1<br />
Compliance& SPM<br />OpportunityIdentification<br />The Spend Management Process<br />Contracting<br />CategoryStrategy<br...
Opportunity Identification<br />Better visibility into your company’s spend across divisions, business units, and categori...
Opportunity Identification<br />Better visibility into your company’s spend across divisions, business units, and categori...
Opportunity Identification<br />Better visibility into your company’s spend across divisions, business units, and categori...
Reporting tools written for sourcing professionals
Opportunity assessment & guidance on finding & prioritizing opportunities</li></li></ul><li>Opportunity Identification<br ...
Category Strategy<br />Category strategies align activities to business goals and streamline sourcing processes to avoid m...
Team Selection
Data and Requirements
Communication Strategy</li></ul>FinalizeCategoryStrategy<br /><ul><li>Market Approach
Total Cost Model
Evaluation Model
Stakeholder Buy-In</li></ul>ExternalAnalysis<br /><ul><li>Market Conditions
Cost Drivers
Pricing Models/KPIs
Supplier Discovery</li></li></ul><li>Category Strategy<br />Category strategies align activities to business goals and str...
Requirements definition and baseline prep
Category & process expertise
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Conference Slideshow Ver 2

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An overview of BravoSolution.

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  • [BUILD]Opportunity Assessment is the first step in the strategic sourcing process.Suggestion: By performing an O.A. each of the subsequent steps can be executed using the data gathered during the assessment.
  • [BUILD]Opportunity Assessment is the first step in the strategic sourcing process.Suggestion: By performing an O.A. each of the subsequent steps can be executed using the data gathered during the assessment.
  • [BUILD]Opportunity Assessment is the first step in the strategic sourcing process.Suggestion: By performing an O.A. each of the subsequent steps can be executed using the data gathered during the assessment.
  • [BUILD]Opportunity Assessment is the first step in the strategic sourcing process.Suggestion: By performing an O.A. each of the subsequent steps can be executed using the data gathered during the assessment.
  • [BUILD]Opportunity Assessment is the first step in the strategic sourcing process.Suggestion: By performing an O.A. each of the subsequent steps can be executed using the data gathered during the assessment.
  • [BUILD]Opportunity Assessment is the first step in the strategic sourcing process.Suggestion: By performing an O.A. each of the subsequent steps can be executed using the data gathered during the assessment.
  • [BUILD]Opportunity Assessment is the first step in the strategic sourcing process.Suggestion: By performing an O.A. each of the subsequent steps can be executed using the data gathered during the assessment.
  • [BUILD]Opportunity Assessment is the first step in the strategic sourcing process.Suggestion: By performing an O.A. each of the subsequent steps can be executed using the data gathered during the assessment.
  • [BUILD]Opportunity Assessment is the first step in the strategic sourcing process.Suggestion: By performing an O.A. each of the subsequent steps can be executed using the data gathered during the assessment.
  • [BUILD]Opportunity Assessment is the first step in the strategic sourcing process.Suggestion: By performing an O.A. each of the subsequent steps can be executed using the data gathered during the assessment.
  • [BUILD]Opportunity Assessment is the first step in the strategic sourcing process.Suggestion: By performing an O.A. each of the subsequent steps can be executed using the data gathered during the assessment.
  • [BUILD]Opportunity Assessment is the first step in the strategic sourcing process.Suggestion: By performing an O.A. each of the subsequent steps can be executed using the data gathered during the assessment.
  • Conference Slideshow Ver 2

    1. 1. 1<br />
    2. 2. Compliance& SPM<br />OpportunityIdentification<br />The Spend Management Process<br />Contracting<br />CategoryStrategy<br />Negotiation<br />
    3. 3. Opportunity Identification<br />Better visibility into your company’s spend across divisions, business units, and categories of spend helps to identify and prioritize savings opportunities.<br />Spend By Commodity<br />
    4. 4. Opportunity Identification<br />Better visibility into your company’s spend across divisions, business units, and categories of spend helps to identify and prioritize savings opportunities. (Cont’d)<br />Bottleneck<br />Strategic<br />Packaging$126MM<br />477+<br />Telecom<br />$20MM<br />398+<br />$70MM<br />621+<br />HIGH<br />$71MM<br />238+<br />IT$100MM<br />295+<br />Freight$90MM<br />576+<br />MRO<br />Bldg/Constr Matls<br />SUPPLY RISK<br />Non-Critical<br />Leverage<br />Office Supply/Equip<br />Facilities<br />$24MM<br />328+<br />FacilityOperations<br />$28MM<br />400+<br />Sales& Mktg$45MM<br />33+<br />$12MM<br />119+<br />LOW<br />$48MM<br />76+<br />MRO<br />LOW<br />HIGH<br />SPEND<br />
    5. 5. Opportunity Identification<br />Better visibility into your company’s spend across divisions, business units, and categories of spend helps to identify and prioritize savings opportunities. (Cont’d)<br />We’ll help you with:<br /><ul><li>Data cleansing, classification
    6. 6. Reporting tools written for sourcing professionals
    7. 7. Opportunity assessment & guidance on finding & prioritizing opportunities</li></li></ul><li>Opportunity Identification<br />Opportunity Identification<br />Companies with best-in-class spend analysismore than double spend under management,and are 2-4 times faster at running each event1.<br />1Spend Analysis: Transforming Data into Value, The Aberdeen Group, 2009<br />
    8. 8. Category Strategy<br />Category strategies align activities to business goals and streamline sourcing processes to avoid mistakes and re-work. <br />InternalAnalysis<br /><ul><li>Goals
    9. 9. Team Selection
    10. 10. Data and Requirements
    11. 11. Communication Strategy</li></ul>FinalizeCategoryStrategy<br /><ul><li>Market Approach
    12. 12. Total Cost Model
    13. 13. Evaluation Model
    14. 14. Stakeholder Buy-In</li></ul>ExternalAnalysis<br /><ul><li>Market Conditions
    15. 15. Cost Drivers
    16. 16. Pricing Models/KPIs
    17. 17. Supplier Discovery</li></li></ul><li>Category Strategy<br />Category strategies align activities to business goals and streamline sourcing processes to avoid mistakes and re-work. (Cont’d)<br />We’ll help you with:<br /><ul><li>Identifying & defining team roles and internal communications programs
    18. 18. Requirements definition and baseline prep
    19. 19. Category & process expertise
    20. 20. Process management tools</li></li></ul><li>Category Strategy<br />You can increase savings and reduce cycle times with an effective category strategy.<br />According to AMR Research, sourcing organizations who align their sourcing strategy to business strategy:<br />Reduce cycle timesby half or more<br />Save 30%more money<br />Enjoyexecutive-levelawareness andsupport oftheir activities 1<br />Are seen as havinga positive impacton the business<br />1Reaching Sourcing Excellence Series, AMR Research, 2009-2010 <br />
    21. 21. Negotiations<br />Take advantage of the right tools and expertise for each of your events to get the best results in every category.<br />Traditional Sourcing / <br />Strategic Sourcing<br />Collaborative Sourcing /<br />Highly Custom<br />EventVolume<br />CollaborativeSourcing<br />Price<br />Incumbency/Risk<br />Inventory<br />Timing/Other<br />Event Complexity<br />
    22. 22. Negotiations<br />Take advantage of the right tools and expertise for each of your events to get the best results in every category. (Cont’d)<br />We’ll help you with:<br /><ul><li>Managed services
    23. 23. Sourcing templates
    24. 24. Highly customized events
    25. 25. Supplier support
    26. 26. Embedded resources</li></li></ul><li>Negotiations<br />The entire spectrum of sourcing approaches, from auctions to sophisticated custom collaborative sourcing events all play a role in a mature sourcing organization.<br />Traditional Sourcing Approaches<br />Squeezing Supplier Margins<br />Competition-reliant<br />Collaborative Sourcing<br />Buyers AND Suppliers Win<br />Synergy-focused<br />{<br />The old battleground<br />The new, shared objective<br />Suppliercosts<br />Suppliercosts<br />Buyersavings<br />Buyersavings<br />Suppliermargin<br />Suppliermargin<br />Incremental Savings for Buyer<br />
    27. 27. Negotiations<br />Choosing the right approach for each category can yield an additional 12-15% savings over taking a standard approach to each category1.<br />1 Sourcing Innovation, 2010 <br />
    28. 28. Contracting<br />Negotiating contracts and capturingkey performance metrics are crucialto initiating a supplier agreementand ongoing tracking.<br />
    29. 29. Contracting<br />Negotiating contracts and capturing key performance metrics are crucial to initiating a supplier agreement and ongoing tracking. (Cont’d)<br />We’ll help you with:<br /><ul><li>Templates
    30. 30. Negotiation guidance
    31. 31. Contract loading?</li></li></ul><li>Contracting<br />Organizations that use contract management accelerate contract negotiation cycles and are better prepared to approach contract renewals. <br />1 Preserve, Protect, and Defend with Contract Lifecycle Management, AMR Research, 2008<br />
    32. 32. EstablishObjectives<br />Define Metrics<br />ManageContinuousImprovement<br />Map SupplierStrategies<br />TrackPerformance<br />SPM<br />Supplier performance management gives procurement professionals information to proactively manage supplier performance trends.<br />Build Performance Strategyand ObjectivesThrough Collaboration<br />Establish a Sustainable ProgramEnabled by Process Automation<br />Maximize ROIon Supplier RelationshipsWhile Controlling Risk<br />
    33. 33. SPM<br />Among other benefits, an SPM programhelps to protect brand integrity, avoidshipment delays and stockouts, andensure the financial viabilityof key vendors1.<br />1 Supplier Performance And Risk Are Top Of Mind— Can Software Solutions Help?, Forrester, 2009<br />
    34. 34. 19<br />
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