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Agile has provided a framework for shortening iterations and adapting to ever changing requirements. DevOps established practices for automating the software delivery pipeline. While these methods are becoming standard practices in building software, scaling these concepts is problematic. That’s where Value Stream Management (VSM) comes in. During this webinar, Senior VSM Strategist, Carmen DeArdo, discusses: - What is Value Stream Management and why you need it - How to architect your delivery pipeline for end-to-end flow and delivery speed - Why moving from a project to product approach is critical to survive in the age of digital disruption

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The document describes an innovative approach used by CKW, a Swiss energy company, to source a new collaboration software suite in a more agile way. They set up a cross-functional team to conduct the sourcing themselves. The team gathered customer needs, invited 3 vendors to do evaluation "speed dating" over 4 days, and co-created an agile contract. This allowed them to go from idea to first delivered value in just 5 weeks, much faster than traditional 6-12 month processes. The approach achieved faster results, half the effort, and 80% savings through focus.

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Zalando - How to introduce Procurement into an Agile Company?

The document discusses how Zalando, an online fashion retailer, implemented agile practices in procurement to improve various metrics. It provides two use cases: (1) Using agile methods like sprints, stand-ups, and kanban boards to digitize their purchase-to-pay system, reducing deployment time from over 12 to around 9 months while improving user satisfaction and compliance. (2) Applying agile techniques like swarming, kanban, and daily standups to negotiations, reducing tender to contract time by 4 months and achieving 15% savings versus 9% expected. The key lessons are that agile is a mindset, not just talks, can be applied to procurement, and should start with small experiments.

AirFrance KLM - How to Outsource a Critical Project with Lean-Agile Procurement

- Air France KLM Group faced two major challenges: delivering a new system to improve cargo service efficiency within a short timeframe, and remodelling its vendor sourcing policy to source complete teams rather than individuals. - It used an innovative Lean Agile Procurement (LAP) approach to outsource the strategic product development, running workshops and evaluations over 8 weeks to identify and select the best external team to partner with. - This new approach allowed Air France KLM to get its complete IT team in under two months, deliver the application on time, and have the IT cargo team be about a year ahead of other teams in adopting the new sourcing model.

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Gazprom Neft is one of the largest oil companies in Russia with operations in over 110 countries and ranked among the top 10 oil companies worldwide. It has proven oil reserves of over 2,000 million tons and employs over 75,000 people across its 2,500 gas stations. Gazprom Neft has adopted Lean-Agile procurement methods, including conducting online proof of concepts with vendors to evaluate new technologies in an efficient and transparent manner within tight 19 day timelines. This allows the company to digitalize operations and explore innovations like using drones for hyperspectral terrain analysis.

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The document outlines a plan to source an ERP system for the Swiss Casinos Group within 4 weeks. It describes the company and current project called "Project Shakira" to automate financial reporting and digitize workflows. A timeline is provided showing ideation in June 2018, board approval in December 2018, and the planned go-live date of January 1, 2020. Key events included a "big room" workshop in January 2019 where 3 vendors presented simultaneously, and an agile contract was agreed upon and signed. The process resulted in major savings and provided a good experience for both the selected and non-selected vendors.

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This document describes a learning journey on secrets in lean-agile partner management offered by the LAP Alliance. The learning journey provides online and guided training over 5 modules on topics like lean-agile agreements, commercial conversations, big room simulation, applying lean-agile procurement in the public sector, and lean-agile partner management. Participants will get live workshop inputs, apply the learnings with mentorship, and participate in weekly cohort sessions. The schedule outlines the objectives, workshops, and cohort sessions for each module between May 2021 to October 2021. Certification in lean-agile procurement and micro-credits with other partners will also be provided upon completion.

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The document outlines a proposed partnership between two companies, Smide and Stromer, to develop an e-bike sharing platform with mobile app and sensors. The initiative would prioritize customer needs like finding e-bikes easily and easy payment. It would solve 60% of needs now and 40% later. The team from each company is listed, with responsibilities like mobile development, hardware, and 24/7 support. Cost structures are estimated at daily rates for different roles and a monthly support fee. The goal is to pilot the platform in Zurich over two months and potentially transition to a long-term insourcing partnership.

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The document discusses how startups can inform procurement through agile principles. It notes that startups operate with small, fast teams on limited resources and uncertainty. This means procurement/sales must focus on quick time-to-market. Examples are provided of how lean procurement canvases were used by startups to plan partnerships and procurement in short iterative cycles, focusing on customer value over fixed plans and budgets. The canvas is proposed as an agile contract format.

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1) The document discusses using agile principles in procurement to gain competitive advantages for startups. It presents the Lean Procurement Canvas as a tool to plan procurement in an agile way over short time periods like weeks or months. 2) The canvas is shown being used by an example startup called Smide that aims to offer electric bike sharing. The canvas shows how Smide planned their procurement needs like developing a mobile app or hiring support staff in short iterative time periods. 3) It is argued that using agile and lean principles in procurement through a tool like the Lean Procurement Canvas allows startups to quickly validate assumptions, reduce waste, and gain time-to-market advantages over competitors compared to traditional lengthy

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This document discusses how businesses can learn agile principles from startups. It introduces the concept of a Lean Procurement Canvas, which applies agile principles to procurement. The canvas is presented as a tool for planning procurement in short cycles like startups do, focusing on time to market, reducing waste, and continuous validation and improvement. An example case study is provided of a startup called Smide that used a Lean Procurement Canvas to plan their e-bike sharing pilot project.

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This document discusses lean-agile procurement, which aims to make the procurement process faster, more collaborative, and more focused on customer needs. It provides a case study of a company that used lean-agile procurement to replace a 6-month procurement process with a 3-week process. Key aspects included aligning the customer, suppliers, and internal team; focusing on understanding customer needs through workshops; and evaluating supplier offerings over 2 days through public reviews. This resulted in procurement cycles being 400% faster while using 100% less effort. Learnings for applying this approach include ensuring management buy-in, sufficient preparation, and letting the team find their own way.

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