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Jan Sass Hvyass, Director of Procurement at Beumer Group - Organising a global category management team


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Jan Sass Hvyass, Director of Procurement at Beumer Group spoke at the CPO Event UK 2013

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Jan Sass Hvyass, Director of Procurement at Beumer Group - Organising a global category management team

  1. 1. BEUMER Group presentationCPO Event 2013Thursday February 7th, 2013
  2. 2. CV - Jan Sass HvassPERSONAL INFORMATION:Age: 42 years (170570)Wife: Pernille Westergaard, MSc in Engineering. Pernille is 40 years old. She holds a position as IT Director with Danfoss A/S in Silkeborg.Children: Frederik 7 years old and Emilie 4 years old.Interests: Vintage cars (Porsche), running, skiing, golfEDUCATION:• 2007 Master of Executive Negotiation, Market Watch• 2000 Business Diploma Manager (EUC)• 1997 Psychology (VUC)• 1995 Merkonom - Speciality: Purchasing• 1990 Business College (HH)CAREER BACKGROUND:• Director Procurement, Executive Management, Crisplant A/S April 2011 -• Global Supply Chain Director, COO at AVN Energy A/S April 2010 – March 2011 (1 year)• Vice President, Global Procurement at Terma A/S June 2007 – March 2010 (2 years 10 months)• Director, Procurement at Terma A/S January 2002 – May 2007 (5 years 5 months)• Global Director Procurement at APV A/S May 2000 – December 2001 (1 year 8 months)• Global Purchasing Manager at Danfoss A/S December 1997 – April 2000 (2 years 5 months)• Strategic Purchaser at Danfoss A/S June 1995 – November 1997 (2 years 6 months)• Purchasing-trainee and purchaser at ECCO SKO A/S August 1990 – May 1995 (4 years 10 months)NETWORK GROUP:VL-38Master of Executive Negotiation © BEUMER Group / 2
  3. 3. Why Category Management = SYNERGYPurchasing synergy is the net increase in purchasing performance (e.g. cost savings, value creation,productivity increase) that is realized when two or more business units collaborate and...• Buy goods and services together• Share functional resources (e.g. commodity experts, business intelligence, etc.)• Share and exchange purchasing information (e.g. prices, suppliers, supply market developments)• Share and exchange purchasing knowledge & experience • Financial benefits – increased buying power Perfor- • Supports more efficient Risk Management mance Benefits • One voice in the supply market Knowledge Resources • Sharing of good practice, avoids re-investing the wheel Volume Category Manage- ment • Common understanding of procurement, methodology, Organi- tools & processes etc. zational • Enforces collaboration, knowledge sharing and one Benefits company strategy • Enables career paths within procurement © BEUMER Group / 3
  4. 4. Challenge + Intellectual understand• Strategy - Accept• Lack of standardized processes• Hard to get resources• Difficult to make an effective communication when vision is not clear.• 100% commitment from executive management The books have spoken right: If there is not 100% buy-in from executive management, it will be no success START WITH THE END (WHAT IS THE GOAL) © BEUMER Group / 4
  5. 5. Governance:• Book of duty • Lead team to define standards and procedures (model enclosed)• Category Strategy • Secure involvement and commitment from stakeholders • R&D • Q • Management - FOCUS ON SOURCING TEAMS -• Roles and responsibilities in Sourcing Teams • Define the roles and responsibilities for procurement activities, where cooperation between regions and global functions is crucial. © BEUMER Group / 5
  6. 6. Commodity Strategy Cost/benefit Objectives Action plan History (subjective) Competence KPI (Key profile Performance Indicators) Economic risk evaluation SWOT Segmentation 3 year perspective, roling every year © BEUMER Group / 6
  7. 7. KraljicValue Leverage Strategic Non critical Bottleneck Risk © BEUMER Group / 7
  8. 8. Change managementWhat works:• Road show (top management)• You can not go directly from awareness to commitment (take it step by step)• Meet people where they are• What will be the outcome• Sponsor (local General Manager)• GPO (Global process owner)• LPO (Local process owner)• Ensure that it becomes part of the employees individual KPIs © BEUMER Group / 8
  9. 9. Summary1. Ensure common platform a) Workshops b) Training not only in procurement but stakeholders as well2. Clear objectives a) Start with the end (what are the objectives) b) Secure ownership by all stakeholders (R&D, Q, Management)3. Category Strategy a) Secure involvement by all stakeholders (R&D, Q, Management) - WALK THE TALK - © BEUMER Group / 9
  10. 10. © BEUMER Group / 10