Driving bottom-line savings continues to top the wish list of the chief procurement officer’s agenda, yet the decision path to get there often relies on perceptions and intuition. Without the right visibility into spend data, suppliers, or related market information in hand, sourcing and procurement decisions often run counter to the business objectives. Gaining comprehensive visibility is the stepping stone to effective spend management. Join this session where experts share their secrets on striking it rich by listening to what their spend numbers have to say.
The document discusses building a spend analysis program to analyze an organization's expenditures. It defines spend analysis and why organizations perform it. Key activities in building a program include collecting and normalizing data from various sources, analyzing spending patterns, and identifying opportunities. Challenges include overcoming organizational barriers, issues with inconsistent and incomplete data, and developing repeatable processes. Lessons learned emphasize securing support, planning adequately, starting small and achieving early wins to demonstrate value.
This document provides an overview of spend management and procurement software. It discusses features like spend analysis, supplier management, sourcing, invoicing and payment, e-procurement, and contract compliance. Spend analysis involves gathering spending data from multiple sources, categorizing spend, standardizing items, and establishing contracts. The document uses an example of a global pharmaceutical company to show how spend analysis can identify savings opportunities between 15-50% through implementing sourcing best practices and reducing buyer/supplier administration by up to 80%.
Procure to Pay Transformation.
--
Presentation originally made at the SMART Supply Chain Conference, June 2013. This transformation won the Award for Procurement Excellence.
The presentation is Copyright protected and is for information purposes only and may not be reproduced in any form without written permission of authors.
The document discusses how spend analysis using Anaplan's connected planning platform can help align procurement strategies between the Chief Procurement Officer (CPO) and Chief Financial Officer (CFO) by uncovering hidden cost savings within the procurement process and supply chain. It provides examples of dashboards and models that categorize spend data to identify areas for cost reduction, supplier performance improvement, and cash flow optimization across categories like travel, IT, and indirect spend. Connecting procurement planning with financial planning can help formalize the CPO-CFO partnership and quantify over $1 billion in potential savings for large companies like Kraft Heinz and NASA.
Spend Analysis: It’s What You Do With it That MattersSAP Ariba
Of what good is good data if it is not put to good use? Lining up your spend and supplier data in a row is a nice start to your spend analysis journey. But that’s just the beginning. Getting the most out of any spend analysis initiative hinges on how well the insights have been put to use to discover new opportunities or improve sourcing efficiencies. Hear from the practitioners on their data-to-analytics journey and their use cases of leveraging spend analysis to drive better sourcing and procurement decision making.
The strategic sourcing process involves identifying a company's current category usage, conducting a supplier and market analysis, selecting an appropriate sourcing strategy, and choosing a sourcing method. Key steps include developing requests for information and proposals, evaluating responses, negotiating with suppliers, integrating new suppliers, and monitoring market performance and supplier relationships on an ongoing basis. The process aims to identify all viable suppliers, execute the best sourcing approach, conduct negotiations to select suppliers, and operationalize agreements while monitoring the category.
The document discusses strategies for developing model suppliers and optimizing a company's supply base. It defines attributes of model suppliers, such as managing quality systems, demonstrating technology leadership, and supporting business goals. It also outlines steps for a mature supply management process, including defining a preferred supplier base, establishing strategic partnerships, integrating suppliers, and conducting supply base segmentation. Commodity source plans are developed annually based on supplier performance data and input from stakeholders to guide one-year and three-to-five-year sourcing strategies.
Dynamic Pricing: Past, Present, and FutureJeffrey Funk
These slides use concepts from my (Jeff Funk) course entitled analyzing hi-tech opportunities to show how the cost and performance of gas sensors are improving rapidly, making many new applications possible.
The document discusses building a spend analysis program to analyze an organization's expenditures. It defines spend analysis and why organizations perform it. Key activities in building a program include collecting and normalizing data from various sources, analyzing spending patterns, and identifying opportunities. Challenges include overcoming organizational barriers, issues with inconsistent and incomplete data, and developing repeatable processes. Lessons learned emphasize securing support, planning adequately, starting small and achieving early wins to demonstrate value.
This document provides an overview of spend management and procurement software. It discusses features like spend analysis, supplier management, sourcing, invoicing and payment, e-procurement, and contract compliance. Spend analysis involves gathering spending data from multiple sources, categorizing spend, standardizing items, and establishing contracts. The document uses an example of a global pharmaceutical company to show how spend analysis can identify savings opportunities between 15-50% through implementing sourcing best practices and reducing buyer/supplier administration by up to 80%.
Procure to Pay Transformation.
--
Presentation originally made at the SMART Supply Chain Conference, June 2013. This transformation won the Award for Procurement Excellence.
The presentation is Copyright protected and is for information purposes only and may not be reproduced in any form without written permission of authors.
The document discusses how spend analysis using Anaplan's connected planning platform can help align procurement strategies between the Chief Procurement Officer (CPO) and Chief Financial Officer (CFO) by uncovering hidden cost savings within the procurement process and supply chain. It provides examples of dashboards and models that categorize spend data to identify areas for cost reduction, supplier performance improvement, and cash flow optimization across categories like travel, IT, and indirect spend. Connecting procurement planning with financial planning can help formalize the CPO-CFO partnership and quantify over $1 billion in potential savings for large companies like Kraft Heinz and NASA.
Spend Analysis: It’s What You Do With it That MattersSAP Ariba
Of what good is good data if it is not put to good use? Lining up your spend and supplier data in a row is a nice start to your spend analysis journey. But that’s just the beginning. Getting the most out of any spend analysis initiative hinges on how well the insights have been put to use to discover new opportunities or improve sourcing efficiencies. Hear from the practitioners on their data-to-analytics journey and their use cases of leveraging spend analysis to drive better sourcing and procurement decision making.
The strategic sourcing process involves identifying a company's current category usage, conducting a supplier and market analysis, selecting an appropriate sourcing strategy, and choosing a sourcing method. Key steps include developing requests for information and proposals, evaluating responses, negotiating with suppliers, integrating new suppliers, and monitoring market performance and supplier relationships on an ongoing basis. The process aims to identify all viable suppliers, execute the best sourcing approach, conduct negotiations to select suppliers, and operationalize agreements while monitoring the category.
The document discusses strategies for developing model suppliers and optimizing a company's supply base. It defines attributes of model suppliers, such as managing quality systems, demonstrating technology leadership, and supporting business goals. It also outlines steps for a mature supply management process, including defining a preferred supplier base, establishing strategic partnerships, integrating suppliers, and conducting supply base segmentation. Commodity source plans are developed annually based on supplier performance data and input from stakeholders to guide one-year and three-to-five-year sourcing strategies.
Dynamic Pricing: Past, Present, and FutureJeffrey Funk
These slides use concepts from my (Jeff Funk) course entitled analyzing hi-tech opportunities to show how the cost and performance of gas sensors are improving rapidly, making many new applications possible.
Digital Supply Chain - Insights on Driving the Digital Supply Chain Transform...Lora Cecere
Executive Summary
It started with the internet, and the drum beat continues. Mobile. Social. Cloud. Digital Products. Telematics. The Internet of Things. The list of enablers is endless.
Over the last decade, digital marketing departments quickly took advantage of new technologies to power marketing capabilities. As a result, companies have new products and services; but, over the last decade there has been little change in supply chain processes.
There is a great divide in organizations today. There are digital teams in marketing while there are traditional supply chain processes in operations. Many supply chain leaders are asking how they digitize their supply chain practices. This report is designed to help. Here we share a five-step process to get started, and we provide insights from recent research on how to transform manufacturing processes.
What Is Digital Business?
Digitization transforms businesses. A digital business model uses new forms of technology to create new forms of revenue and business value. It is about the use of combinations of technologies to sense changes in real-time and shape a meaningful output.
Digital business is about much, much more than the redefinition of business processes for B2B and B2C. While e-business strategies are foundational, and necessary, it is about more than e-business. In today’s supply chain, while B2C models are well defined and new supply chain models have embraced and redefined e-commerce delivery, B2B processes lag B2C. Today, only 9% of B2B commerce business flows through business networks. There are no digital B2B officers. Companies have been slow to adopt new forms of B2B.
The document discusses implementing lean six sigma principles and eProcurement/strategic sourcing in a heavy machinery industry's MRO environment. It outlines the implementation highlights, including a focus on change management over technology. Benefits achieved included reduced costs, improved compliance, and faster processing times. The strategic sourcing roadmap included spend analysis, supplier evaluation, contracting, and an eProcurement system to streamline the procure-to-pay process. Key success factors included cross-functional involvement, standardization, and benefits realization monitoring.
CPFR (Collaborative Planning, Forecasting, and Replenishment) allows trading partners like suppliers and retailers to work together to better meet consumer demand through information sharing and joint planning. There are three levels of CPFR engagement from basic to advanced. CPFR evolved from earlier practices like Efficient Consumer Response and Continuous Replenishment Programs to further improve coordination and reduce costs. Implementing CPFR can result in benefits like improved inventory management, customer service, and profitability for both retailers and suppliers.
- Sources of Spend Data
- Turning Data into Information
- Identifying Opportunities and Prioritization
- Spend Analysis and Managing Categories
- Identifying Actions
The document discusses strategies for managing strategic supplier relationships and collaboration. It outlines key questions purchasing officers should consider around understanding their supply base and spend. It then covers the strategic sourcing process, including analyzing spend, identifying requirements, analyzing the market, developing a strategy, managing negotiations, awarding contracts, and implementing the strategy. It also discusses optimizing the supplier base, performing supplier financial analysis, managing risk, and improving supplier performance.
The 7 step strategic sourcing framework is a popular model developed by ATKearney consulting to help companies lower costs through strategic procurement. The 7 steps include: 1) developing a category profile through spending and supply market analysis, 2) creating a sourcing strategy, 3) generating a supplier portfolio, 4) selecting an implementation plan such as negotiations or auctions, 5) negotiating and selecting suppliers, 6) implementing agreements, and 7) continuous improvement of the sourcing process. Major companies like P&G, HUL, IBM and Dell have used this framework to achieve cost savings of 10-20%.
This document provides an overview and introduction to supply chain management concepts through a training course presented by Mahmud Abouel-Atta. The training covers essential supply chain topics like the history and objectives of supply chain management, activities in the supply chain, performance measurements, and the SCOR model. It emphasizes the importance of integrating all parts of the supply chain to improve strategic planning, utilization of resources, and response to disruptions.
Procurement and sourcing involve finding suppliers and negotiating contracts to obtain goods and services for a business. There are various types of procurement like direct, indirect, and service procurement. The procurement process identifies steps to acquire necessary goods and services in a cost-effective way. Strategic procurement aims to choose suppliers that match business goals, procuring higher quality items while managing supply chain risk. Sourcing is the process of selecting suppliers to provide quality products at affordable prices through activities like market research, establishing standards, and negotiating contracts. It allows for cost management, stable supply chains, and reduced risk through strong supplier relationships.
The document discusses supplier relationship management as a key process in supply chain management. It defines supply chain management as integrating business processes from suppliers to end customers to add value. It describes supplier relationship management as providing the structure for developing and maintaining relationships with suppliers, including performance agreements to balance the needs of both parties. The goal is to improve customer service, costs, and profits through collaborative relationships rather than transactional interactions.
Best Practices in Demand Planning and Sales ForecastingHatim Ratlami
The document discusses best practices for demand planning and sales forecasting. It begins with an abstract noting organizations spend significant resources on forecasting but poor practices can hamper goals. The top 10 demand planning mantras are then presented, including getting data quality right before forecasting, understanding data, defining metrics, leveraging statistical tools, establishing processes and calendars, assessing promotions, seeking consensus forecasts, being proactive in planning, managing exceptions, and utilizing market intelligence over forecasting. The document concludes with discussing the author and consulting firm that specializes in demand planning and provides related training and services.
The document discusses purchase-to-pay (P2P) processes and how they fit within enterprise supply chain management. It describes key components of P2P including invoice processing and accounts payable. It also discusses benefits of implementing a P2P shared services delivery model and how P2P technology and selective outsourcing of P2P functions can help reduce costs and improve processes.
1. Strategic sourcing is a continuous process that involves discovering, prioritizing, improving, and re-evaluating sourcing activities to achieve cost savings and meet business needs.
2. The document outlines a 9-step process for strategic sourcing, beginning with internal research to analyze company spend data, categorize spending, evaluate risks, select project scope, and conduct spend, cost structure, and total cost of ownership analyses.
3. The first step of internal research lays the groundwork for subsequent steps by gathering and analyzing internal company data to understand spending patterns and costs. This information is then used to inform strategic sourcing decisions.
This document discusses strategic sourcing and category management. It begins by defining strategic sourcing as a formal approach to leverage consolidated purchasing power to find best market values. Category management segments spend into categories that mirror market organization. Two popular models are described: Jonathan O'Brien's 5-step model and Kraljic matrix's 4-step process involving classification, analysis, positioning, and action planning. The document emphasizes that procurement should be strategic and collaborative to maximize value through a category management approach.
We are one of the leading providers of strategic sourcing consulting services in India. Every year, we help hundreds of organizations save billions in spend/ procurements. Cloudway is staffed by experienced category specialists in sourcing teams to get sustainable results. The fast – real results will improve the bottom line and create competitive advantage. We are SAP Gold partner in India and authorized to Sell, service, support and implement SAP projects specially SAP Ariba, Success Factors, Cloud For Customer (C4C) as well.
Achieving Excellence in End-to-End Supply Managementmubarak2009
The document discusses challenges in supply chain management for service organizations. It notes a lack of integrated processes, tools, and information across supply chains. Common issues include no single contract repository, manual contract development, and an inability to match invoices to contracts. The presentation argues that effective contract management, using standardized templates and automation, can help address these issues and drive efficiencies across sourcing, procurement, and supplier management.
1. The document discusses developing a supply chain roadmap for a company by assessing current performance metrics and maturity of processes.
2. Key supply chain metrics like cost, service, efficiency and process metrics are analyzed along with maturity of strategic, operational, and execution processes.
3. Gaps identified through metric performance and process assessment are addressed through initiatives which are prioritized in a roadmap to improve the supply chain over time.
The document discusses the major impact of digital technologies on supply chain management. It notes that industries now deal with real-time data exchange and storage, and rapidly changing customer behavior due to information availability. This has shifted companies from "doing digital" to "being digital" as a top priority. The advent of technologies like the Internet of Things, artificial intelligence, 3D printing and others are disrupting traditional supply chain models. The document introduces the concept of a digital supply chain that uses these technologies to improve business processes and provide value to all stakeholders. It outlines some of the key benefits of digital supply chains, as well as potential disruptions across different supply chain activities from sourcing to delivery. Finally, it maps the landscape and
This document summarizes a strategic sourcing webinar on spend analysis. It discusses:
1) Types of spend like direct, indirect, and tail spend and different data sources for analysis.
2) The spend analysis process which includes extracting, cleaning, enriching, classifying data and generating insights.
3) Common types of analyses like cost per unit, price history, pricing brackets, indexed pricing, and currency opportunities that can be performed.
How to Conduct a Spend Analysis in Seven StepsSpend Radar
The document outlines a seven step process for conducting a spend analysis: 1) Identify all spend data sources, 2) Gather and consolidate spend data, 3) Cleanse the data by finding and correcting errors, 4) Group suppliers, 5) Categorize spend, 6) Analyze spend to ensure best contracts and preferred suppliers are used, and 7) Repeat the analysis continually to identify savings opportunities. The goal is to analyze an organization's spending to identify opportunities for savings.
Digital Supply Chain - Insights on Driving the Digital Supply Chain Transform...Lora Cecere
Executive Summary
It started with the internet, and the drum beat continues. Mobile. Social. Cloud. Digital Products. Telematics. The Internet of Things. The list of enablers is endless.
Over the last decade, digital marketing departments quickly took advantage of new technologies to power marketing capabilities. As a result, companies have new products and services; but, over the last decade there has been little change in supply chain processes.
There is a great divide in organizations today. There are digital teams in marketing while there are traditional supply chain processes in operations. Many supply chain leaders are asking how they digitize their supply chain practices. This report is designed to help. Here we share a five-step process to get started, and we provide insights from recent research on how to transform manufacturing processes.
What Is Digital Business?
Digitization transforms businesses. A digital business model uses new forms of technology to create new forms of revenue and business value. It is about the use of combinations of technologies to sense changes in real-time and shape a meaningful output.
Digital business is about much, much more than the redefinition of business processes for B2B and B2C. While e-business strategies are foundational, and necessary, it is about more than e-business. In today’s supply chain, while B2C models are well defined and new supply chain models have embraced and redefined e-commerce delivery, B2B processes lag B2C. Today, only 9% of B2B commerce business flows through business networks. There are no digital B2B officers. Companies have been slow to adopt new forms of B2B.
The document discusses implementing lean six sigma principles and eProcurement/strategic sourcing in a heavy machinery industry's MRO environment. It outlines the implementation highlights, including a focus on change management over technology. Benefits achieved included reduced costs, improved compliance, and faster processing times. The strategic sourcing roadmap included spend analysis, supplier evaluation, contracting, and an eProcurement system to streamline the procure-to-pay process. Key success factors included cross-functional involvement, standardization, and benefits realization monitoring.
CPFR (Collaborative Planning, Forecasting, and Replenishment) allows trading partners like suppliers and retailers to work together to better meet consumer demand through information sharing and joint planning. There are three levels of CPFR engagement from basic to advanced. CPFR evolved from earlier practices like Efficient Consumer Response and Continuous Replenishment Programs to further improve coordination and reduce costs. Implementing CPFR can result in benefits like improved inventory management, customer service, and profitability for both retailers and suppliers.
- Sources of Spend Data
- Turning Data into Information
- Identifying Opportunities and Prioritization
- Spend Analysis and Managing Categories
- Identifying Actions
The document discusses strategies for managing strategic supplier relationships and collaboration. It outlines key questions purchasing officers should consider around understanding their supply base and spend. It then covers the strategic sourcing process, including analyzing spend, identifying requirements, analyzing the market, developing a strategy, managing negotiations, awarding contracts, and implementing the strategy. It also discusses optimizing the supplier base, performing supplier financial analysis, managing risk, and improving supplier performance.
The 7 step strategic sourcing framework is a popular model developed by ATKearney consulting to help companies lower costs through strategic procurement. The 7 steps include: 1) developing a category profile through spending and supply market analysis, 2) creating a sourcing strategy, 3) generating a supplier portfolio, 4) selecting an implementation plan such as negotiations or auctions, 5) negotiating and selecting suppliers, 6) implementing agreements, and 7) continuous improvement of the sourcing process. Major companies like P&G, HUL, IBM and Dell have used this framework to achieve cost savings of 10-20%.
This document provides an overview and introduction to supply chain management concepts through a training course presented by Mahmud Abouel-Atta. The training covers essential supply chain topics like the history and objectives of supply chain management, activities in the supply chain, performance measurements, and the SCOR model. It emphasizes the importance of integrating all parts of the supply chain to improve strategic planning, utilization of resources, and response to disruptions.
Procurement and sourcing involve finding suppliers and negotiating contracts to obtain goods and services for a business. There are various types of procurement like direct, indirect, and service procurement. The procurement process identifies steps to acquire necessary goods and services in a cost-effective way. Strategic procurement aims to choose suppliers that match business goals, procuring higher quality items while managing supply chain risk. Sourcing is the process of selecting suppliers to provide quality products at affordable prices through activities like market research, establishing standards, and negotiating contracts. It allows for cost management, stable supply chains, and reduced risk through strong supplier relationships.
The document discusses supplier relationship management as a key process in supply chain management. It defines supply chain management as integrating business processes from suppliers to end customers to add value. It describes supplier relationship management as providing the structure for developing and maintaining relationships with suppliers, including performance agreements to balance the needs of both parties. The goal is to improve customer service, costs, and profits through collaborative relationships rather than transactional interactions.
Best Practices in Demand Planning and Sales ForecastingHatim Ratlami
The document discusses best practices for demand planning and sales forecasting. It begins with an abstract noting organizations spend significant resources on forecasting but poor practices can hamper goals. The top 10 demand planning mantras are then presented, including getting data quality right before forecasting, understanding data, defining metrics, leveraging statistical tools, establishing processes and calendars, assessing promotions, seeking consensus forecasts, being proactive in planning, managing exceptions, and utilizing market intelligence over forecasting. The document concludes with discussing the author and consulting firm that specializes in demand planning and provides related training and services.
The document discusses purchase-to-pay (P2P) processes and how they fit within enterprise supply chain management. It describes key components of P2P including invoice processing and accounts payable. It also discusses benefits of implementing a P2P shared services delivery model and how P2P technology and selective outsourcing of P2P functions can help reduce costs and improve processes.
1. Strategic sourcing is a continuous process that involves discovering, prioritizing, improving, and re-evaluating sourcing activities to achieve cost savings and meet business needs.
2. The document outlines a 9-step process for strategic sourcing, beginning with internal research to analyze company spend data, categorize spending, evaluate risks, select project scope, and conduct spend, cost structure, and total cost of ownership analyses.
3. The first step of internal research lays the groundwork for subsequent steps by gathering and analyzing internal company data to understand spending patterns and costs. This information is then used to inform strategic sourcing decisions.
This document discusses strategic sourcing and category management. It begins by defining strategic sourcing as a formal approach to leverage consolidated purchasing power to find best market values. Category management segments spend into categories that mirror market organization. Two popular models are described: Jonathan O'Brien's 5-step model and Kraljic matrix's 4-step process involving classification, analysis, positioning, and action planning. The document emphasizes that procurement should be strategic and collaborative to maximize value through a category management approach.
We are one of the leading providers of strategic sourcing consulting services in India. Every year, we help hundreds of organizations save billions in spend/ procurements. Cloudway is staffed by experienced category specialists in sourcing teams to get sustainable results. The fast – real results will improve the bottom line and create competitive advantage. We are SAP Gold partner in India and authorized to Sell, service, support and implement SAP projects specially SAP Ariba, Success Factors, Cloud For Customer (C4C) as well.
Achieving Excellence in End-to-End Supply Managementmubarak2009
The document discusses challenges in supply chain management for service organizations. It notes a lack of integrated processes, tools, and information across supply chains. Common issues include no single contract repository, manual contract development, and an inability to match invoices to contracts. The presentation argues that effective contract management, using standardized templates and automation, can help address these issues and drive efficiencies across sourcing, procurement, and supplier management.
1. The document discusses developing a supply chain roadmap for a company by assessing current performance metrics and maturity of processes.
2. Key supply chain metrics like cost, service, efficiency and process metrics are analyzed along with maturity of strategic, operational, and execution processes.
3. Gaps identified through metric performance and process assessment are addressed through initiatives which are prioritized in a roadmap to improve the supply chain over time.
The document discusses the major impact of digital technologies on supply chain management. It notes that industries now deal with real-time data exchange and storage, and rapidly changing customer behavior due to information availability. This has shifted companies from "doing digital" to "being digital" as a top priority. The advent of technologies like the Internet of Things, artificial intelligence, 3D printing and others are disrupting traditional supply chain models. The document introduces the concept of a digital supply chain that uses these technologies to improve business processes and provide value to all stakeholders. It outlines some of the key benefits of digital supply chains, as well as potential disruptions across different supply chain activities from sourcing to delivery. Finally, it maps the landscape and
This document summarizes a strategic sourcing webinar on spend analysis. It discusses:
1) Types of spend like direct, indirect, and tail spend and different data sources for analysis.
2) The spend analysis process which includes extracting, cleaning, enriching, classifying data and generating insights.
3) Common types of analyses like cost per unit, price history, pricing brackets, indexed pricing, and currency opportunities that can be performed.
How to Conduct a Spend Analysis in Seven StepsSpend Radar
The document outlines a seven step process for conducting a spend analysis: 1) Identify all spend data sources, 2) Gather and consolidate spend data, 3) Cleanse the data by finding and correcting errors, 4) Group suppliers, 5) Categorize spend, 6) Analyze spend to ensure best contracts and preferred suppliers are used, and 7) Repeat the analysis continually to identify savings opportunities. The goal is to analyze an organization's spending to identify opportunities for savings.
Spend Analysis: What Your Data Is Telling You and Why It’s Worth ListeningSAP Ariba
Driving bottom-line savings continues to top the wish list of the chief procurement officer’s agenda, yet the decision path to get there often relies on perceptions and intuition. Without the right visibility into spend data, suppliers, or related market information in hand, sourcing and procurement decisions often run counter to the business objectives. Gaining comprehensive visibility is the stepping stone to effective spend management. Join this session where experts share their secrets on striking it rich by listening to what their spend numbers have to say.
Next Generation Spend Analytics & Data VisualizationJosh Stancil
This document discusses the history and challenges of spend analytics and outlines a vision for the next generation, Spend Analytics 3.0. It describes four key challenges that have made spend visibility difficult to achieve: fragmented data across multiple systems, maverick spending outside of procurement processes, inaccurate categorization, and poor data input practices. The document then outlines the evolution of spend analytics from early spreadsheet-based solutions 1.0 to ERP-focused solutions 2.0. It argues that Spend Analytics 3.0 should feature intelligent automation, expert manual intervention, strategic sourcing insights, and an elegant, easy-to-use interface to optimize spend data and provide spend visibility, compliance management, and category management capabilities.
BRIDGEi2i has frameworks to establish Analytics CoE for Supply Chain functions within organizations. Demand planning solution of BRIDGEi2i aims at using advanced statistical forecasting coupled with real-time decision engines models for demand planning, inventory optimization.
Real world sourcing - Making Spend Analysis WorkBravoSolution
Too often Procurement functions are hamstrung by their lack of spend data. Even when sophisticated Spend Analytics are available, the power of the available information and analysis is not harnessed. This session aims to talk about making the most of the spend data you have.
Calculating the Total Addressable Market (TAM) and the Serviceable Addressable Market (SAM) is key to understanding how market size changes in relation to subsidy level, technology cost, and financing costs. This presentation provides an introduction to these measurements and uses evidence from Connecticut's Green Bank (CEFIA) to show how these calculations can impact product design and green bank planning.
The document discusses procurement trends in 2016 based on a survey conducted by Science Warehouse. Some key findings include:
1) There was an increase in measuring supplier compliance and a decrease in mandatory supplier compliance requirements.
2) The use of procurement strategists increased while lone procurement decision makers decreased.
3) Analyzing spend data effectively increased while recruitment for procurement teams decreased.
This presentation describes the ASQ QMD Globalization & Supply Chain Technical Committee efforts to inventory existing supplier scorecards for benchmarking and to support its efforts to create supplier scorecard standards
johncachat@hotmail.com
www.peproso.com
The document discusses supplier consolidation and system updates. It describes consolidating suppliers as an easy way to lower costs by reducing the vendor base and improving quality. Key benefits include cost savings, increased buying power, and stronger supply agreements. The process involves vetting suppliers, negotiating costs, selecting suppliers, and establishing agreements. Strong contracts formalize terms and conditions to provide security for both buyers and suppliers. Overall, consolidating suppliers and establishing agreements can generate significant cost reductions for businesses.
This document discusses developing a balanced supplier scorecard. It begins with an introduction to supplier scorecards and balanced scorecards. It then reviews literature on supplier evaluation models and criteria. Two case studies on Honeywell and Tara Aerospace's supplier scorecards are presented. The document proposes a balanced supplier scorecard with four perspectives: financial, customer, internal processes, and innovation/learning. It identifies shortcomings in current scorecards and suggests enhancements like including environmental and social factors. The conclusion emphasizes that effective scorecards should be flexible, updated in real-time, cost-based, and benchmarked.
This document discusses how digital technologies like mobile, social media, cloud computing and big data can reshape a procurement strategy. It suggests procurement objectives remain the same in reducing costs, improving delivery and quality, while innovation and risk mitigation become priorities. Embracing digital includes using social media constructively, reviewing eProcurement plans, capturing procurement data, and developing a digital strategy to shape the environment. The top three recommendations are to review social media policy and technology investment plans, understand needs for procurement intelligence from big data, and create a digital procurement strategy.
The document discusses SAP Analytics for procurement. It describes how procurement and supply chain organizations are under pressure to reduce expenses and proactively manage supplier risk through continuous supplier and spend intelligence reporting. However, supplier data often requires de-duplication, normalization and enrichment before it can provide useful insights. SAP solutions partner with third-party data providers to empower procurement, finance and supply chain users with supplier and spend analytics capabilities. The document then outlines key components of SAP's offering including data enrichment and classification, spend performance management, and best practices.
The document discusses innovation driven procurement (IDP) strategies that companies can adopt to better support open innovation and corporate innovation goals. It provides examples of how Procter & Gamble uses open innovation through internal and external networks. It argues that procurement functions are well-positioned to support open innovation due their skills in boundary spanning, technical insights, and relationship management. An IDP strategy formalizes these mechanisms and transforms procurement into a business partner that scouts for new opportunities and helps drive the company's future direction.
Leveraging SolarWinds to Consolidate IT Operations and Management at NHSSolarWinds
SolarWinds and Kenson invited National Health Service (NHS) IT professionals to join us in London, at the Marriott London County Hall, on October 18th, for a SolarWinds event focused on getting more value from their SolarWinds implementations, including support for their IT product consolidation efforts.
VISION 2020
WELCOME TO THE FUTURE OF PROCUREMENT
Imagine it's the year 2020. Procurement has evolved so much that you barely recognize it. Its functions have been decentralized – or outsourced! – leaving leadership to focus on very different things. Job descriptions have changed dramatically. What's more, suppliers seem to have infiltrated the organization!
In this provocative report, visionary procurement leaders predict the future of procurement. They also advise how to prepare for it.
They agree about many things, but does that make them right?
Driving Continuous Improvement & Value in Your Spend Management Initiative | ...SAP Ariba
A wise man once said Spend Management is a journey not a destination. Achieving sustained year-on-year benefits in your spend management initiative calls for a balancing act across multiple fronts – analytics, sourcing, contracts, suppliers and operational procurement. Your company may have achieved some early returns in sourcing savings or procurement compliance. But how do you keep the momentum going?
In this session, we will explore how a truly integrated source-to-settle process offers a tremendous ROI, with spend analysis driving effective sourcing, well-managed suppliers, and contracts compliantly purchased off of. You’ll learn how a successful journey begins with the vision and a solid business case, and continues through effective deployment of technology and the necessary process change management.
Keynote - CPO Rising 2015: The Agility AgendaSAP Ariba
The document summarizes the results of a survey of 318 procurement professionals about the priorities and challenges facing the role of Chief Procurement Officer (CPO). Key findings include: CPOs face increasing pressure to find savings while also improving effectiveness; top priorities for CPOs are savings, processes, compliance and innovation; adoption of new technologies like spend analysis and e-sourcing is increasing; and best-in-class organizations outperform others on metrics like spend under management and contract compliance through greater use of technology and earlier supplier engagement. The report recommends CPOs develop an "Agility Agenda" focused on technology deployment, collaboration, and business networks.
Techedge Solution for Procurement - One ViewTechedge Group
Techedge's Qlikview based solution for procurement offers a 360 view of the procurement organization. Spend Analysis, Process Performance, Supplier Risk and Rating (scorecard) are fully covered, enabling a strategic purchasing and sourcing strategy.
This document discusses UCB's use of Ariba strategic sourcing solutions. It provides an overview of UCB, its global purchasing vision and organization. It describes UCB's sourcing process and tools prior to Ariba, the challenges it faced around data integration and process visibility. The implementation of Ariba provided a single platform for e-sourcing, contract management, savings reporting and SPM. Metrics are provided showing increased e-sourcing adoption and savings. Next steps discussed include expanding e-sourcing and contract compliance while enhancing spend analytics and supplier performance management.
The document discusses how actionable insights drive digital transformation and outlines Ruurd Dam's perspective on becoming an insights-driven business. It describes Capgemini's approach of using data, analytics and business processes to impact the customer journey. As a case study, Capgemini provided advanced analytics solutions for a retailer client across multiple categories and geographies to improve sales, reduce costs and increase margins. The outcomes demonstrated the business value that can be achieved through insights-driven decisions.
What Your Spend Data Is Telling You and Why It’s Worth ListeningSAP Ariba
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Data is the "new oil." Spend data can unlock hidden opportunities to maximize savings, improve compliance, and mitigate supply chain risks. Without proper visibility into spend, suppliers, or market information, sourcing and procurement decisions can run counter to business objectives. Comprehensive visibility is the stepping stone to effective spend management. This session shares customer success stories and best practice insights to help you get the most from spend analytics initiatives.
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Eresource nfra is an ERP system that has been integrated with an efficient Customer Relationship Management (CRM) module that can be wisely used to enhance your business strategies.For details:http://nfra.eresourceerp.com/Project-Based-Industry-CRM.html
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Billabong International implemented a big data and analytics initiative to drive business transformation. They conducted an assessment of their analytics maturity and identified priority areas including customer profiling, campaign optimization, and executive decision support. Billabong selected a managed big data analytics service and various analytical methods like market basket analysis, price elasticity modeling, and forecasting to gain insights from their operational and customer data. This initiative aimed to increase ROI through improved targeting, campaign optimization, and strategic decision making supported by data-driven insights.
Nicholas Metzgen presents on finding value in mergers and acquisitions through the use of data analytics. He launched a new team at KPMG that uses Alteryx and proprietary code to provide faster key value driver analysis for clients doing M&A deals. The traditional model of M&A analysis spends most time on data integration and least on analysis, but the new SPI model integrates data quickly and increases time for customized analysis. SPI provides granular insights at the transactional level that go beyond traditional financial due diligence. This helps clients find hidden value and opportunities.
Make Intelligent Decisions that Drive Business Value
Improving profitability is one of the highest priorities for business managers. The challenge is to identify and analyze profit-making activities by specific dimensions such as customers, products, channels, segments, and business units. Accurate data helps drive continuous profit improvement initiatives by helping businesses understand where and how to improve profitability.
The results can be staggering. Companies that leverage cost analytics
to focus on cost reduction can experience reductions of 3–5%, while those that focus on profitable growth and revenue initiatives can achieve 5–15% improvements. For example, a $4 billion financial services
firm added $600 million in annual profit enhancement by focusing on profitable growth and revenue rather than cost containment.
Longview Profitability Analytics leverages your company’s data to provide powerful insight into revenues, business costs, margins, and operations to help you develop profitable action plans.
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Capgemini's CFO Analytics suite uses data analytics solutions to help CFOs address challenges like maintaining revenue growth, controlling costs, minimizing risk, and optimizing working capital. The suite leverages Capgemini's experience interpreting large corporate data sets to provide insights. It aims to identify opportunities to reduce expenses, enhance revenue, improve cash flow, and enhance controls. Capgemini's analytics approach uses tools and technology to deliver benefits to CFOs in real-time, enabling swift action to drive improvements.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
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Business Model Canvas
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Spend Analysis: What Your Data Is Telling You and Why It’s Worth Listening
1. Public
Spend Analysis: What Your Data Is Telling You and
Why It’s Worth Listening
Eric Verschut – Aegon N.V
Anders Dahlberg – Boliden AB
June 14, 2016
10. 10
Aegon at a glance
Focus
Life insurance, pensions & asset management
for 30 million customers
Our roots date back to first half of
the 19th century
History Employees
Over 31,500 employees
December 31, 2015
Revenue-generating investments
December 31, 2015
EUR 707 billion EUR 43 billion
Paid out in claims and benefits
Full year 2015
Underlying earnings before tax
2015
26%
57%
6%
11%
Americ
as
NLUK
New
Markets
EUR
1.9 bln
12. 12
The customer is at the heart of everything we do
Sales & distribution
Online & direct channels
Financial intermediaries, brokers, banks
Worksite marketing
Pay-in phase
Deposits & premiums
Invested to secure expected benefits
Pay-out phase
Pensions, annuities, life insurance
claims
Lump sum or regular payments
13. 13
4,900
2,000
248
309 31 94
Americas
NL
UK
Rest of Europe
Rest of the world
67
69
73
71
2013 2014 2015 2016
Aegon in brief
2.4%
10.2%
38.1%
49.2%
Net Promoter Score
Impact investments (in EUR millions)
Our shareholder base
Preferred employer Supporting our local communities
(in EUR millions)
Affordable housing
International dev. banks
Green bonds
Renewable energy
Sustainable timber
Care homes elderly
1st quartile
2nd quartile
3rd quartile
4th quartile
Significant
improvement
in our levels of
employee
engagement
6.3 6.1
8.6
2013 2014 2015
In 2015, the
value of
voluntary work
undertaken by
employees was
almost
EUR 1 million
45%
19%
13%
16%
7%
EUR 7.6
billion
Industry norm
14. 1414
Would you walk up to a car dealer and say the following: “Tell me what car I
should buy and I’ll pay the price”?
Of course not!
So we need to:
1. Stay on top of our game
2. Level the playing field with
suppliers
3. Find ways to extract
“additional value”
Of course not!
So Aegon agreed to focus on 5 capabilities:
1. Spend Analytics & Reduction
2. Operating Model & Governance
3. Vendor (Risk) Management
4. Purchase to Pay
5. Category Procurement & Strategic
Sourcing
15. 15
Manage procurement and vendor management globally
Topic Description
Mission The mission of Global Procurement is to support “One Aegon” by
providing innovative yet efficient procurement and vendor management
services.
Vision The vision of Aegon Global Procurement is based on 4 key areas:
1. Industry Leaders
2. Procurement Professionals
3. Effective Execution
4. Business Value
Strategy Balance between two forces: proximity to the business, which is key to
adding value and building trust, and globalization to ensure
standardization where possible, across the company.
2013 – “Build the foundation”
2014 – “Stabilize the transformation”
2015 – “Measure to metrics”
2016 – “Complete Transformation”
2016 – 2020 – “Align…”
16. 16
Focus on building a global procurement foundation
• Deliver Spend Visibility Capabilities
• Extracted invoice line item detail from 3 different back end systems.
• Mapped detail to a standardized set of categories and commodities for a global view
Spend Analytics & Reduction
• Develop a set of Procurement Principles
• Included procurement principles in the overall GDA architecture principles document
• Implemented 2 additional value metrics to support Spend Savings & Avoidance metric
Operating Model & Governance
• Build an Aegon Vendor Risk Management Framework
• This framework includes an approach to segment vendor base, and based on this
segmentation drive local / global plans
Vendor (Risk) Management
• Deliver P2P capabilities in Aegon NL, AGT and Transamerica
• Improved the downstream procurement process by enabling electronic invoices
• Implemented Docusign
Purchase to Pay
• Execute RFP’s, contract renewals and contract terminations
• Delivered electronic RFP capabilities and Issued 2 test RFP’s
• Completely revamped the Consulting category
Category Procurement & Strategic
Sourcing
• Realize targeted IT spend savings & avoidance
• Realized significant savings and avoidance by collaboration
• Created detailed back up for audit if needed
Spend Savings & Avoidance
17. 17
Spend Visibility is key
• Deliver Spend Visibility Capabilities
• Extracted invoice line item detail from 3 different back end systems.
• Mapped detail to a standardized set of categories and commodities for a global view
Spend Analytics & Reduction
• Develop a set of Procurement Principles
• Included procurement principles in the overall GDA architecture principles document
• Implemented 2 additional value metrics to support Spend Savings & Avoidance metric
Operating Model & Governance
• Build an Aegon Vendor Risk Management Framework
• This framework includes an approach to segment vendor base, and based on this
segmentation drive local / global plans
Vendor (Risk) Management
• Deliver P2P capabilities in Aegon NL, AGT and Transamerica
• Improved the downstream procurement process by enabling electronic invoices
• Implemented Docusign
Purchase to Pay
• Execute RFP’s, contract renewals and contract terminations
• Delivered electronic RFP capabilities and Issued 2 test RFP’s
• Completely revamped the Consulting category
Category Procurement & Strategic
Sourcing
• Realize targeted IT spend savings & avoidance
• Realized significant savings and avoidance by collaboration
• Created detailed back up for audit if needed
Spend Savings & Avoidance
‘Old school RFP’:
- Long list
- Short list via:
- Requirements / Market research
- Integration with source systems
- Ease of use
- License and Implementation Pricing
- RFP on short list vendors (3)
- Award and Agreement
18. 18
Focus on biggest Procurement teams
Aegon businesses
US
Netherlands
United Kingdom
Central & Eastern
Europe
Spain
Ireland
Hong Kong
Singapore
Joint ventures
Brazil
China
France
India
Japan
Mexico
Portugal
Aegon Direct
Affinity Marketing
Services
Australia
China
Indonesia
Japan
Thailand
Source systems for Spend Visibility
Benefits:
- Finance stays in their familiar environment
- Source systems remain untouched
- Spend is aggregated across borders
19. 19
Sourcing
Unique RFx (RFQ, RFI,
RFP) + contract rates +
spot buying
Spend Visibility &
Analysis
Spend assessment,
powerful MI,
performance
dashboards, analytics
Supplier Management
Supplier onboarding,
capabilities management,
performance management
Contract Compliance
360⁰ view of spend including
spend limits, cost controls,
supplier performance, etc
Invoicing & Payment
Invoice matching,
reconciliation, ‘ok-to-
pay’ file export
E-Procurement
Compare bids, issue
purchase orders, catalogue
management etc
Global Tooling set
Global centralized
capabilities accessible
to all (SAP Ariba)
De-centralized
Capabilities in different
Business Units (f.e. SAP
Ariba, Peoplesoft, GEAC,
e5/OLAS)
Spend Management includes a variety of tools that are, or will be, available to
Procurement and the rest of the organization
20. 20
Spend Visibility target situation
Cleaning Spend
Data
Normalizing
Classifying
Enriching
Spend
Visibility
Online Access to Spend Data
Analyzing Spend Data in a Spend
Management context
Driving Broad Adoption
Transparency Savings Compliance Prioritization
Others
21. 21
Initial approach:
► Created insight in systems vs Business units.
► 1 system, 1 Quarter data (Q1-2015) to test, then build out
► IT Spend only
► UNSPSC for now, max. 4 levels
► Currency centrally managed
Slow progress
► Wave 1: GEAC
► Wave 2: Peoplesoft
► Wave 3: AccountView
► Wave 4: OLAS, Concur, others
Implementation Strategy
GEAC Q1
Peoplesoft
Q1-2
+ GEAC Q2
AccountView
Q1-3 + PS /
GEAC Q3
OLAS Q1-4 +
others Q4
2014/2015
& reporting
Others
22. 22
Actual approach:
► Initial upload took far more time than expected
► Extended to total spend
► Added Peoplesoft to Wave 1
► Changed extraction approach for GEAC
► Source system issues (GEAC, Concur)
► Postponed OLAS
Training:
► Tech training (extract)
► Expert training (validate)
► Expert training (reports)
Implementation Changes
PS/GEAC
2014 +
Q1-2015
Adjustments
AccountView
(+ Q2-Q3
2015)
More
adjustments
(+Q4 2015)
Creating
reports (+Q1
2016)
23. 23
Current status and “Challenges”
Internal Cost differences
• Cost Center Level varies across enterprise
• Data in extract but not always mapped correctly
• Hierarchy changes per upload
Supplier view
• Updated incomplete data
• Provided parentage
• Identify duplicates for source data clean up
UNSPSC Category View
• Fixed list, not always understood by Business
• Agreed to not go lower than Level 4
• Desired Categories sometimes across UNSPSC
Challenges
• Source System incapabilities
• Internal decision making
• Data formats
24. 24
Insight in spend across largest Aegon
Business units
Identified cross-unit and global vendors
and start managing those vendors
Launched several new Master
Agreements for large vendors
Support Category plans and Sourcing
projects with aggregated spend data
Triggered the need for a Vendor
Management approach (SIPM)
Fueled Vendor Segmentation and Risk
program
Results so far...
ManageProcurementGlobally
26. 26
2020 vision: complete “Procurement by Procurement”
Add additional feeds into Spend Visibility to include at least
95% of controllable spend in one single tool.
Have a single repository for all vendor contracts.
Success is measured against the following
metrics and deliverables.
Work in a professional international environment and ensure
alignment of procurement organization (IT and Non-IT) with
the then current business structure.
Procurement FTE’s cost are measured against peer
companies.
Manage 100% of Tier 1 and Tier 2 vendors in line with Risk
requirements.
Collect relevant vendor data through a single vendor
management portal.
The P2P Compliance metric will be 95% or higher.
Optimize AP automation including electronic Invoicing to
capture early payment discounts.
Spend Analysis & Reduction
►Consistent and comprehensive enterprise view and
access to all spend, suppliers, data
►Spend is aggregated at multiple levels to drive
enterprise value
Operating Model & Governance
►Function is fully aligned with the business; established
executive-level and business leadership support
►Transactional processes are fully integrated at low cost
and are consistent and streamlined
Vendor (Risk) Management
►Tiered supplier relationships
►Regularly reviewed, jointly developed and shared
performance metrics
Purchase to Pay
►Automated and integrated P2P processes to enable
spend visibility & control.
Category Procurement & Strategic Sourcing
►Segmented sourcing strategies by category focused on
optimizing total cost of ownership.
By 2020 the GPO has aligned the procurement
capabilities with the Strategic business goals.
Collaborate with stakeholders to build category plans that
are directly linked to the business including GDA/LDA
architecture strategies for IT categories.
Have at least 90% of all IT and Non-IT spend under
management.
Focus
areas
27. 27
Involve Finance early on
► What does some data mean?
► Cost Center paradise.. Or paradigm?
Investigate, investigate
► What type of data do you have?
► Is it usable ?
SAP Ariba Support
► Best Practice models
► Project Manager is vital ! Kudos to Eric Larocque of SAP Ariba for perseverance and patience
Patience
► Global in a functional hierarchy
► “Garbage in equals Garbage out”
Key takeaways
30. Boliden
Metals company with focus on sustainable
development
Nordic roots, global business
Exploration, mining, smelting and metals recycling
Portfolio of metals: Copper, Zink, Nickel, Lead
Silver and Gold and some rare earth metals
Approx. 5000 employees
31. Boliden Procurement
Boliden Group Procurement
9,5B EUR annual addressable spend
‒ Electricity and raw-material for smelters is not
adressed by procurement
Eight categories across smelting and
mining industries
Decentralised across four geographies
‒ Sweden
‒ Norway
‒ Finland
‒ Ireland
~50 buyers
Total
Addressable
Spend
9,5B EUR
Bulk
Commodities
(18%)
Fixed
Equipment
(11%)
Mobile
Equipment
(15%)
Tools and
Consumables
(5%)
Logistics
(16%)
Services
(26%)
Indirect
Materials and
Services
(5%)
IT and Telco
(16%)
Electrical
(2%)
Category tree – Level 1
33. Boliden’s Enablement in Three Phases
Sourcing Visibility and Consistency Supplier Management and CSR Health Evaluations Contract Visibility and Consistency
Ariba Sourcing Pro and
Ariba Spend Visibility
Ariba Supplier Information and
Performance Management
Contract Management
(currently not an SAP
Ariba solution)
Consistency
Collaboration
Administration
• Standardised content
• Standardised processes
• Greater access for suppliers to new
buyers
• Standardise content
• Standardise processes
• Standardise content
• Standardise processes
• Opportunities to consolidate supply
• Visibility between locations
• One source for all information
• Tool for coordinating evaluations across
geographies
• One source for all information
• Easy to use
• Uniform responses from suppliers
• Can make proactive adjustments to the
event in real time
• Can easily set up
reminders
2012 2013 2014
Procurement
Goals
Modules
34. Spend Vis - Methodology and Requirement
Suppliers
From whom
are we buying?
Where are we buying?
How are
we buying?
What are we buying?
Commodity Tree
Develop an enriched database covering spend at
all sites
Instill additional granularity into categories
From the database build profiles of Boliden to
paint a picture of
What we buying,
From whom are we buying
Who is buying
How we buy it
From those profiles we can develop strategies to
Improve service
Gain greater leverage over suppliers
Minimise administration time and costs
Build strategic relationships
35. Exploration Mining
Milling
&
Concentrating
Concentrate
Sales
Concentrate &
Secondary
Raw Material
Purchase
Smelting
&
Refining
Metal
Sales
&
Distribution
BA Mines BA Smelters
Finance
Aitik
Copper mine
Boliden Area, Zinc mines
Garpenberg, Zinc mines
Tara, Zinc mine
Rönnskär
Harjavalta/Pori
Kokkola
Odda
Group functions
HR, EHSQ, Communications
Legal
Procurement
IT
Technology
Finance
HR, EHSQ, Communications
Finance
Cu smelters
Zn smelters
Mines
Exploration
Concentrate
Sales
Raw
Material
Purchase
Metal
Sales
Business support and risk management
System 6
System 4
System 3
System 2
Sys8
Excel
Excel
Excel
Sys9
Excel
Sys7
ExcelSystem 1
Bergsöe
Pb smelter
System 5
Methodology – Complexity
36. Spend Vis - Scope and Limitations
In Scope Out of Scope
Sites (10) Sites (2)
Systems (5) Systems
All others
Data
Suppliers
Invoices
Purchase Orders
Cost Centres
Contracts
Supply Catalogues
Data
Payroll
Raw Materials
Electricity
Water
Taxes
Other non addressable
Period
2012-01-01 to Today
To be refreshed quarterly
Period
All others
Inconsistent data quality
Five different systems means five different entry methods, financial treatments
(Capex/Opex, account codes), fields, user habits and extraction techniques
Poor or ambiguous information when invoices are entered limits quality analysis
Different systems and different currencies – limited by systems’ own rules
Dual systems at some sites
Different vendor names in different areas -> difficult to achieve spend for global parents
37. Spend Vis – Process
Cost centres, etc.
Suppliers
Create data base
and clean data
Define commodity
structure
Analyse sourcing
pattern, suppliers,
etc.
Opportunity
assessment
Accounts payable
Map spend and
commodities
Konto RST LevID Belopp…
For example:
•Saving potential per
commodity family
•Improvements per
commodity family
•Ease of implementation
(sequence) per
commodity family
16 104
21 275
21 307
32 524
111 645
113 851
131 324
206 554
373 264
427 800
493 480
0 100 000 200 000 300 000 400 000 500 000 600 000
Skydd & säkerhet
Litteratur
Bankavgifter
Personalvård
Kontorsvaror & utrustning
Marknadföring & information
Resor
Post & gods
Fastighetskostnader
IT & Telekom
Externa resurser
50 - KFM I STOCKHOLM
23%
55 - KFM I GÖTEBORG
15%
54 - KFM I MALMÖ
15%
53 - KFM I KALMAR
8%
51 - KFM I ESKILSTUNA
8%
59 - KFM I UMEÅ
7%
56 - KFM I KARLSTAD
7%
57 - KFM I GÄVLE
6%
52 - KFM I JÖNKÖPING
6%
58 - KFM I HÄRNÖSAND
5%
• Planerad2-2,58-10% 2• Outsourca25
Fastighetsanknutna
tjänster
204
88
72
19
Adresser-
bar volym
(MSEK)
12,2-19,3Delsumma
• Identifierad4,5-75-8% 2
• Minska antalet leverantörer
• Upphandla en större del av volymen vid
samma tillfälle, styr mot avtalen
Entreprenörer
• Identifierad
• Påbörjad inom vissa
områden
Kommentar
5-8,5
0,75-1,1
Uppskattad
potential
(MSEK)
7-12% 2
4-6% 2
Uppskattad
potential
(%)
• Minska antalet konsulter
• Specifikationer och kontroll av leverans
• Upphandla ramavtal, utnyttja marknadsläget
• Förbrukningspolicy
Konsulter – exkl.
tekniska
• Minska antalet leverantörer
• Upphandla ramavtal och styr hårt mot dessa
Konsulter – tekniska
Huvudsakliga åtgärderInköpskategori
• Planerad2-2,58-10% 2• Outsourca25
Fastighetsanknutna
tjänster
204
88
72
19
Adresser-
bar volym
(MSEK)
12,2-19,3Delsumma
• Identifierad4,5-75-8% 2
• Minska antalet leverantörer
• Upphandla en större del av volymen vid
samma tillfälle, styr mot avtalen
Entreprenörer
• Identifierad
• Påbörjad inom vissa
områden
Kommentar
5-8,5
0,75-1,1
Uppskattad
potential
(MSEK)
7-12% 2
4-6% 2
Uppskattad
potential
(%)
• Minska antalet konsulter
• Specifikationer och kontroll av leverans
• Upphandla ramavtal, utnyttja marknadsläget
• Förbrukningspolicy
Konsulter – exkl.
tekniska
• Minska antalet leverantörer
• Upphandla ramavtal och styr hårt mot dessa
Konsulter – tekniska
Huvudsakliga åtgärderInköpskategori
•Developed a 3-level
commodity structure
−x commodity families
−Y commodity classes
−Z commodities
• Selection criteria:
− Quarterly
• Five Data sources:
• Clean raw data from:
− Accounts(costs) not related
to procurement, or that
shouldn’t be included in the
analysis
− Clean data from duplicate
suppliers
Categorize
•Categorize total spend
amount against
commodities, using for
example:
−Accounts
−Suppliers
−Invoices
•The goal was to
categorize more than 95
% of the total spend
For example:
•Spend per commodity
•Spend per supplier
•Spend per site
•Number of Suppliers
•Average Invoice Value
•Etc…
38. Spend Vis – Leverage for Boliden
Category characteristics…
‒ OPEX/CAPEX
‒ Spend intervals
‒ No. of suppliers 20% of spend
‒ Synergies between Business
Areas and sights
‒ Spend Equilibrium
‒ Invoice-count/average invoice
spend
‒ Etcetera
….decides the strategy
Category StrategyStrategic Sourcing Process
Identifying opportunity
‒ Spend diversity and distrubution
‒ Differences between
areas/suppliers
Develop strategies
Supplier profiles
Supplier negotiations
Spend knowledge Credibility
39. Key Learnings
Read the Field
Know your Limitations
Reach out for support if needed…
The credibility of Procurement increases
in the organization when there is
high-level data and analysis to support
actions and proposals
40. Thank you
Contact information:
Speakers
Eric Verschut
eric.verschut@aegon.com
Anders Dahlberg
anders.dahlberg@boliden.com
Moderator:
Xin Wang
Xin.wang03@sap.com
Eric Salviac
eric.salviac@sap.com