The document outlines procurement's strategic priorities and objectives to lead in responding to economic volatility. It identifies six key areas of focus: 1) optimizing costs to fund strategic initiatives, 2) inspiring cultural change for accountability, 3) collaborating with stakeholders, 4) delivering cost savings, 5) implementing tools to improve collaboration, and 6) leveraging ERP systems. The priorities are digitalization, next-gen shared services, and improving procurement leverage. Goals include partnering on a digitization strategy, reducing costs through technology and nearshore locations, and strengthening spend management through a new intake model.
A leading consumer packaged goods company was nearing the end of a five-year term $60 million contact for IT outsourcing. The client needed to determine their strategy and approach for the next generation deal. In this case study, WGroup leveraged its knowledge of the global service provider landscape including capabilities, pricing and service expectations to help ensure a renegotiation is a win-win solution for both a client and provider.
How to implement a strategic IT vendor management programJeff Kubacki
CIO's and their IT leadership teams should focus more time on a strategic IT vendor management program. After doing this for 8 years by conducting annual IT vendor days and implementing World Class IT principles, I decided to share what has worked and why it is important in the transition to becoming strategic business partners.
Regulatory Affairs Outsourcing Considerations and ModelsPaul Kuiken
I present a number of issues which are being considered by all organisations in the healthcare, pharmaceutical, biotechnology, and clinical sectors. I presented this to an audience at an outsourcing summit and have tailored this to a more general audience.
I am happy to receive your comments and provide your insights to whether you agree or not with my points or to hear from you regarding your experiences of outsourcing in whatever sector you are interested in.
A leading consumer packaged goods company was nearing the end of a five-year term $60 million contact for IT outsourcing. The client needed to determine their strategy and approach for the next generation deal. In this case study, WGroup leveraged its knowledge of the global service provider landscape including capabilities, pricing and service expectations to help ensure a renegotiation is a win-win solution for both a client and provider.
How to implement a strategic IT vendor management programJeff Kubacki
CIO's and their IT leadership teams should focus more time on a strategic IT vendor management program. After doing this for 8 years by conducting annual IT vendor days and implementing World Class IT principles, I decided to share what has worked and why it is important in the transition to becoming strategic business partners.
Regulatory Affairs Outsourcing Considerations and ModelsPaul Kuiken
I present a number of issues which are being considered by all organisations in the healthcare, pharmaceutical, biotechnology, and clinical sectors. I presented this to an audience at an outsourcing summit and have tailored this to a more general audience.
I am happy to receive your comments and provide your insights to whether you agree or not with my points or to hear from you regarding your experiences of outsourcing in whatever sector you are interested in.
This presentation contains forward-looking statements. These forward-looking statements include statements related to our expectations for second quarter and full-year 2015 revenue, adjusted EBITDA and capital expenditures; annualized growth rates; adjusted EBITDA margin and margin drivers; and growth in revenue from core data center services.
Our signature Channel Program Blueprint (CPB) report provides a framework for understanding the primary elements associated with a successful sales channel, and helps you establish a plan that incorporates the people, processes, and systems to achieve results.
Application sourcing focused on value, not cost aloneWGroup
As part of a four year transformation strategy to replace its aging technology stack, strengthen their expertise and reduce the total cost of ownership, a $12 billion US-based organization was seeking a solution that would resolve problems they were experiencing in the delivery of their applications development, maintenance and support functions. In this case study, WGroup facilitated the outsourcing RFP process with service providers so the client could evaluate partners based on value-creation capabilities, and not on cost alone. The resulting outsourcing contract implemented drove a metric-driven organization, measurable operational improvements, and expanded the service catalog of the IT organization.
This presentation contains forward-looking statements. These forward-looking statements include statements related to our expectations for second quarter and full-year 2015 revenue, adjusted EBITDA and capital expenditures; annualized growth rates; adjusted EBITDA margin and margin drivers; and growth in revenue from core data center services.
Our signature Channel Program Blueprint (CPB) report provides a framework for understanding the primary elements associated with a successful sales channel, and helps you establish a plan that incorporates the people, processes, and systems to achieve results.
Application sourcing focused on value, not cost aloneWGroup
As part of a four year transformation strategy to replace its aging technology stack, strengthen their expertise and reduce the total cost of ownership, a $12 billion US-based organization was seeking a solution that would resolve problems they were experiencing in the delivery of their applications development, maintenance and support functions. In this case study, WGroup facilitated the outsourcing RFP process with service providers so the client could evaluate partners based on value-creation capabilities, and not on cost alone. The resulting outsourcing contract implemented drove a metric-driven organization, measurable operational improvements, and expanded the service catalog of the IT organization.
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Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
2. 2
• Relentlessly optimize operational costs to invest in corporate strategic initiatives
• Inspire corporate cultural change to drive accountability and expense control
• Build collaborative culture with stakeholders and push “Pipeline” projects to Committed; Move “Committed” to “Budgeted”
• Deliver XX in EBITDA in FY23 (excluding cost avoidance and revenue enhancements related projects)
• Implement intake and demand management tool to increase collaboration, improve engagement and deliver results
• Leverage ERP to transform B2P process and improve value capture and retainment
Our Purpose
Business
Objectives
Strategic Priorities
Digitalization / Automation
• Partner with external vendor partners to frame up
digitization and automation strategy
• Investigate investment opportunities in new
technologies to drive internal capabilities and
efficiency
• Achieve cost optimization to re-allocate resources to
new growth opportunities
Next Gen Shared Services
Evolution
• Develop a next gen shared services operation,
leveraging enhanced technology to create a more
flexible model and deliver an elevated service.
• Reduce administrative costs and improve talent
pipeline potentially by leveraging near shore locations
• Improve operational accuracy and service quality via
captive ownership of previously outsourced functions
Improve Procurement Leverage
and Expense Management
• Implement new demand management and intake self
service model to increase exposure to stakeholders
and improve procurement leverage
• Drive key stakeholder in ERP transformation
• Implement indirect purchase orders in certain
function areas to strengthen transparency and SOX
compliance
Procurement Team Key Objectives and Strategies
3. 3
Improve Procurement Leverage and Expense Management
Purchasing
& PO
Execution
Strategic
Sourcing
Category
Mgt
• Drive deeper level of collaboration between procurement and internal stakeholders and
externally with vendors
• Deploy various contractual models and category management strategy and benchmarking
tools
• Partner with vendors to achieve costs transparency and leverage 3rd party benchmarking
tool to gain objective feedback
• Provide benchmark information to facilitate contract negotiations, financial planning and
forecasting
• Link future MSA/WO into purchase order process and improve transaction compliance
• Issue purchase orders ahead of actual expense and request vendors to invoice referring to
purchase orders
• Improve PO process and communications internally and externally
Source
Identify
Opportunity
Develop
Strategy
Contract
Request &
Order
Invoice & Pay
Category Management Source-to-Manage
Transactional
Compliance
Increase Spend Reach & Satisfy
Stakeholder Requirements
Manage
Value Creation Value Retainment
Value Capture
Efficient / Effective Negotiation &
Value Capture
Automate, Lower OP Cost
Expense Control
4. 4
4
Procurement and Shared Services Key Priorities
Deep Understanding and Collaboration
(internally with stakeholders and externally with vendor partners)
Cost Savings/Cost Avoidance
Contract Rigor and
Compliance
Sustainability and
Diversity
Financials and Expense Management
Category and Vendor Strategy
Team and Individual Development and Goals
5. Listen to Your Feedback and Drive Deeper Understanding and
Collaboration with Stakeholders
• Annual survey to receive feedback from internal stakeholders
• Continuously improve expectation with business partners and leadership team
Department
Response
Rate
q1-In terms of timeliness
and results, the quality of
Indirect Procurement's
work meets my
expectations
q2- I consider the
contribution and input (e.g.
category strategy and
vendor plan) from Indirect
Procurement as a part of my
department 's overall
business strategy
q3- I receive adequate
support from Indirect
Procurement when
executing my business
strategy with external
vendors
q4-I am satisfied with
the Indirect
Procurement lead
assigned to support my
team
q5- I have full confidence in
Indirect Procurement’s ability
to collaborate and negotiate
with vendors to achieve the
best business outcome for
Petco Overall Group Avg
Construction, Facilities and Maintenance 2 4 3.5 4.5 3.5 4.0 3.9
eCommerce and Digital 1 5 3.0 5.0 5.0 5.0 4.6
Finance, Accounting and Taxes 6 3.8 4.0 4.0 4.0 4.0 4.0
Freight, Logistics and Distribution Centers 3 4.3 4.7 4.7 4.7 4.7 4.6
Human Resources 5 4.0 4.0 4.2 4.0 4.4 4.1
Information Technology 9 4.2 4.0 4.6 4.4 4.2 4.3
Legal Services 6 4.5 4.7 4.5 4.3 4.8 4.6
Marketing and Related Services 2 4.0 3.5 4.0 4.0 3.5 3.8
Merchandising and Pricing Related Services 1 5.0 5.0 5.0 5.0 5.0 5.0
Store and Retail Operations 3 4.0 4.0 3.3 4.0 3.7 3.8
Travel and Events 1 5.0 4.0 4.0 5.0 5.0 4.6
Grand Total 39 4.4 4.0 4.3 4.4 4.4 4.3
Prior Survey Results 58 3.4 3.8 3.9 4.1 4.0 3.9