Paul Harris is an experienced strategic sourcing and business process improvement executive with over 25 years of experience. He has expertise in areas such as strategic sourcing, contract management, spend analysis, and organizational change. Harris has held leadership roles directing sourcing teams and implementing sourcing strategies that achieved substantial savings. Currently, he runs his own consulting firm focused on providing solutions to business challenges through process improvement and strategic sourcing.
Ariba Knowledge Nuggets: Technology Alone is not a Silver BulletSAP Ariba
This document discusses driving adoption and maximizing value from business commerce initiatives. It notes that technology alone is not enough and that successful commerce requires a combination of technology, capabilities, and community. It then lists several critical success factors for driving adoption and maximizing solution value, including developing executive sponsorship and change management, creating a category roadmap, and establishing an organizational structure centered around specialized skill sets. Finally, it presents a model for the journey to best-in-class spend management that progresses from launching and leveraging early on to specializing and sustaining capture of more complex areas over time.
Five Best Supply Management Practices in use Todayfmbabs
The document discusses five best supply management practices used today. It begins by introducing the author and their experience. It then covers strategic goal alignment, describing how best-in-class companies ensure supply management goals are aligned with overall company strategy. It also discusses procurement strategy development, explaining the use of a procurement decision tool to determine procurement strategies based on marketplace complexity and business impact. The five practices are then listed as strategic goal alignment, procurement strategy development, supplier integration, teaming strategies, and performance measurement.
Todd Gilliam seeks a role building customer experiences and delivering operational excellence. He has over 15 years of experience leading operations, customer service, and strategic sourcing functions. Gilliam excels at synthesizing complexity, driving change, and developing talent. Recent accomplishments include improving customer satisfaction by 10% and expanding an outsourced customer care program from 25% to 80%.
Ariba Knowledge Nuggets: Supplier Performance Management Part 2SAP Ariba
The document discusses supplier performance management in two parts. It outlines the need for a performance management program rather than just a scorecard to continually drive, measure, and improve supplier performance. The second part describes setting key performance indicators (KPIs) and targets, developing performance plans, monitoring and evaluating performance, and rewarding and coaching behavior to achieve targets and optimize performance. The goal is to create a common language and drive accountability for results.
Closing the gap between Spend Analytics & Category Management_WeatherfordZycus
This document provides an overview of Weatherford International's implementation of a spend analytics solution to support their category management activities. Some key points:
1) Weatherford implemented the Zycus iAnalyze solution in 2009 to gain visibility into their fragmented spend data across multiple systems and improve consolidated reporting.
2) Initial challenges included unclear spend categories, misaligned taxonomies, and engaging spend owners during the shift to category management.
3) Weatherford addressed these gaps by focusing initial efforts, engaging stakeholders, and enlisting third-party support to reclassify spending.
4) The solution supports Weatherford's global indirect spend of $2 billion through category strategies, market intelligence, and sourcing events
Pro Action Case Studies Diligence Through Exitproactionman
Many Private Equity firms recognize the impact of focusing on operations in their due diligence and hold processes. Finding, quantifying and mining value hidden in operations can impact the ability to successfully win a deal and can accelerate the path to a fruitful exit.
The ProAction Group has been providing operational (manufacturing, logistics, sourcing, process development, etc.) support to our private equity clients for over 15 years.
Jan Sass Hvyass, Director of Procurement at Beumer Group - Organising a globa...Global Business Events
Jan Sass Hvass is a 42-year-old procurement director with over 25 years of experience in purchasing roles. He holds a Master's degree in Executive Negotiation and currently works at Crisplant A/S. Category management can provide synergy across business units by collaborating on procurement, sharing resources and knowledge, and leveraging combined purchasing power. However, implementing an effective category management strategy requires overcoming challenges such as lack of standardized processes, resource constraints, and gaining full executive commitment. The key is to establish clear governance, objectives, and category strategies while ensuring change management through training, sponsorship, and including procurement KPIs.
Improving Your Strategic Focus & Performance Dan RyanClaudia Rubino
This document summarizes a presentation given by Dan Ryan from Veolia Water about how they used the Balanced Scorecard methodology to improve strategic focus and performance. [1] Veolia Water introduced a new CEO in 2008 who had experience using the Balanced Scorecard and sought to implement a winning strategy based on strategic alignment. [2] Veolia Water worked with a consultant to develop their Balanced Scorecard, including creating a mission, vision, objectives and key performance indicators. [3] The Balanced Scorecard helped boost performance, increase focus on strategy and results, and better allocate resources.
Ariba Knowledge Nuggets: Technology Alone is not a Silver BulletSAP Ariba
This document discusses driving adoption and maximizing value from business commerce initiatives. It notes that technology alone is not enough and that successful commerce requires a combination of technology, capabilities, and community. It then lists several critical success factors for driving adoption and maximizing solution value, including developing executive sponsorship and change management, creating a category roadmap, and establishing an organizational structure centered around specialized skill sets. Finally, it presents a model for the journey to best-in-class spend management that progresses from launching and leveraging early on to specializing and sustaining capture of more complex areas over time.
Five Best Supply Management Practices in use Todayfmbabs
The document discusses five best supply management practices used today. It begins by introducing the author and their experience. It then covers strategic goal alignment, describing how best-in-class companies ensure supply management goals are aligned with overall company strategy. It also discusses procurement strategy development, explaining the use of a procurement decision tool to determine procurement strategies based on marketplace complexity and business impact. The five practices are then listed as strategic goal alignment, procurement strategy development, supplier integration, teaming strategies, and performance measurement.
Todd Gilliam seeks a role building customer experiences and delivering operational excellence. He has over 15 years of experience leading operations, customer service, and strategic sourcing functions. Gilliam excels at synthesizing complexity, driving change, and developing talent. Recent accomplishments include improving customer satisfaction by 10% and expanding an outsourced customer care program from 25% to 80%.
Ariba Knowledge Nuggets: Supplier Performance Management Part 2SAP Ariba
The document discusses supplier performance management in two parts. It outlines the need for a performance management program rather than just a scorecard to continually drive, measure, and improve supplier performance. The second part describes setting key performance indicators (KPIs) and targets, developing performance plans, monitoring and evaluating performance, and rewarding and coaching behavior to achieve targets and optimize performance. The goal is to create a common language and drive accountability for results.
Closing the gap between Spend Analytics & Category Management_WeatherfordZycus
This document provides an overview of Weatherford International's implementation of a spend analytics solution to support their category management activities. Some key points:
1) Weatherford implemented the Zycus iAnalyze solution in 2009 to gain visibility into their fragmented spend data across multiple systems and improve consolidated reporting.
2) Initial challenges included unclear spend categories, misaligned taxonomies, and engaging spend owners during the shift to category management.
3) Weatherford addressed these gaps by focusing initial efforts, engaging stakeholders, and enlisting third-party support to reclassify spending.
4) The solution supports Weatherford's global indirect spend of $2 billion through category strategies, market intelligence, and sourcing events
Pro Action Case Studies Diligence Through Exitproactionman
Many Private Equity firms recognize the impact of focusing on operations in their due diligence and hold processes. Finding, quantifying and mining value hidden in operations can impact the ability to successfully win a deal and can accelerate the path to a fruitful exit.
The ProAction Group has been providing operational (manufacturing, logistics, sourcing, process development, etc.) support to our private equity clients for over 15 years.
Jan Sass Hvyass, Director of Procurement at Beumer Group - Organising a globa...Global Business Events
Jan Sass Hvass is a 42-year-old procurement director with over 25 years of experience in purchasing roles. He holds a Master's degree in Executive Negotiation and currently works at Crisplant A/S. Category management can provide synergy across business units by collaborating on procurement, sharing resources and knowledge, and leveraging combined purchasing power. However, implementing an effective category management strategy requires overcoming challenges such as lack of standardized processes, resource constraints, and gaining full executive commitment. The key is to establish clear governance, objectives, and category strategies while ensuring change management through training, sponsorship, and including procurement KPIs.
Improving Your Strategic Focus & Performance Dan RyanClaudia Rubino
This document summarizes a presentation given by Dan Ryan from Veolia Water about how they used the Balanced Scorecard methodology to improve strategic focus and performance. [1] Veolia Water introduced a new CEO in 2008 who had experience using the Balanced Scorecard and sought to implement a winning strategy based on strategic alignment. [2] Veolia Water worked with a consultant to develop their Balanced Scorecard, including creating a mission, vision, objectives and key performance indicators. [3] The Balanced Scorecard helped boost performance, increase focus on strategy and results, and better allocate resources.
This document provides an overview of strategic leadership and management skills. It discusses strategy as long-term decisions that add value, and examines reasons for studying strategy as well as how managers develop strategies. Key tools for analysis include SWOT analysis, value chain analysis, and identifying opportunities. Strategies can exist at the corporate and business unit levels. The document also explores implementing and evaluating strategies.
Sandra Knight Programme Management Limited provides program, project, and product management services with over 20 years of experience in the travel and transport industry. They partner with Collabera, an IT services company, to deliver innovative solutions for their clients. Sandra Knight specializes in areas like ecommerce, digital transformation, and agile methodologies. They help clients develop sourcing strategies, manage programs and projects, and implement best practices.
The sample strategy maps document provides examples of strategy maps for different types of organizations, including a software company, healthcare organization, community bank, state department of transportation, federal government printing office, IT department, and finance function. The maps illustrate how each organization connects objectives across financial, customer, internal process, and learning & growth perspectives to achieve their overall vision or goals.
Investing in people building a learning organization (2.1)muzamilsecova
The document outlines an organization's 3 pillar approach to investing in people through developing a high performance culture, implementing process-driven best practices for workforce development, and establishing people-led business planning and performance management. It details the competency framework, performance management process, and knowledge sharing and career development initiatives that comprise the organization's strategy for building a learning organization. The goal is to drive process efficiency, engage and delight employees, and ultimately delight customers.
I Process Framework Private Equity Portfolio CoRamesh_Krish123
The document discusses an approach for reviewing company portfolios to identify "quick win" opportunities. It involves a 4-6 week analysis of the current cost base to identify efficiency opportunities. Management then prioritizes the opportunities over 2-4 weeks based on return and feasibility. The prioritized opportunities are then planned and implemented to realize savings.
Managing cost and realising benefits from your SAP HCM or other HR systemSven Ringling
Conference presentation: clear process to clean up the investment portfolio from any HRIS (HR information system) using SAP HCM as an example. How to reduce cost and maximise benefits from IT in HR.
This document outlines the results of a two-day offsite strategic planning process for the Training and Development Solutions unit of the Chabot-Las Positas Community College District. It includes their vision, mission, guiding principles, identity, key customers, critical success factors, and a one page strategic framework. The framework identifies goals around expanding their client base, growing specific market sectors, partnering across the district, and implementing the plan.
Keith C. Jones provides his contact information and experience in relationship management, executive leadership, and results focus. His experience includes strategy development, organizational alignment, value creation, global sourcing, supplier management, cost reduction, communication, and talent management. As Chief Procurement Officer at Aetna, he delivered annual cost savings of $60-80 million on over $1 billion in total spend. He advocates for leadership values of customer focus, asset utilization, partnerships, and revenue growth. His experience includes implementing a sourcing governance model to align internal stakeholders, sourcing, and suppliers on strategy, demand management, service delivery, and optimizing outcomes.
Investing in people building a learning organization (2 1).0muzamilsecova
The document outlines an organization's approach to investing in people through a three pillar strategy focused on process, people, and performance, which includes implementing competency frameworks, performance management processes, knowledge sharing programs, and employee development initiatives to create a learning organization and high-performance culture. The goal is to develop employees, improve processes, and align performance with business objectives to drive customer and employee delight.
Outsourcing in literal terms, means sourcing from outside. The term is increasingly used to refer to sub-contracting of a set of functions or processes by one firm to another, or to a group of individuals. Outsourcing is being pursued as an active business strategy in the current economic scenario, since it enables a firm to focus on core-competency areas. It also frees the firm from resource and labour intensive functions, which are now performed by trained personnel at much lower costs.
GBS Organzation Design and Talent DevelopmentPatrick West
There are three primary organizational designs for global business services (GBS) groups: integrated, infrastructure, and combined. The integrated model has resources located within and reporting to the GBS, while the infrastructure model has resources located in the GBS but reporting to corporate functions. The combined model uses a mix, with transactional resources reporting to the GBS and knowledge-centric resources reporting to functions. Each design balances the needs of the GBS, functions, and business units differently, with the integrated model most effectively achieving cost and compliance goals but less effectively enabling customer intimacy. As companies' GBS models evolve, the combined model has proven effective at balancing these competing priorities. Organizational design must be regularly reviewed to ensure it continues
Business Level Strategies & Functional Level StrategiesAyyazMehmood1988
The document provides an overview of business level strategies and functional level strategies. It discusses the five generic business level strategies of cost leadership, differentiation, and focused cost leadership and differentiation. It also discusses developing functional level strategies to support business level strategies. Key functions discussed include finance, marketing, operations, and human resources. Developing strategies at all levels can help a company gain a competitive advantage.
Investing in people building a learning organization (2.1)01muzamilsecova
The document outlines an organization's approach to investing in people through a 3 pillar strategy focused on process, people, and platform. It details plans to implement competency frameworks, performance management, and employee development initiatives to build a learning organization and high-performance culture. The goal is to drive employee engagement, delight, and development which will ultimately lead to customer delight.
Professional Business Results & Selected Accomplishmentsmjleib
This slide show summarizes the professional results and accomplishments of Michael Jay Leib across management accountability, marketing leadership, and technology leadership. Some of the key accomplishments highlighted include redesigning and automating customer fulfillment processes, product turnarounds and restructurings, expanding business into new markets, special end-of-life product sales, acquisitions and integrations, increasing revenue and margins, and building out channel sales programs.
Planning Expansion and Adding Scope to your Current Shared Services OperationScottMadden, Inc.
Successful scope expansion for an existing shared services operation requires careful planning. Scope expansion can take a number of forms such as new services, new customer groups, and new geographies. “Shared Service Expansion” is the fourth session of a HR Shared Services learning series that ScottMadden is presenting along with Shared Services & Outsourcing Network (SSON). In this session, we cover an approach for planning expansion and keys to adding scope while balancing the demands of your current shared services operation.
This was our first attempt to create Balanced Score Card. We tried our hand at making a Balanced Score Card for Google Inc. I created it with my two friends Abhishesh Kumar Sharma and Virindersingh Villkhoo
This document discusses outsourcing financial transaction processing to shared service centers. It notes that while outsourcing can reduce costs, there is a high failure rate if relationships are not well analyzed. The document provides an overview of outsourcing advisory services and considerations for outsourcing in the financial services industry. It analyzes processes in a banking back office to determine suitability for a shared services structure and describes common shared services models and key governance structure elements.
Tamara Sedlacek is an experienced supply chain management and procurement professional with over 20 years of experience in government, nonprofit, and healthcare industries. She has a proven track record of identifying cost savings opportunities through process improvements and contract negotiations. Her core competencies include strategic sourcing, contract management, and supply chain leadership. She holds a Bachelor's degree in Business Management and has held senior level supply chain roles at Cleveland Clinic, Dots LLC, and other organizations where she developed strategic sourcing initiatives, managed procurement staff, and exceeded multi-million dollar cost savings goals.
Procurement has evolved from a tactical, transactional function focused on short-term savings to a more strategic function focused on total cost of ownership and long-term value. Effective procurement requires categorizing spend, developing category strategies, and managing supplier relationships. Suppliers can engage more effectively with procurement by understanding the maturity level of the function, contributing to category management, building trust, and demonstrating how they can help address procurement's goals and challenges over the long run.
Robert Yeh has over 25 years of experience in strategic sourcing, procurement, and vendor management. He has delivered significant cost savings of up to 63% across various industries. Yeh has expertise in developing sourcing strategies, negotiating contracts, implementing procurement systems, and building high-performing teams. Currently, he works as an independent consultant, helping companies optimize their sourcing and procurement operations.
This document provides an overview of strategic leadership and management skills. It discusses strategy as long-term decisions that add value, and examines reasons for studying strategy as well as how managers develop strategies. Key tools for analysis include SWOT analysis, value chain analysis, and identifying opportunities. Strategies can exist at the corporate and business unit levels. The document also explores implementing and evaluating strategies.
Sandra Knight Programme Management Limited provides program, project, and product management services with over 20 years of experience in the travel and transport industry. They partner with Collabera, an IT services company, to deliver innovative solutions for their clients. Sandra Knight specializes in areas like ecommerce, digital transformation, and agile methodologies. They help clients develop sourcing strategies, manage programs and projects, and implement best practices.
The sample strategy maps document provides examples of strategy maps for different types of organizations, including a software company, healthcare organization, community bank, state department of transportation, federal government printing office, IT department, and finance function. The maps illustrate how each organization connects objectives across financial, customer, internal process, and learning & growth perspectives to achieve their overall vision or goals.
Investing in people building a learning organization (2.1)muzamilsecova
The document outlines an organization's 3 pillar approach to investing in people through developing a high performance culture, implementing process-driven best practices for workforce development, and establishing people-led business planning and performance management. It details the competency framework, performance management process, and knowledge sharing and career development initiatives that comprise the organization's strategy for building a learning organization. The goal is to drive process efficiency, engage and delight employees, and ultimately delight customers.
I Process Framework Private Equity Portfolio CoRamesh_Krish123
The document discusses an approach for reviewing company portfolios to identify "quick win" opportunities. It involves a 4-6 week analysis of the current cost base to identify efficiency opportunities. Management then prioritizes the opportunities over 2-4 weeks based on return and feasibility. The prioritized opportunities are then planned and implemented to realize savings.
Managing cost and realising benefits from your SAP HCM or other HR systemSven Ringling
Conference presentation: clear process to clean up the investment portfolio from any HRIS (HR information system) using SAP HCM as an example. How to reduce cost and maximise benefits from IT in HR.
This document outlines the results of a two-day offsite strategic planning process for the Training and Development Solutions unit of the Chabot-Las Positas Community College District. It includes their vision, mission, guiding principles, identity, key customers, critical success factors, and a one page strategic framework. The framework identifies goals around expanding their client base, growing specific market sectors, partnering across the district, and implementing the plan.
Keith C. Jones provides his contact information and experience in relationship management, executive leadership, and results focus. His experience includes strategy development, organizational alignment, value creation, global sourcing, supplier management, cost reduction, communication, and talent management. As Chief Procurement Officer at Aetna, he delivered annual cost savings of $60-80 million on over $1 billion in total spend. He advocates for leadership values of customer focus, asset utilization, partnerships, and revenue growth. His experience includes implementing a sourcing governance model to align internal stakeholders, sourcing, and suppliers on strategy, demand management, service delivery, and optimizing outcomes.
Investing in people building a learning organization (2 1).0muzamilsecova
The document outlines an organization's approach to investing in people through a three pillar strategy focused on process, people, and performance, which includes implementing competency frameworks, performance management processes, knowledge sharing programs, and employee development initiatives to create a learning organization and high-performance culture. The goal is to develop employees, improve processes, and align performance with business objectives to drive customer and employee delight.
Outsourcing in literal terms, means sourcing from outside. The term is increasingly used to refer to sub-contracting of a set of functions or processes by one firm to another, or to a group of individuals. Outsourcing is being pursued as an active business strategy in the current economic scenario, since it enables a firm to focus on core-competency areas. It also frees the firm from resource and labour intensive functions, which are now performed by trained personnel at much lower costs.
GBS Organzation Design and Talent DevelopmentPatrick West
There are three primary organizational designs for global business services (GBS) groups: integrated, infrastructure, and combined. The integrated model has resources located within and reporting to the GBS, while the infrastructure model has resources located in the GBS but reporting to corporate functions. The combined model uses a mix, with transactional resources reporting to the GBS and knowledge-centric resources reporting to functions. Each design balances the needs of the GBS, functions, and business units differently, with the integrated model most effectively achieving cost and compliance goals but less effectively enabling customer intimacy. As companies' GBS models evolve, the combined model has proven effective at balancing these competing priorities. Organizational design must be regularly reviewed to ensure it continues
Business Level Strategies & Functional Level StrategiesAyyazMehmood1988
The document provides an overview of business level strategies and functional level strategies. It discusses the five generic business level strategies of cost leadership, differentiation, and focused cost leadership and differentiation. It also discusses developing functional level strategies to support business level strategies. Key functions discussed include finance, marketing, operations, and human resources. Developing strategies at all levels can help a company gain a competitive advantage.
Investing in people building a learning organization (2.1)01muzamilsecova
The document outlines an organization's approach to investing in people through a 3 pillar strategy focused on process, people, and platform. It details plans to implement competency frameworks, performance management, and employee development initiatives to build a learning organization and high-performance culture. The goal is to drive employee engagement, delight, and development which will ultimately lead to customer delight.
Professional Business Results & Selected Accomplishmentsmjleib
This slide show summarizes the professional results and accomplishments of Michael Jay Leib across management accountability, marketing leadership, and technology leadership. Some of the key accomplishments highlighted include redesigning and automating customer fulfillment processes, product turnarounds and restructurings, expanding business into new markets, special end-of-life product sales, acquisitions and integrations, increasing revenue and margins, and building out channel sales programs.
Planning Expansion and Adding Scope to your Current Shared Services OperationScottMadden, Inc.
Successful scope expansion for an existing shared services operation requires careful planning. Scope expansion can take a number of forms such as new services, new customer groups, and new geographies. “Shared Service Expansion” is the fourth session of a HR Shared Services learning series that ScottMadden is presenting along with Shared Services & Outsourcing Network (SSON). In this session, we cover an approach for planning expansion and keys to adding scope while balancing the demands of your current shared services operation.
This was our first attempt to create Balanced Score Card. We tried our hand at making a Balanced Score Card for Google Inc. I created it with my two friends Abhishesh Kumar Sharma and Virindersingh Villkhoo
This document discusses outsourcing financial transaction processing to shared service centers. It notes that while outsourcing can reduce costs, there is a high failure rate if relationships are not well analyzed. The document provides an overview of outsourcing advisory services and considerations for outsourcing in the financial services industry. It analyzes processes in a banking back office to determine suitability for a shared services structure and describes common shared services models and key governance structure elements.
Tamara Sedlacek is an experienced supply chain management and procurement professional with over 20 years of experience in government, nonprofit, and healthcare industries. She has a proven track record of identifying cost savings opportunities through process improvements and contract negotiations. Her core competencies include strategic sourcing, contract management, and supply chain leadership. She holds a Bachelor's degree in Business Management and has held senior level supply chain roles at Cleveland Clinic, Dots LLC, and other organizations where she developed strategic sourcing initiatives, managed procurement staff, and exceeded multi-million dollar cost savings goals.
Procurement has evolved from a tactical, transactional function focused on short-term savings to a more strategic function focused on total cost of ownership and long-term value. Effective procurement requires categorizing spend, developing category strategies, and managing supplier relationships. Suppliers can engage more effectively with procurement by understanding the maturity level of the function, contributing to category management, building trust, and demonstrating how they can help address procurement's goals and challenges over the long run.
Robert Yeh has over 25 years of experience in strategic sourcing, procurement, and vendor management. He has delivered significant cost savings of up to 63% across various industries. Yeh has expertise in developing sourcing strategies, negotiating contracts, implementing procurement systems, and building high-performing teams. Currently, he works as an independent consultant, helping companies optimize their sourcing and procurement operations.
Sam Agnello is a highly qualified professional with over 15 years of experience in communications and 5 years each in operations/inventory management and retail management. He is seeking a career opportunity with potential for advancement and recognition. He has extensive experience building effective teams and is focused on critical thinking, prioritization, problem solving and customer service.
This document summarizes the career of a dynamic business and finance professional with over 20 years of experience in business management, financial reporting, strategic planning, budgeting, and team leadership. Their skills include developing strategic initiatives to improve productivity, quality, and financial performance. They have a proven track record of success in roles managing operations, budgeting, inventory, and acting as a liaison between different business divisions.
Alyson Kingree is a professional with over 20 years of experience in operations and portfolio management in the financial industry. She has held roles at SunTrust Equipment Finance & Leasing Corp., General Electric Capital Corporation, and currently works as an independent contractor. Kingree has strong analytical skills and experience in contracts, documentation, project management, and ensuring compliance. She is proficient in various software applications and is currently pursuing a Bachelor's degree in Business Administration and Human Resource Management.
Carlos Sousa has over 25 years of experience leading technology projects and ensuring alignment between business objectives and technology investments. He has a track record of successfully delivering projects on time and on budget across different industries. Sousa is passionate about strategy, governance, and results and has managed multi-million dollar budgets and teams of over 60 professionals.
Instigate provides services to insurance and financial services clients, including strategy and organizational change, application strategy, system selection and implementation, program/project management, mergers and acquisitions, regulatory compliance, and data migration. They take a pragmatic approach using experienced resources and established methodologies and tools to deliver benefits for clients.
James Heverin is a highly accomplished operations leader with over 25 years of military service and 10 years of experience as a C-level executive. He has a proven track record of turning around troubled organizations and accelerating adoption of changes. He is seeking a senior level operations role where he can apply his expertise in areas such as leadership, manufacturing, logistics, and process improvement.
Paige Spartano is seeking a Purchasing Specialist position offering stability, challenge, and advancement. She has over 20 years of experience in purchasing, vendor relations, inventory management, and strategic planning. Her experience includes managing $30M in annual sales for I/O Controls Corporation and procuring laboratory products and electronic components for Arizona State University and other organizations. She is skilled in financial controls, forecasting, process improvements, and developing constructive relationships with vendors and clients.
Finding and Mining Value Hidden in Operations - The ProAction GroupThe Proaction Group
In this set of slides, you'll find an overview of ProAction's role, values, a few case studies covering diligence through exit, as well as several team member bios.
Lekeith Lee has over 11 years of experience in acquisition and contract management for the US Air Force and as a senior contract specialist. He has extensive experience developing requirements packages, conducting market research and cost analysis, and managing contracts from award through closeout. He is proficient in the Federal Acquisition Regulation and has trained over 200 personnel. He holds an MBA in project management and is pursuing an MS in government contracts from George Washington University.
This document summarizes the qualifications and experience of Murray Allen. It outlines his 20+ years of experience in procurement and category management roles, including his current role as Procurement Operations Manager at Fonterra Cooperative Group. It also lists his core competencies, skills, education, professional affiliations and provides references.
Richard W. Chiou has over 15 years of experience in procurement and contract administration in both the public and private sectors. He is currently a Principal Contract Administrator at Los Angeles County Metropolitan Transportation Authority where he oversees contract negotiations and administration. Previously he held contract management roles at Southern California Edison and Metrolink. He has a Bachelor's degree in International Business and holds certifications as a Certified Professional in Supply Management, Certified Purchasing Manager, and Accredited Purchasing Practitioner.
Microsoft Power Point 060310 Transformation Latestsimgesm
The document discusses organizational transformation initiatives that Ariba provides for clients. It describes typical customer situations and case examples for initiatives like creating an indirect purchasing function, improving organizational capabilities, and centralizing purchasing. It then outlines Ariba's transformation framework and approach, which involves assessing spend, structure, processes, systems, people and suppliers. The remainder of the document provides more details on Ariba's services, which include execution, transformation, and knowledge services to help clients achieve results and enablement.
The power of being understood
presented by Mike Ward
RSM and Sellafield
Shaping your portfolio to realise Organisational Strategy (design and prioritisation through to implementation and success)
APM Portfolio SIG conference
Thursday 12th May 2016
Steven Jensen has over 25 years of experience in supply chain management and procurement. He has held roles managing procurement and contracts at major biotech companies including Genentech and Novo Nordisk. Jensen has expertise in areas such as spend category management, supplier performance, contracts structuring, and regulatory compliance. He demonstrates strong leadership, project management, and relationship building skills.
This document provides a summary of an executive's experience and qualifications. Over 15 years, the executive has held leadership roles such as Executive Director, COO, Vice President, and Program Manager for international companies. The executive has a proven track record of delivering strong profit growth and turning around underperforming business units. Specific achievements include implementing systems that increased revenue by over $3 million annually and negotiated outsourcing agreements resulting in $0.7 million in annual efficiencies.
This document is a resume for Paul Timothy Spivey that highlights his experience in general management, operations, leadership and staff development, and business development. Over his career, Spivey has held roles in manufacturing, R&D, and as a consultant focused on leadership development. He demonstrates strengths in strategic planning, continuous improvement, problem solving, and developing human capital.
Bensaber Boutaleb is a strategic procurement manager with over 30 years of experience in global sourcing, capital expenditures, MRO, and contract management. He has a proven track record of delivering over 10% in savings on multi-million dollar projects. Boutaleb is skilled in developing sourcing strategies, managing vendor relationships, and driving projects from inception to completion. He is currently seeking new opportunities to apply his leadership abilities and ensure organizational success.
1. P A U L O . H A R R I S
615.419.8695
paul@harrisharrisroche.com
• www.linkedin.com/in/pauloharris
DYNAMIC BUSINESS PROCESS IMPROVEMENT,
STRATEGIC SOURCING EXECUTIVE
executive summary
Dynamic and accomplished professional with over twenty-five years of demonstrated success in
business process improvement, strategic sourcing, contract development/management, spend
analysis, policy/procedure review and development, and the implementation/management of
organizational change. Critical expertise in providing “first in class” solutions that regularly
exceed both executive goals and expectations. Highly successful consensus building, cross
functional group leader, acutely adept at utilizing critical thinking and a participatory leadership
style. Exceptional ability to build and maintain strong relationships with both internal and external
clients at all levels.
critical core compentencies
• Business Process Improvement • Strategic Sourcing Management • RFx development
• Policy/Procedure development and
• Procure 2 Pay Implementation • Market Analysis
review
• Cross functional group
• Organizational Development • Spend Analysis
leadership
• Contract
• Organizational Change Management • Critical Thinking
Negotiation/Management
• Performance Metrics Development • Supplier Portfolio Management • Participatory Leader
professional employment history
Principal/Senior Consultant Harris Harris & Roche, LLC 2008-Present
Accomplished consultant dedicated to providing results driven services in business Notes:
process improvement, strategic sourcing; strategic planning; policy and procedure
development/review, organizational change implementation/management, and spend
analysis/review to clients. Dedicated to providing optimized solutions, to today’s Notes:
business challenges, producing measurable, sustainable, positive bottom line results,
adherence to corporate policy and positive corporate cultural change.
• Founded and manage boutique consulting firm dedicated to providing
best in class solutions
• Proffer subject matter expertise and consultative recommendations
• Responsible for the identification, evaluation, need justification of a US
based professional staffed strategic sourcing team to a multi-national Bio
YOUR NAME | Page 1 of 4
2. Pharmaceutical firm
• Spearheaded the development of the organizational structure, capital and
human resource requirements of an outsourced Strategic Sourcing team
for a multi-national Bio Pharmaceutical firm,
• Developed sourcing policy and procedures for a multi-national Bio
Pharmaceutical firm
• Successfully negotiated a high value three year agreement to implement
and manage the business plan and outsourced strategic sourcing team
DIRECTOR STRATEGIC SOURCING (interim) UCB Pharmaceutical 2008-2011
Reporting to the CFO (Americas) and the Global VP Strategic Sourcing (Belgium) Notes:
directed the daily activities of the Strategic Sourcing team. Provided consultative
recommendations to senior management, both domestically and internationally, regarding
sourcing procedures, contract statuses, corporate compliance, legal considerations, and re
engineering of the “outsourced” sourcing team to a full time equivalent staff.
• Developed sourcing policy conforming to corporate and governmental
policy and regulations
• Developed sourcing strategy and contract negotiation procedures and
internal processes
• Establishment and management of “first in class” Strategic Sourcing
team (nine specialist)
• Championed the establishment of business relationships with both
internal and external clients
• Refined contracting/sourcing procedures and processes thereby
increasing time to purchase and contract execution efficiencies while
protecting firms assets
• Successfully implemented SAP electronic requisition/purchase order
system
• Achieved a 27% savings to addressable spend ($21M)
CONSULTANT STRATEGIC SOURCING Resource Global Professionals 2007-2008
Reporting to the Managing Director provided spend analysis, contract review, and Notes:
recommendations regarding the sourcing of commodities and services, to assigned
clients.
• Lead inventory audit team , completing annual inventory for a leading
electronics repair firm under budget
• Provided justification and championed the rational of proactive sourcing
vs. tactical purchasing to assigned clients
• Provided market analysis to assigned clients
• Negotiated services agreements for assigned categories
• Maintained contract files for assigned categories and clients as assigned
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3. VP STRATEGIC SOURCING Horizon Resource Group 2005-2007
Reporting to the President and Chief Operating Officer, managed all aspects of the Notes:
Strategic Sourcing/Contracts division of the Group Purchasing Organization. Established
agreements based on aggregated spend to be utilized by Public entities, and Private
higher education entities.
• Developed annual contract plan
• Established competitive solicitation policy and procedures
• Managed competitive solicitation process Implemented refined
contracting process and internal procedures, significantly reducing “time
to market” required for new agreements
• Significantly increased contracts portfolio
• Managed supplier portfolio
• Increased contribution to revenue of new agreements and renewals
DIRECTOR PURCHASING & AUX. SERVICES Pensacola Junior College 1995-2005
Reporting to the VP Finance, successfully directed and managed of the College’s support
Notes:
Dynamic, accomplished, advocate,
services teams including Purchasing, operational auxiliary services (receiving, diplomatic, empowerment,
efficiency, cross-functional,
warehousing, courier services, multiple-campus food services, childcare, and the critical, exceptional, leadership,
bookstore). Effectively managed the procurement team in the procurement of executive, strategic sourcing,
commodities and services for the multiple campuses and centers. operational, business skills,
contract management, contract
development, negotiations,
• Authored and successfully managed the original FL Community College analysis, spend, budget, e-
Technology Refresh Program (TRP). TRP is an indefinite term procurement, Procure 2 Pay, B2B,
corporate change, organizational
technology agreement which provides for the purchase, lease and refresh
change, implementation,
of technology. The agreement provides savings averaging $4.5M annual
to the State’s Community College System.
• Chaired FL TRP Steering Committee (1997-2005).
• Chaired Cooperative of Purchasing Professional Committee (Chief
Purchasing Officers) of the twenty-eight FL Community Colleges.
• Provided Subject Matter Expertise (SME) to college’s legislative
liaisons.
• Co-authored several legislative initiatives and state statutes.
• Developed and successfully implemented strategic sourcing “best
practices” generating substantial savings to the College’s operating
budget.
• Successfully directed the implementation of an electronic requisition
and purchasing system.
• Co- founded a inter governmental purchasing group, combining best
practices and aggregating spend in order to negotiate high value savings
agreements.
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4. additional employment history
• Technology & MRO Buyer Escambia County School District
• Receiving Supervisor Sam’s Wholesale
• Hard-lines Buyer Maas Brothers
• Buyer and Project Manager Pelham’s Construction (commercial and residential)
education and accreditations
• Masters, Public Administration Troy State University
• Bachelor of Science, Management University of West Florida
• NACUBO Leadership Certification NACUBO Leadership Academy
technology compentencies
• Microsoft Word • Microsoft Excel • Microsoft Outlook
• SAP • e-Procurement tools • Microsoft PowerPoint
• Search Engine Optimization • MS Windows XP/Vista • RFx development tools
contact
615.419.8695 |paul@harrisharrisroche.com | www.linkedin.com/in/pauloharris
Currently resides in Nashville, TN and open to domestic and international travel.
Paul O. Harris | Page 4 of 4