve in the same way as our real life has evolved, networked and digital...

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Rethinking Stakeholder
Management

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About Me

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4. 1928: Emmanuel
Janssen establishes
UCB in Brussels

5. UCB: reinventing itself, leveraging a solid heritage
1928: Emmanuel
Janssen establishes
UCB in Brussels
1972: A new state-
of-the-art R&D
center in Braine-
l’Alleud, Belgium
1980s: UCB
registers its novel
antihistamine
Zyrtec®
1990s: approval of
Keppra®,
a novel
anti-epileptic
2004: UCB
acquires British
biotech company
Celltech
2006: UCB
acquires German
pharma company
Schwarz Pharma
Combine leadership
in antibody research
& chemistry expertise
to better treat severe
diseases
1928 1952 1972 1980s 1990s 2004 2006 2008-2010 Today
Launch of Cimzia®,
Vimpat® & Neupro®
1952: UCB
discovers Atarax®
U.S. license
awarded to Pfizer
1936: UCB enters
the United States
1936 2016
Launch of a new
anti-epileptic

6. 3 core medicines for patients with severe diseases
■ Rheumatoid arthritis
■ Psoriatic arthritis (PSA)
■ Ankylosing spondylitis (AS)
■ Axial spondyloarthritis (AxSpA)
■ Crohn’s disease
■ Epilepsy
■ Parkinson’s disease
■ Restless legs syndrome
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7. UCB: creating value for patients
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Bringing solutions to people living with
neurological or immunological diseases
Key facts and figures 2017:
■ Revenue: €4.5 billion
■ rEBITDA: €1375 million
■ About 7500 employees globally
■ Operations in ~40 countries
■ R&D Spend: 23% of revenue
■ Listed on Euronext

8. Our purpose
Creating value
for patients
Everything we do starts with one
simple question: “how will this
create value for people living with
severe diseases ?"

9. Strong, accelerating trends requiring a shift to patient
value

10. Our Patient Value Model

11. Accelerating trends also requires purchasing to shift
in order to create patient value
Uberization
Digitization
Analytics and
Insights
Robotics
Value Beyond
Savings

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Digitalization
Digitalization will drive a new wave of productivity for Purchasing with the
creation of digital business networks and e- market places for buying goods and
services enabling crowdsourcing opportunities

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Leverage all the business data that Purchasing is sitting on to deliver more
insights on demand to inform strategic decisions and accelerate identification of
innovation and growth opportunities
Analytics and Big Data

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Value Beyond SavingsPurchasing organizations will elevate their roles to trusted advisors improving the
function business agility with shorter cycle times and enabling innovation via
suppliers.

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Automation and roboticsProcess automation and robotics in the transactional part of procurement (i.e.
PO creation, Invoicing, Payment, Categorization of spend, automated contract
metadata capture)

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UberizationUberization of the end user experience creating a simpler consumer like
experience for end users and moving away from technologies tools that
focused on features and functionality

17. Global Purchasing Mission
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Our Purchasing Value Model
By being an agile, knowledgeable and trusted partner, the Purchasing organization contributes
to UCB’s Patient Value Creation by connecting Business Challenges with innovative solutions
coming from Suppliers.

18. Purchasing Value Offering
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User-
Experience
Improvement
Sourcing
Sustainability Spend Visibility &
Purchasing Analytics
Supply Market
Intelligence
Price
Negotiations
Competencies
Framework
Supplier
Management
Contract
Management
Compliance and
Risk Management
Supplier Performance
Management
Supplier Enabled
Innovation

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Control vs enable

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38. Large body copy in Arial Bold,
font size 40 pt. / main color/
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39. Thanks!