This document discusses the concept of "glocalization" in procurement within Intel's Facilities Materials and Services (FMS) division in Europe, the Middle East, and Africa (EMEA). It describes balancing global strategies and processes from Intel's corporate level with regional and local implementation. The key points made are: 1) FMS manages procurement for construction, facilities services, utilities, and materials across 40+ EMEA countries with diverse cultures and regulations. 2) A hybrid model of utilizing corporate strategies but implementing commercially at regional and local levels is proposed as a "win-win". 3) Ensuring alignment between regional and corporate objectives, defining strategic items at a regional level, and actively participating in

1. Procurement "Glocalization" in 2016 - The Intel
FMS EMEA story
1
Dovev Viess
Regional director EMEA , Intel Facilities Materials
and Services
Amsterdam, 20th - 22nd September 2016
4th Annual Global Strategic Sourcing & Procurement Summit

2. Intel / EMEA / FMS - Data
• Few words on Intel corporation
• GSM >>>> FMS Global >>>> FMS EMEA
• Diversity – We have sites in over 40 countries in the EMEA region (from 3
people in sales and marketing to very big manufacturing sites or design
centers)
• FMS runs the commercial processes from sourcing plan, supply chain,
contracting strategy, market data, Bid , Award to contract execution and
administration .
• Scope includes construction (Small >> Mega projects ), RE, Facilities services
(Maintenance , catering , security) Utilities , Materials and equipment .
• Managing over $xxB , team of 19 people , based in 4 Major locations

3. 3
On me
• 20 years of experience in Purchasing, Facilities, Infrastructure, Projects,
Integration, Operations and people management in global corporations.
• Managing the EMEA Region for Intel FMS
• My regional focus in last 2-3 years is on the Glocalization
with focus on Mega projects and regional platforms :
Integrated Facilities Management (IFM ) and Regional
Small Projects (SPGC), Mega project in Israel (Fab conversion)
• Married +3 , enjoy the outdoor when I an not working

4. Do we need Glocalization ??
4

5. EMEA From space (Equivalent to Corp. View)
5

6. But this is the Real Picture
We are a complex mix of countries with a variety of cultures, religions,
rules, geography, languages, practices, Knowledge …

7. 7
Laterals between Corporation and Regions – 3 Options
1. “ Don’t trust the natives” - Full implementation of every process and
guidelines defined @ corporate level , reporting structure to assure this ,
every key position is managed by corp. people on relocation .
2. We are one company but all commercial decision making and execution is
done @ site level .
3. Hybrid model = win win . Utilize the goodness of the corp. in setting clear
strategies , systems, manuals but implement on a regional and site level.
What is the common base line to all 3 options ????

8. People - To be successful you need to
assure :
• You defined the laterals between regions to programs / Corp.
• You are aligned on Vision / Mission but also on the objectives for
the region and for corporation - if there are gaps don’t wait to
deal with them during commercial process, project , contract
Negotiation.
• Redefine strategic items such as supply base, Procurement Plan
, contracting strategy, Market data when there is no project /
contract in the horizon , When they arise focus on execution
(Bid , Evaluate, Negotiate, Award)

9. 9
Case studies and Examples for Glocalization
• Encourage your supply base to use Corp. Main HQ standards (In my case US) : Example 1
Green building certification Leed points are similar to Bream, Why explain who is better , use
the US one . Example 2 Contracts - Use the US CD with local amendments yielded faster
approval loop, better alignment on project set up, better support on disputes .
• Lead the way instead of argue on implementation : We’ve managed to leverage regional success
story to Global implementation of programs : we did it in small project regional program in
EMEA .
• We focus on regional managers forum to share our regional challenges and define clear
direction when we talk to the global programs
• Influence decision making @ the source - We invest a lot of time and resources in attending all
decision making global forums - worth the time.
• We keep an open and transparent communication with corporate – communication and
decision making is a “2 way street” , 0 surprises agreement .

10. Thank you ,
will be happy for any inputs / questions