srm: a way to make collaboration work speaker... · contract lifecycle management digital catalog....
TRANSCRIPT
SRM: a way to make collaboration work
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What are we talking about
248 People in Procurement
550 Platform users
What Where
eProcurement
Vendor
Mngt
Purchasing
Analysis
Sourcing
Project
Sourcing project
RFx
Auction
Spend Analysis
KPIs
Action Plan and Saving
Tableau de Bord
Supplier Registration
Supplier Repository
Supplier Qualification
Supplier Rating
Improvement Plan
Budget
Purchase Requisitions
Purchase Orders
Post Order (goods recept, invoicing)
NOT IN SCOPE
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7 Company in scope
More than 100 evaluation parameters
16 months for theprovider choice
How
Contract &
Catalogue
Procure to
Pay
Tableau de Bord
Contract Repository
Contract Authoring
Contract Lifecycle Management
Digital Catalog
Post Order (goods recept, invoicing)
The Selected PARTNERS
BravoSolution, leader in e-Procurementsolutions and supply management, whoprovides technology and services,including integration with MET systems.
Bureau Van Dijk, Infoprovider Supplierwith comprehensive information on
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with comprehensive information onprivate/corporate structures it will help onorganizing all the Eco-fin informationwe manage at Group level
IHS, provides market analysis tosupport the decision-making process ofbusinesses and governments inindustries, such as aerospace, defenceand security; automotive; chemical;energy; maritime and trade; andtechnology.
Expected benefits of the SRM implementation
From 0 to 6 Months
• Reduce negotiation timing
• Maximize the saving of a negotiation
• Ensure clearness, traceability and governance of all the activities related to the tender
From 6 to 12 Months
• Increase the number of supplier that can potentially be invited to partecipate to a tender (self-
candidation, scouting and purchasing marketing)
• Share a Supplier data master that is structured and constantly updated
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• Share a Supplier data master that is structured and constantly updated
• Control and limit Procurement overloards, exploiting the new applications and the support of our
partners
> 12 Months
• Foster the synergy and the sharing of best practices across the companies and the functions of the Group
• Simplify and speed up the access to the information, respecting the required Company authorizations
• Identify the KPIs oriented to monitor and evolve the purchasing performances
• Reduce the duplication of information, and the risk of mistakes, thanks to the automatic integration
across the involveed applications
• Reduce the total timing of the purchasing activities, from the PR issue to the signing of the Contract
The Quality Dept is busy in other
projects
Great complexity due to the Company
structure and the detail of Purchased items
The Procurement does not understand
IT language and viceversa
The wall we faced and we had to DISMANTLE
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All the suppliers must be involved in the
project
Purchasing is working well, why we have to change?
We already have SAP as a system, we don’t need
another one...
The RISK to avoid…
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The evolution of TEAM and TIME concepts
Team of 3 people
In 2 Years time
Results: Draft blueprint
New team in place and 10 months countdown
IT
Orga
EngQual
Audit
Finance
From To
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Sold for 5.9 B$ after 3 years
10 months???!!!
Sold for 1.3 B$ after 5 years
Value of 8.4 B$ after 5 years
Value of 18.4 B$ after 8 years
Sold for 19 B$ after 5 years
Sold for 1.65 B$ after 1 years
Consider this
Q2-15 Q3-15 Q4-15 Q1-16 Q2-16 Q3-16 Q4-16
VM: Vendor Mgnt
Sourcing
Vendor Performance
KPIs
The NEW Program
Today
KPIs
Spend Analysis
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New APPROACH to the project
‘Done is better than Perfect’ and create something that will evolve withthe Company
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Agile (IT) Lean (Proc)
Engagement Communication
Relationship Sponsorship
Give a Brand to the initiative and BE SEXY!
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You read it EASY you write it E2Y you work better!
The ground was ready then we start DOING
1. The Project is NOT a Procurement Project is a Company Project, we just drive it
2. Leverage of Organization Department to play an ‘open door’ role with other Depts and share the approach asking for help and commitment
3. Simplify when possible (from 240 questions to 75)
4. Work on the first release while thinking at the second
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4. Work on the first release while thinking at the second update of it
5. Have the Suppliers (Bravosolution and Bureau Van Dijk) fully on board and committed as Partners not only vendors focusing on the result not on the middle way steps
6. Easy GANTT (from 165 to 7 macro tasks) and enlarge the scope of the project from e-procurement to a full Procurement web Platform
Maire Tecnimont SpAVia Gaetano De Castillia 6A 20124 Milan - Italy
KT - KINETICS TECHNOLOGYViale Castello della Magliana, 7500148 Rome - Italy
Stamicarbonxxxxx
Tecnimont ICB Pvt. Ltd. ChincholiBunder,504, Link Road, Malad (W),Mumbai - 400 064, Ind ia
Operative Headquarters:
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Achievements after 8 months of project
Vendors and colleagues start to feel that is happening
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First 5 Electronic negotiations
Availability of 15.000+ Suppliers Key Financials and Balance sheets to evaluate Eco-fin Risks
In advance of 12 months from initial schedule
The exchange of informations is started
