King-Sized: Innovative Ways to Deliver a 50% Reduction in Indirect Spend. Simmons Bedding Company Dion Ferrell VP, Strategic Sourcing. Ivalua Inc.
|
|
- Janis Harris
- 6 years ago
- Views:
Transcription
1 King-Sized: Innovative Ways to Deliver a 50% Reduction in Indirect Spend Simmons Bedding Company Dion Ferrell VP, Strategic Sourcing Ivalua Inc. sig.org/summit
2 Innovative Ways to Deliver Significant Reduction in Indirect Spend October 12, 2017
3 Procurement Transformation Procurement Organizations operating with a mandate causes tension, damages trust and promotes unhealthy relationships. Background Challenges Medical Device Manufacturer had a tactical/transactional Purchasing function. The function reported to Finance and did not have annual performance goals. A 3 rd Party assessment was performed, emphasizing the need to invest in Strategic Procurement capabilities with a goal of $130mm of sustained cost savings over 3-4 years. A CPO was hired to begin the journey of a Center-Led Procurement organization and deliver against the goal. 1. Talent Management & Development 2. Establish Policies & Procedures 3. Force Change Management 4. Monitor Performance 5. Observations 6. Themes Control vs. Influence Mandate vs. Collaboration Inside-Out View vs. Outside-In View Misaligned Metrics, Goals and Incentives Procurement Savings vs. Financial Realization Several challenges existed when I was hired as a Category Manager to support Marketing Services that would require a vastly different approach from what had been taken prior. There was a need to reestablish trust, provide meaningful insight, and drive execution of results in a collaborative manner. The following opportunities to succeed consisted of: 1. Relationship Management 2. Business Understanding 3. Respecting the Journey 4. Domain Expertise 5. Data Intelligence 6. Deliver Results 7. Reporting Approach Phase I: Procurement Category Management Phase II: Department Strategy Development Phase III: Enterprise Strategy Development Phase IV: Governance 3
4 Procurement Transformation There were four distinct phases of the evolution that led to transforming a Purchasing Department to delivering significant Enterprise Value. Phase I Category Management Spend Analytics needed to gain a deeper understanding of the financials/spending behaviors Business Strategy ask questions to better understand the enterprise & function strategies Procurement Strategy needed to develop a comprehensive category strategy to support business Execute Plan execute the pipeline of projects Monitor Results leverage new found relationships to communicate results Phase II Procurement Strategy Talent & Organization Assessment assess the team s capabilities and top-grade talent (run vs. change). Stretch Goals establish stretch targets that seem unachievable that causes talent to think about breakthrough approaches (devise plan). Goal Alignment work with CFO to align goals between the enterprise and Procurement. Budget Review review performance against budget. Budget Planning incorporate plan into budget process. Phase III Enterprise Strategy Budget Effectiveness assess the overall effectiveness of the budgets assigned Zero Based Budgeting move to zero based budgeting and build Procurement pipeline within the annual budget Align Incentives use the newly aligned goals to influence compensation of all employees Drive Collaboration deliberately plan for consistent interactions with Procurement and its stakeholders Program Management focus efforts to ensure results Governance Procurement Council establish a team of senior leaders to take an active role within the journey Alignment use the council to foster alignment, buy-in, collaboration and acceleration of the benefits Savings Realization determine what to do with the savings prior to project kick-off / execution Accountability having the business leaders invest in the process and to become active participants Continuous Improvement drive improvements to the process 4
5 Phase I Category Management 5
6 Phase I Category Management Marketing Services Introduction Marketing Spend = $57mm Highly Complex & fragmented environment How to win quickly Outcomes Drove $2.7mm of year-over-year (YOY) savings in 2 months by gaining an understanding of the environment, the Marketing Strategy, key relationships, and spend profile. Partnered with CMO s to align on opportunities, conducted joint negotiations, and strengthened agency relationships. Onboarding (0-2 mo.) Building (3-12 mo.) Barriers (0-12 mo.) Expansion (0-12 mo.) Establish Trust Develop Deeper Strategies Constraints to Success Replicate Approach / Results Seek to understand, not know the answers 1. BU AOR Negotiation ~ 25% rate reduction (RR) 2. Corp. Comm. Brand Architecture ~ 25% RR 3. Japan AOR Negotiation ~ 20% RR 4. BU AOR US Agency Selection ~ 7% RR 5. BU AOR Global Agency ~ 19% RR 6. Mkt. Research Negotiation ~ 7.5% RR Drive cross-collaborative projects across Business units. 1. Global Print Reduction Program ~ $2mm 2. Digitizing Assets (ipad) ~ $0.8mm 3. US Sales Meeting Cost Reduction ~ $1mm 4. Meeting Management Reduction (Glbl.) ~ $3mm 5. Media Buying Reduction ~ 0.2mm 6. Global Agency Onboarding Strategy Savings erosion: volume, business reinvestment, poor budget performance. Ability to educate the business - high turnover, limited engagements with stakeholders. Limited Spend Visibility - no purchase orders. Scope creep of projects -poorly defined requirements. Capital Process was loosely defined - did not include the ongoing expense elements. Expand personal influence beyond Marketing into other business functions. Top grade Procurement Talent expand reach to sacred areas. Enhance Spend Visibility spend analytics and financial walk. Establish Procurement Council and formalize charters. Incorporate Procurement Pipeline into Budgeting Planning Process. Member Firms and DTTL: Insert appropriate copyright (Go Header & Footer to edit this text) 6
7 Phase I Category Outlook Category Information Budget/Spend Understanding Category Knowledge Financial Reporting (HFM Accounts) (Bus. Leadership) Financial Reporting Oracle (iprocurement) Business Intelligence (Procurement Finance) Category Manager Market Intelligence (Procurement) Business Strategy Spend Analytics Procurement Strategy Marketing Plans Key Marketing Activities Staff Meetings Sales Meetings Leadership Consortiums Spend Reporting (Hist.) Contract Assessments PO Utilization Category Mgmt Pareto Analysis Supplier Rationalization Value Creation Supplier Relationship Mgmt Contract Dev. Voice of Customer
8 Phase I Category Approach The data used was General Ledger data that the Corporate Finance team was familiar seeing which established credibility and a familiar reference Marketing Services Category Detail General Ledger Account - HFM Sub-Category KCI Cons Marketing Services Category Spend X Exhibitions Exhibitions $8,948,156 X Marketing Consultancy Mktg Consultancy $8,693,427 X Clinical Research Clinical Research $7,459,959 Promo Items 3% Mkt Research 1% Product Samples 1% Symposia 0% X Clinical Studies Clinical Studies $7,390,237 X Product Development Product Development $7,086,489 X Advertising Advertising $5,515,331 X Brochures/Literature Development Brochures/Lit Dev. $5,462,527 X Printing Mktg Print $2,964,182 X Promotional Items Promotional Items $1,531,866 X Market Research Mkt Research $839,516 X Product samples Product Samples $376,122 X Symposia Symposia $209,385 Total Category Spend $56,477,199 Brochures/Lit Dev. 10% Advertising 10% Product Development 13% Mktg Print 5% Clinical Studies 13% Exhibitions 16% Mktg Consultancy 15% Clinical Research 13%
9 Phase I Category Approach Marketing Services Sub-Category Company Cons Non Bio-US Bio US EMEA Canada South America APAC Japan Mktg Consultancy $8,693,427 $0 $6,529,099 $1,933,525 $204,406 $0 $26,397 $0 Mktg Print $2,964,182 $835,900 $939,750 $909,900 $0 $0 $149,586 $129,046 Advertising $5,515,331 $3,133,327 $1,421,181 $723,857 $56,184 $0 $94,231 $86,551 Mkt Research $839,516 $0 $266,784 $50,475 $6 $102,696 $2,842 $416,713 Product Samples $376,122 $7,569 $14,364 $196,682 $42,928 $0 $86,257 $28,322 Exhibitions $8,948,156 $1,533,139 $1,764,544 $4,104,222 $279,635 $30,706 $559,856 $676,054 Symposia $209,385 $0 $0 $123,440 $0 $0 $85,945 $0 Promotional Items $1,531,866 $236,118 $0 $839,870 $73,103 $1,960 $338,060 $42,755 Brochures/Lit Dev. $5,462,527 $2,043,102 $1,620,522 $1,416,808 $147,077 $2,209 -$1,575 $234,384 Clinical Research $7,459,959 $5,375,847 $0 $1,976,338 $0 $0 $0 $107,775 Clinical Studies $7,390,237 $5,371,964 $1,988,796 $29,477 $0 $0 $0 $0 Product Development $7,086,489 $3,767,733 $0 $3,318,756 $0 $0 $0 $0 Total $56,477,199 $22,304,700 $14,545,040 $15,623,350 $803,340 $137,571 $1,341,598 $1,721,601 Percent of Global % 39.49% 25.75% 27.66% 1.42% 0.24% 2.38% 3.05%
10 Phase II Procurement Strategy 10
11 Phase II Maturity Assessment Measuring the various dimensions allows for clear alignment of success. Dimension Key Attributes Assessment 1= Limited 5 = Best-in-class Comment Strategy Category specific strategies Balancing user demands against cost reduction Use of all possible sourcing levers 2 Category structure in place, not leveraged Category tactics implemented with incremental impact Strategies limited to few sourcing levers Processes Organization / Skills Performance Management Robust strategic sourcing process including RFIs, RFPs, expanded bid-lists Use of advanced analytical techniques Balance between centralized and de-centralized Skill sets optimized between business and technical Metrics tracking and reporting visible and actionable Use of leading practices understood but seldom utilized Limited focus on driving improvements Silo approach limits sharing of best practices Unbalanced loading of resources makes improvements difficult Small group with limited Sourcing Professionals Limited focus on the stakeholders Limited data visibility, budgets and metrics Limited action taken against metrics Technology Using technology as a means to an end e.g. erfx, spend databases and analytics 1 Spend data not in readily usable form (i.e.by item, by supplier) No spend analytics capability
12 Phase II Strategic Approach
13 Phase II Procurement Evolution Predictable Value Creation is a function of the evolution of Procurement s maturity. Supplier Relationship Development Q3 and Beyond Q1 & Q2 Implementation Supplier / Spend Evaluation Supplier Rationalization Strategic Sourcing Supplier Enabled Innovation Value Creation BP Tolerance BP Acceptance BP Partnership
14 Phase II Strategy Development A Robust Understanding of the Financial Environment and Business Strategy is Vital to Having a Successful Procurement Strategy. Understanding of Business Environment Limited Understanding Financials / Spending Historic Spending Data A/P PO Budgets Data Sources / Systems Maximo Baan LN Corporate Card Freight Commitments Database Independent Contractors Database EAR ETQ My Sign Business Strategy Business Partners Vision BP Strategy Documents Key Imperatives / Business Priorities Strategic Alliances Investment Strategies SWOT Analysis Understanding Value Stream Limited BP Engagement Supply Mgmt. Strategy Category Impact Category Management Supplier Diversity SWOT Analysis Supplier Relationship Management Supply Positioning / Supplier Preferencing Risk Mitigation Supplier Enabled Innovation Comprehensive Business Understanding
15 Phase III Enterprise Strategy 15
16 Phase III Financial Walk Align Procurement s contribution to the Enterprise Financial Walk to demonstrate the impact of Procurement s contribution. PROBLEM: UNDER PERFORMANCE TO EBITDA TARGETS. OVERSPENDING TO BUDGETS OBJECTIVES 2016 ACTUALS REVENUE: REVENUE: BUDGET: BUDGET: ACTUALS: ACTUALS: EBITDA: EBITDA: 2017 OBJECTIVES 2017 ACTUALS 2017 OPPORTUNITIES OPPORTUNITY: REVENUE: REVENUE: REVENUE: OUT OF SCOPE AID THE BUSINESS IN MANAGING SPENDING MORE EFFECTIVELY. IMPROVE EBITDA PERFORMANCE. BUDGET: ACTUALS: EBITDA: BUDGET: ACTUALS: EBITDA:?? BUDGET: OUT OF SCOPE ACTUALS: EMBED IN BUDGETS EBITDA: EMBED IN BUDGETS NEXT STEPS: BUSINESS AND PROCUREMENT ALIGNMENT ON FINANCIAL GOALS. IMPROVED VISIBILITY AROUND FINANCIAL PERFORMANCE ACTIONS: PROCUREMENT BUDGET MANAGEMENT: (PROACTIVE) INCLUDE SOURCING PIPELINE WITHIN THE 2017 BUDGET PLANNING MONTHLY REPORTING / VALIDATION: (PROACTIVE + REACTIVE) PLAN, PRESENT AND REPORT AGAINST PROJECT EXECUTION TO PROCUREMENT COUNCIL PROCESS IMPROVEMENT: (ON-GOING) ESTABLISH A SPEND BASELINE AND MEASURE PERFORMANCE OVER 3 YEARS AGAINST BASELINE POLICY DEPLOYMENT: IMPLEMENT POLICIES TO AID COMPLIANCE, COMPETITIVE BIDDING, AND FIDUCIARY RESPONSIBILITY
17 Phase III Financial Walk Compared Prior Year Actual to the PY Budget to demonstrate challenges. 17
18 Phase IV Governance 18
19 Phase IV Governance Establish a Procurement Council and present the projects to the council prior to project execution. Projects >$10m spend or $1m savings potential Develop Category Plans Stage 0: Project Charter Project Execution (Joint Collaboration) Stage 1: Savings Validation Stage 2: Savings Realization Stage 3: Savings Reporting Stage 0*: Project Charter Project Charter Presented to Procurement Council (Monthly) Savings Categorization (Budget, Upside, Recovery) Project Sponsorship and Approval Granted Stage 1: Savings Validation Baseline Definition and Savings Projection Pre-Approval / Validation Granted Present and Seek Approval to Corporate Finance (Controllers/FP&A) Stage 2: Savings Realization Track and Monitor Actual Project Performance (Timing) Confirm Savings Disposition Savings Reclamation Stage 3: Savings Reporting Report Actual vs. Reported Savings to Procurement Council Perform Gap Analysis (if required) Develop Compliance Plans and present to Executive Committee
20 Phase IV Savings Challenge The Procurement Council takes the confrontation out of the discussion as Executive Leaders determine how to treat savings not Procurement. Need: Savings Capture & Reinvestment Process Pre-approval of Expenditures Internal Process Champions Outcomes: 1). Protect the Savings Realized 2). Drive 75-85% Improvement 3). Drive Accountability Prioritize Projects Capture Savings Winning Outcomes Opportunity: Identify Savings Purposefully Deploy Align Procurement resources to the areas of greatest business need, Aid the business in accomplishing business objectives (greater ROI), and Aid business in achieving EBITDA performance.
21 Organization Execution Guidance Phase IV Enhanced Savings Model Procurement Council: Oversight & Compliance required to drive change. 1. Prioritize Activities Business Objectives Spend Oversight 2. Allocate Resources Project Teams Define Programs 3. Realize Savings Monitor & Verify Results Monthly Reviews Assess Opportunities Program Prioritization Requisition to Payment- (P2P) Identify Resources Execute Projects Cross-Functional Teams Savings Analysis Ensure Compliance Mitigate Loss (of Value)
22 Phase IV Governance Steering Committee leadership and support is critical to improve the Company s financial performance. CPO Sponsor Core Team CFO FP&A BU Controllers BU President Function Leaders Procurement Finance Procurement Extended Team (Corporate) Invite appropriate stakeholders to participate as needed Legal General Council IT CIO HR CHRO Goals: 1. Strengthen Alignment Business / Finance / and Procurement 2. Savings Realized and Purposefully Deployed 3. Balance Savings with Reinvestments 4. Enhance Visibility & Accountability of Spending 5. Keep Costs Out of the System
23 Evaluation How-to: Why? Your feedback drives SIG Event content By signing and submitting your evaluation, you are automatically entered into a prize drawing From the App How? 1. Select Schedule 2. Select Schedule by Day 3. Select Day 4. Select Session S26 5. Scroll to Session Survey COMPLETE & SUBMIT EVAL
24 Session #26 King-Sized: Innovative Ways to Deliver a 50% Reduction in Indirect Spend Simmons Bedding Company Dion Ferrell VP, Strategic Sourcing jdm@ivalua.com Download the App: sig.org/app Tweet: #SIGfall17
25
CHANGE MANAGEMENT IN PROCUREMENT TRANSFORMATION. Bloomberg. Page 1
CHANGE MANAGEMENT IN PROCUREMENT TRANSFORMATION Bloomberg Page 1 Agenda and Objective Defining the challenges we faced Creating the business case Building the change management playbook Setting the strategy
More informationBlending Talent and Spend Management:
Blending Talent and Spend Management: Moving Beyond Traditional Labor Category Management at Intel Intel Amy Carter Account Manager, R&D Strategic Sourcing Fieldglass Brian Korsmeier Sr. Manager, Customer
More informationEnsure a Successful Transformation through Procurement Branding
Ensure a Successful Transformation through Procurement Branding GuideWell Tim Cronin Vice President & Chief Procurement Officer www.sig.org/eval ENSURE A SUCCESSFUL TRANSFORMATION THROUGH PROCUREMENT BRANDING
More informationLaw Firm Procurement Roundtable Executive Summary. hbrconsulting.com HBR Consulting LLC. All rights reserved.
Law Firm Procurement Roundtable Executive Summary To support law firms continued focus on business operations, leading firms are strategically investing in procurement The current market environment requires
More informationE-PROCUREMENT OPERATIONS
E-PROCUREMENT OPERATIONS Post-launch capabilities to ensure your success Introduction: E-procurement operations capabilities that will enable your success Automating the processes your organization uses
More informationEnabling Procurement Transformation and Maximizing Business Results through a Global Technology Platform
Enabling Procurement Transformation and Maximizing Business Results through a Global Technology Platform Masco Brian Smith Director, Global Supply Chain Services Ronald Dreher Manager, esourcing GEP Santosh
More informationProcurement Transformation on the Fast Track: Doing More with Less
Procurement Transformation on the Fast Track: Doing More with Less February, 2010 ProcureAbility Presenters John Evans President and CEO ProcureAbility jevans@procureability.com 2 AN APPROACH UNHEARD OF
More informationSupply Management Three-Year Strategic Plan
Supply Management Three-Year Strategic Plan 2010-2012 Message From the Vice President, Supply Management I am pleased to present our new three-year strategic plan for fiscal years 2010 2012. The plan
More informationUSAA's Supplier Governance Transformation that Optimizes Value and Addresses Risk
USAA's Supplier Governance Transformation that Optimizes Value and Addresses Risk USAA Glenn Ellis Director, USAA Supplier Management Enlighta Nipun Sehgal CEO www.sig.org/eval USAA s Supplier Governance
More informationHow a project approach will build change management capability across your organization
capability across your How a project approach will build change management capability across your Prosci Webinar How a project approach will build change management Enterprise Change Management Organizational
More informationStrategic Sourcing in the Digital Economy
Strategic Sourcing in the Digital Economy Abercrombie & Fitch Quave Burton Vice President SAP Ariba Michael Koch Director- Solutions Marketing sig.org/eval Strategic Sourcing in the Digital Economy Michael
More informationUtility Procurement Best Practice Study
2015 Utility Procurement Best Practice Study AN APPROACH UNHEARD OF IN TRADITIONAL CONSULTING AND STAFFING FIRMS We give clients access to unbundled resources, plus the ability to selectively add value
More informationAn Overview of the AWS Cloud Adoption Framework
An Overview of the AWS Cloud Adoption Framework Version 2 February 2017 2017, Amazon Web Services, Inc. or its affiliates. All rights reserved. Notices This document is provided for informational purposes
More informationContingent Workforce Management:
Contingent Workforce Management: Whose Job is it Anyway? DCR Workforce David Putt EVP Duff Hall Former Contingent Labor Category Manager at Microsoft sig.org/eval Contingent Workforce Management: Whose
More informationNext Generation Services Procurement
Next Generation Services Procurement Fannie Mae Rajeev Karmacharya Managing Director, Strategic Sourcing and Category Management Allegis Global Solutions Jon Kesman Director, Global Procurement sig.org/summit
More informationAgility to Compete. Manage Costs to Fuel Growth and Make it Sustainable
Agility to Compete Manage Costs to Fuel Growth and Make it Sustainable Growth is on the agenda for businesses across sectors even as market volatility remains at an all-time high. CEOs, CFOs and COOs recognize
More informationIT Governance Overview
IT Governance Overview Contents Executive Summary... 3 What is IT Governance?... 4 Strategic Vision and IT Guiding Principles... 4 Campus-Wide IT Strategic Vision... 4 IT Guiding Principles... 4 The Scope
More informationQUICK FACTS. Delivering a Managed Services Solution to Satisfy Exponential Business Growth TEKSYSTEMS GLOBAL SERVICES CUSTOMER SUCCESS STORIES
[ Financial Services, Application Management Outsourcing ] TEKSYSTEMS GLOBAL SERVICES CUSTOMER SUCCESS STORIES Client Profile Industry: Financial Services Revenue: Approximately $30 billion annually (parent
More informationFINANCE & BUSINESS AT PENN STATE...
Table of Contents FINANCE & BUSINESS AT PENN STATE... 3 Mission & Vision... 3 Organizational Profile... 3 F&B Situational Analysis... 3 F&B Alignment with University Priorities... 4 STRATEGIC PRIORITIES...
More information4/26. Analytics Strategy
1/26 Qlik Advisory As a part of Qlik Consulting, Qlik Advisory works with Customers to assist in shaping strategic elements related to analytics to ensure adoption and success throughout their analytics
More informationGovernance and decision rights. HR Business Partner and Centers of Expertise. The HR Chief Operating Officer. HR Organization
5 HR Business Partner and Centers of Expertise 6 Governance and decision rights HR Organization 4 The HR Chief Operating Officer 5 HR Business Partners and Centers of Expertise HR is at a turning point.
More informationThe Marketing Transformation Imperative
1 The Marketing Transformation Imperative How to Win in the Face of Digital Disruption: The Importance of CMO-CIO Collaboration Jennifer Lacks Kaplan CP Marketing and Digital Transformation Deloitte Mike
More informationIBM Institute for Business Value. Brazil Point of View IBM Corporation
IBM Institute for Business Value Brazil Point of View Introduction The 2010 IBM CFO Study is the fourth edition since 2003 and builds upon our primary research from 2005 and 2008 CFO Studies 2003 2005
More informationHow to enable revenue growth in the digital age
14 Turning chaos into cash How to enable revenue growth in the digital age The role that technology can play in enabling revenue growth in the digital age All commercial businesses face continuous pressures
More informationAnalytics: Laying the Foundation for Supply Chain Digital Transformation
November 2017 Analytics: Laying the Foundation for Supply Chain Digital Transformation By Sanjiv Mahajan, Sandip Saha and Alfonso Macias As supply chain leaders set objectives and strategies for 2018 and
More informationProgram Management Professional (PgMP)
Program Management Professional (PgMP) E X A M I N AT I O N CO N T E N T O U T L I N E Project Management Institute Program Management Professional (PgMP ) Examination Content Outline April 2011 Published
More informationLEAN ENTERPRISE TRANSFORMATION
LEAN ENTERPRISE TRANSFORMATION SONJA KRESOJEVIC @SONJAK18 @MYSPINNAKERCO SPINNAKER SONJA KRESOJEVIC Co-founder of Spinnaker, NY based consultancy focused on enterprise transformation. Senior executive
More informationSpeed to Value in Portfolio Management
Speed to Value in Portfolio Management Presentation Objectives Attendees will learn about: Creating an environment where IT becomes viewed as a strategy enabler and value driver for the organization Ensuring
More informationUnlocking the Value of the Adobe + Microsoft Partnership All Rights Reserved.
Unlocking the Value of the Adobe + Microsoft Partnership Changing the world through DIGITAL EXPERIENCES 2 EXPERIENCES MATTER MORE THAN EVER MAKE EXPERIENCE YOUR BUSINESS BACK OFFICE WAVE owner CTO / CIO
More informationFive Guiding Principles of a Successful Center of Excellence
Five Guiding Principles of a Successful Center of Excellence What is a Center of Excellence? At some point in their life cycle, most companies find it beneficial to develop a Center of Excellence (CoE).
More informationLeveraging Technology to Unify Multichannel Marketing Engagement
Leveraging Technology to Unify Multichannel Marketing Engagement Simone Bailey, Director of Strategy, Technology & Applications, IMS Health Bruce Markewicz, Managing Director, Interactive, Beacon Healthcare
More informationContinuous Process Improvement Organizational Implementation Planning Framework
Continuous Process Improvement Organizational Implementation Planning Framework This implementation planning framework can be used by any organization from a military service or other major organization
More informationROSMA - Procurement measured on its return
CIPS: Procurement benefits, partnering and returns ROSMA - Procurement measured on its return Geneva, 24 November 2014 Agenda Your A.T. Kearney team today What is ROSMA? Why is ROSMA needed? Path forward:
More informationThe Future of Accounts Payable
May 7-9, 2017 Disney s Yacht & Beach Club Resorts, Florida The Future of Accounts Payable Presented by: Mark Brousseau May 7-9, 2017 Disney s Yacht & Beach Club Resorts, Florida Accounts Payable Automation
More informationSource-to-pay: Delivering value beyond savings
Source-to-pay: Delivering value beyond savings December 2016 kpmg.com Transforming the source-to-pay process Because the source-to-pay (S2P) process crosses three organizations procurement, finance, and
More informationChris Eyerman Senior Director Denali Sourcing Services Mobile: (412)
Chris Eyerman Senior Director Denali Sourcing Services ceyerman@denaliusa.com Mobile: (412) 736-5311 Alan Veeck Vice President Denali Sourcing Services aveeck@denaliusa.com Mobile: (412) 215-9028 2 3 The
More informationThe Path to Creating and Sustaining Value. The Scorecard. for Selecting, Managing & Leveraging your Services Team:
The Path to Creating and Sustaining Value The Scorecard for Selecting, Managing & Leveraging your Services Team: This presentation is only for the private consumption of ISC Session attendees. Any other
More informationBuilding a Corporate University by TechProse. All rights reserved.
Building a Corporate University Agenda Risks/Obstacles Why? The Business Case How? Examples, Processes, Effort Questions? Risks/Obstacles Centralized L&D can not meet the needs of the business, does not
More informationRISK: The 4-Letter Word Your Mother Never Told You About. BravoSolution Mickey North Rizza VP Strategic Services.
RISK: The 4-Letter Word Your Mother Never Told You About BravoSolution Mickey North Rizza VP Strategic Services www.sig.org/eval RISK: The 4 Letter Word Your Mother Never Told You About Mickey North Rizza
More informationIT GOVERNANCE. WITH ROBERT GOODSELL, MANAGING DIRECTOR JOE BRUTSCHE, DIRECTOR PwC. April 4, 2013
IT GOVERNANCE WITH ROBERT GOODSELL, MANAGING DIRECTOR JOE BRUTSCHE, DIRECTOR PwC April 4, 2013 Agenda The challenge IT Governance defined IT Governance components Next steps Questions THE CHALLENGE The
More informationSupplier Diversity: Aligning for Success. JLL (buy-side) Denver Clark CPO, Americas JLL. Bill Miller SVP - SCMP. sig.org/summit
Supplier Diversity: Aligning for Success JLL (buy-side) Denver Clark CPO, Americas JLL Bill Miller SVP - SCMP sig.org/summit Creating a High Performing Supplier Diversity Program Sourcing Industry Group
More informationRPA Roadmap: Setting the Course for Successful Robotics Process Automation. Honda John Bookmyer Category Manager
RPA Roadmap: Setting the Course for Successful Robotics Process Automation Honda John Bookmyer Category Manager Symphony Ventures Ian Barkin Chief Strategy Officer sig.org/summit RPA Roadmap: Setting Course
More informationKorn Ferry Executive to Leader Institute. Accelerating development for senior executives and enterprise leaders.
Korn Ferry Executive to Leader Institute Accelerating development for senior executives and enterprise leaders. Are your senior leaders ready for enterprise leadership? The transition from executive to
More informationBUSINESS INTELLIGENCE & ANALYTICS
CASE STUDY PART 2 BUSINESS INTELLIGENCE & ANALYTICS INTRODUCTION LOCATION New Jersey WEBSITE www.atlanticare.org SIZE 70 Locations DEPLOYMENT Fall, 2016 EMPLOYED SANTA ROSA SOLUTIONS Business Intelligence
More informationStrategic Corporate Goals: Vision & Mission 2020
Strategic Corporate Goals: Vision & Mission 2020 VISION & MISSION STRATEGIC POSITION PROGRAM MODEL STRATEGIC PRIORITIES Vision Pathfinder envisions a community in which all people are valued and accepted
More informationOrchestrating an Effective Operating Model for RPA. Guidelines for CxOs
Orchestrating an Effective Operating Model for RPA Guidelines for CxOs CONTENT 0 Introduction Page 03 1 RPA Center of Excellence Page 04 2 Change Management and Governance Framework Page 04 3 RPA Software
More informationHow Can I Better Manage My Software Assets And Mitigate The Risk Of Compliance Audits?
SOLUTION BRIEF CA SERVICE MANAGEMENT - SOFTWARE ASSET MANAGEMENT How Can I Better Manage My Software Assets And Mitigate The Risk Of Compliance Audits? SOLUTION BRIEF CA DATABASE MANAGEMENT FOR DB2 FOR
More informationLeading Practice: Approaches to Organizational Change Management
Leading Practice: Approaches to Organizational Change Management Abstract This document provides recommended approaches to organizational change management (OCM) when implementing CA Project and Portfolio
More informationBuilding Trust And Confidence: AI Marketing Readiness In Retail And ecommerce
Building Trust And Confidence: AI Marketing Readiness In Retail And ecommerce GET STARTED How AI-Powered Marketing Is Transforming The Retail Sector Expectations for dramatically improved customer experiences
More informationSummit on Accelerating Innovation to Drive Sustainable Automotive Manufacturing Growth Across North America
to Drive Sustainable Automotive Manufacturing Growth Across North America June 26-27, 2013 Session Outcome Report Background The Summit on Accelerating Innovation brought a diverse group of representatives
More informationEY Center for Board Matters. Leading practices for audit committees
EY Center for Board Matters for audit committees As an audit committee member, your role is increasingly complex and demanding. Regulators, standard-setters and investors are pressing for more transparency
More informationNumber of direct reports: 6 Number of indirect reports: 55-65
Operations Manager [JobTitle] Created: 21 July 2017 Group: People & Corporate Services Job family: Other Position number: TBA Hours worked per week: 35 Manager s title: Head of MFBC Status of PD: Final
More informationOrchestrating an Effective Operating Model for RPA. Guidelines for CxOs
Orchestrating an Effective Operating Model for RPA Guidelines for CxOs CONTENT 0 Introduction Page 03 1 RPA Center of Excellence Page 04 2 Change Management and Governance Framework Page 04 3 RPA Software
More informationThe Path to Clinical Enterprise Maturity DEVELOPING A CLINICALLY INTEGRATED NETWORK
The Path to Clinical Enterprise Maturity DEVELOPING A CLINICALLY INTEGRATED NETWORK dhgllp.com/healthcare Kevin Locke PRINCIPAL Kevin.Locke@dhgllp.com 330.606.4699 Michael Strilesky SENIOR MANAGER Michael.Strilesky@dhgllp.com
More informationWhite Paper Describing the BI journey
Describing the BI journey The DXC Technology Business Intelligence (BI) Maturity Model Table of contents A winning formula for BI success Stage 1: Running the business Stage 2: Measuring and monitoring
More informationFour faces of the CFO
Four faces of the CFO CFOs play four critical roles Catalyst Catalyze behaviors across the organization to execute strategic and financial objectives while at the same time creating a risk intelligent
More informationINFORMATION TECHNOLOGY SERVICES. KEY PRIORITIES for CSU Information Technology In support of Graduation Initiative 2025
INFORMATION TECHNOLOGY SERVICES KEY PRIORITIES for CSU Information Technology In support of Graduation Initiative 2025 September 2017 INTRODUCTION The California State University recently embarked on the
More informationRSA ARCHER MATURITY MODEL: AUDIT MANAGEMENT
RSA ARCHER MATURITY MODEL: AUDIT MANAGEMENT OVERVIEW Internal Audit (IA) plays a critical role in mitigating the risks an organization faces. Audit must do so in a world of increasing risks and compliance
More informationManagement Excluded Job Description
Management Excluded Job Description 1. Position Identification Position Number 993234 Position Title Department Reports to (title) Associate Director, Supply Management Purchasing Services Director, Purchasing
More informationOptimizing an Enterprise Wide Effective Vendor Risk Management Program. Pam Schott Head and VP Enterprise Supplier Governance
Optimizing an Enterprise Wide Effective Vendor Risk Program Pam Schott Head and VP Enterprise Supplier Governance June 1, 2015 Emerging Industry Trends As Procurement organizations mature; their focus
More informationThe Enterprise Mandate
The Enterprise Mandate Breakout Session E01 Jim Collier, Managing Director, Accenture Brandon Briggs, Senior Manager, Accenture Tuesday, December 15 1:45pm 3:00pm 1 1 The Enterprise Mandate The Enterprise
More informationPortfolio Marketing. Research and Advisory Service
Portfolio Marketing Research and Advisory Service SiriusDecisions Team Jeff Lash VP and Group Director, Go-to-Market Christina McKeon Service Director, Portfolio Marketing Tyler Anderson Team Leader, Account
More informationEnterprise IT Management Initiatives Category
State IT Recognition Awards Enterprise IT Management Initiatives Category State of Wisconsin : Wisconsin s Blueprint for Enterprise IT Transformation and Efficient State Government Project Initiation:
More informationHR s Role in Culture Change. FTI Consulting A Case Study
HR s Role in Culture Change FTI Consulting A Case Study April 2017 Culture is as critical as strategy and organization All three must be in sync How a company wins in a market Coherent Business Strategy
More informationSteven Horvath. Differentiating ITSM with Transformation. CTO/Practice Lead
Differentiating ITSM with Transformation Steven Horvath CTO/Practice Lead 2015 Linium. All rights reserved. Reproduction, adaptation or translation of this document is prohibited without prior written
More informationConference summary report
Thank you for making Symposium/ITxpo 2011 our most inspiring event ever. Your enthusiasm, insights and willingness to share with your peers is why Gartner Symposium/ITxpo is the world s largest and most
More informationAPI Gateway Digital access to meaningful banking content
API Gateway Digital access to meaningful banking content Unlocking The Core Jason Williams, VP Solution Architecture April 10 2017 APIs In Banking A Shift to Openness Major shift in Banking occurring whereby
More informationPORTFOLIO MANAGEMENT Thomas Zimmermann, Solutions Director, Software AG, May 03, 2017
UNLEASH YOUR DIGITAL VISION #WITHOUTCOMPROMISE Innovation in Business & IT Transformation PORTFOLIO MANAGEMENT Thomas Zimmermann, Solutions Director, Software AG, May 03, 2017 2017 Software AG. All rights
More informationProcurement Technology: Managing the Change Process. Michael Kirk The CIPSA Special Interest Forum on Technology in Procurement
Procurement Technology: Managing the Change Process Michael Kirk The CIPSA Special Interest Forum on Technology in Procurement Agenda About The Faculty The importance of change management in technology
More informationOracle Taleo Business Edition Implementation Fixed Scope Offerings
Oracle Taleo Business Edition Implementation Fixed Scope Offerings Date Email Website : Dec-2015 : info@kovaion.com : www.kovaion.com Kovaion Consulting Kovaion A Snapshot Oracle Alliance Certified Consultants
More informationAn Introduction to Hoshin Kanri, a.k.a. Strategic Goal Deployment How to Use this Process to Deploy Your Strategic Goals
An Introduction to Hoshin Kanri, a.k.a. Strategic Goal Deployment How to Use this Process to Deploy Your Strategic Goals Pete Winiarski Win Enterprises, LLC Hoshin Kanri has its roots in the 1950s, with
More informationNATIONAL CENTER FOR HEALTHCARE LEADERSHIP. In Pursuit of Excellence AtlantiCare, 2009 Malcolm Baldrige National Quality Award Winner.
NATIONAL CENTER FOR HEALTHCARE LEADERSHIP In Pursuit of Excellence AtlantiCare, 2009 Malcolm Baldrige National Quality Award Winner May 21, 2010 Today s Discussion Discuss the Baldrige Process and the
More informationHR Transformation & Strategy Overview. Mahesh Puducheri Vice President Human Resources Halliburton
HR Transformation & Strategy Overview Mahesh Puducheri Vice President Human Resources Halliburton Halliburton Global Franchise 60,000 employees in approximately 80 countries $18 Billion in Revenues in
More informationAgenda. Enterprise Risk Management Defined. The Intersection of Enterprise-wide Risk Management (ERM) and Business Continuity Management (BCM)
The Intersection of Enterprise-wide Risk (ERM) and Business Continuity (BCM) Marc Dominus 2005 Protiviti Inc. EOE Agenda Terminology and Process Introductions ERM Process Overview BCM Process Overview
More informationBuilding efficient IT organizations: Insights from our benchmarks
APRIL 2017 Chaiyon021/Getty Images Building efficient IT organizations: Insights from our benchmarks A focus on five high-level capabilities may help IT organizations reduce costs, improve productivity,
More informationTransforming SAP
Transforming Procurement @ SAP Erich Winsloe, Head of Regional Procurement, SAP APJ and Greater China Hong Kong, June 16, 2015 Public Agenda Why Transform? The Procure-to-Pay Organization Simplifying the
More informationTHE PLUG-AND-PLAY SUPPLY CHAIN. DHL Supply Chain
THE PLUG-AND-PLAY SUPPLY CHAIN DHL Supply Chain The plug-and-play supply chain Playbook 2 A GUIDE TO IMPLEMENTING THE NEXT- GENERATION SUPPLY CHAIN This playbook is designed to create a high-level roadmap
More informationBusiness Framework Change How You Manage Safety
Business Framework Change How You Manage Safety December 1, 2017 Joseph Muratore Mark Drozdov Today s Speakers Joseph Muratore Commercial Director BSI USA & Canada Mark Drozdov BSI CES SVP & Technical
More informationSharePoint Governance at BMO. How we took action to curb the sprawl of sites
SharePoint Governance at BMO How we took action to curb the sprawl of sites Who is Jed? Director, Business Technology Strategy & KM for Legal Corporate Compliance Group Ex-Consultant Long time member of
More informationEPRI Smart Grid Roadmap Guidebook
EPRI Smart Grid Roadmap Guidebook Don Von Dollen Senior Program Manager, EPRI Ron Farquharson Principal Consultant, EnerNex Outline Background on EPRI s Roadmapping Projects Smart Grid Roadmap Methodology:
More informationStrategic Direction #7 Business Operations. Final Report
Strategic Direction #7 Final Report Strategic Direction 7 Centralize the System s business administrative functions, where appropriate, in order to leverage resources and increase effectiveness of service
More informationBuild a Sensational Talent Acquisition Operations Team!
Build a Sensational Talent Acquisition Operations Team! ERE April 2015 Judy Wright Director of Talent Acquisition Solutions and Brand 5/14/15 1 Providence Health and Services Third largest not-for-profit
More informationCareer opportunity: Executive Vice President and General Manager, Worldwide - Wolters Kluwer Finance, Risk and Regulatory Reporting (FRR) - London
Career opportunity: Executive Vice President and General Manager, Worldwide - Wolters Kluwer Finance, Risk and Regulatory Reporting (FRR) - London About Wolters Kluwer Financial Services Wolters Kluwer
More informationCherryRoad Technologies Inc. Property of
Aligning Strategic Project Goals with Organizational Goals During Technology Implementations: Hospitals & Health Systems www.cherryroad.com Recently, a senior executive of a Midwestern Hospital & Health
More informationProject Management Assessment. Apply an In-Depth Approach to Project Management to Achieve Systematic Success
Management Assessment Apply an In-Depth Approach to Management to Achieve Systematic Success Your Journey Starts Here. Understand Your PM Strengths & Weaknesses Evaluate Performance and Required Next Steps
More informationBUILDING A BUSINESS CASE FOR A VMS SAP SE or an SAP affiliate company. All rights reserved.
1 BUILDING A BUSINESS CASE FOR A VMS Business leaders are often intimidated by the overwhelming task of centralizing their external workforce management and services procurement programs after years of
More informationWHITE PAPER WORKFORCE ANALYTICS: The Critical Factor to Improve Your Company s Performance, Profitability and Human Capital Investment
WHITE PAPER WORKFORCE ANALYTICS: The Critical Factor to Improve Your Company s Performance, Profitability and Human Capital Investment DEFINING BEST-IN- CLASS PERFORMERS OUTPERFORM WITH WORKFORCE ANALYTICS
More informationA business-back approach to technology consumption
9 A business-back approach to technology consumption The business of payments hinges on processing and storing large volumes of transaction data. To perform these activities well or at all, payments companies
More informationIMPLEMENT A PIPELINE SMS
GROUP HOW TO IMPLEMENT A PIPELINE SMS AN INTRODUCTORY GUIDE WITH IMPLEMENTATION SUGGESTIONS AND STRATEGIES 3 2 YOUR GUIDE TO IMPLEMENTATION. An Introductory Guide on How to Implement Pipeline SMS Implementing
More informationpg. pg. pg. pg. pg. pg. The Differences and Value of Various BPO Models Introduction Case Study Traditional Procurement Outsourcing In Conclusion
Introduction 2 Traditional Procurement Outsourcing 4 The Differences and Value of Various BPO Models 6 Incremental Outsourcing 8 Case Study 9 In Conclusion 10 COMPANIES WHO THINK OF THEIR OUTSOURCING PROVIDERS
More informationBUILDING A BUSINESS CASE FOR A VMS Fieldglass, Inc. All Rights Reserved
1 BUILDING A BUSINESS CASE FOR A VMS Business leaders are often intimidated by the overwhelming task of centralizing their contingent workforce program after years of manual processes. Whether you have
More informationPassit4Sure.OG Questions. TOGAF 9 Combined Part 1 and Part 2
Passit4Sure.OG0-093.221Questions Number: OG0-093 Passing Score: 800 Time Limit: 120 min File Version: 7.1 TOGAF 9 Combined Part 1 and Part 2 One of the great thing about pass4sure is that is saves our
More informationCloudSuite Corporate ebook
CloudSuite Corporate ebook Contents The solution What makes it different? A platform for growth Designed to power your enterprise goals When most people think of ERP systems, words like innovative, fun,
More informationDesigning Infrastructure Management for the New Era of IT
Designing Infrastructure Management for the New Era of IT May 2014 To meet the changing needs of IT at Microsoft, the infrastructure management function underwent a service model redesign that shifted
More informationA Rock Star Approach:
A Rock Star Approach: Establishing a Global Financial System for Procurement Alignment Determine David Cravens VP-Client Success Constantine Limberakis VP-Product Marketing sig.org/summit A Rock Star Approach:
More informationACCENTURE & SAP SUCCESS FACTORS INVESTIGATE CAPABILITIES WORKBOOK. Imagine where we will go together...
ACCENTURE & SAP SUCCESS FACTORS INVESTIGATE CAPABILITIES WORKBOOK Imagine where we will go together... Imagine where we will go together... AGENDA TUESDAY APRIL 19TH 12:00 PM Lunch (outside Ali Conference
More informationFUELING EFFECTIVE COLLABORATION: HOW STRATEGIC SOURCING DELIVERS RESULTS FOR MARKETING GROUPS
FUELING EFFECTIVE COLLABORATION: HOW STRATEGIC SOURCING DELIVERS RESULTS FOR MARKETING GROUPS Fueling Effective Collaboration What Strategic Sourcing Brings Building A Relationship Strategic Sourcing Process
More informationStrategic Plan. Uniting to care & cure
2017-2019 Strategic Plan Uniting to care & cure Table of Contents Message from the President & CEO Page 2 Overview Page 3 Mission Page 4 Core Values Page 5 2017-2019 Objectives & Strategies Page 6 Mission
More informationE-Guide to the Enterprise Agreement Program
E-Guide to the Enterprise Agreement Program Introduction OSIsoft has over 120 customers who have embraced the Enterprise Agreement (EA) a strategic program designed to accelerate the benefits of a data
More informationSelling Through Retail in the Age of the Digital Consumer
Selling Through Retail in the Age of the Digital Consumer Keith Henry VP, Global Industry for Manufacturing keith.henry@teradata.com Discussion Topics for this Presentation The CPG World Today > Massive
More information