Enabling our finance transformation Establishing a successful GPO model

Transcription

1 Enabling our finance transformation Establishing a successful GPO model Sanjay Patel Managing Director, GBS Finance Services & GBS Data & Analytics Rio Tinto

2 Overview 1. Overview of Rio Tinto 2. Global Business Services (GBS) journey 3. GBS Finance Services journey 4. Establishing our GPO model 5. Keys to success - working the GPO s mandate 6. Questions

3 About Rio Tinto A world leader in mining 4 product groups 6 continents 40 countries 200+ locations 60,000+ employees

4 Our journey Shared services SSR

5 GBS now Delivering value across five functions

6 Vt here

7 Big numbers Big opportunities 50,000 suppliers worldwide 550,000 purchase orders 1,400,000 invoices 18,500 cost centres 46,200 computers 51,000 mailboxes 74,800 SAP users 400,000 reports 730,000,000 transactions 66,000 pay slips per month 200,000 m² of office space *Approximate figures and are likely to change

8 GPO and Shared Services Key to our operating model Rio Tinto Operating Model Rio Tinto Finance Operating Model

9 Distinct GPO maturity phases 4 Sustaining high performance 1 Definition/setup Executive agreement Roles & accountabilities Define processes Minimum GPO structure Appropriately resource Governance & infrastructure 2 Proving the model Executive agreement Strategic Roles & accountabilities vision Process Define processes selection model Appropriately resource Quick wins Governance & infrastructure Integrated governance Self assessment 3 Reach for end-to-end Consolidate GPO structures Functional vs process cross roads Drive global change Selected world class Refined monitoring mechanisms Leverage OSP in driving global standardization Driving scope of nontransactional work offshore Structural changes Enterprise approach Consolidate GPO structures Functional vs process cross roads

10 Our GPOs have a broad span of control

11 Working the GPO s mandate Key to success

12 Well-functioning integrated governance Right engagement Right time Right level

13 Work changes via strong change management Simple Transparent Workable

14 We needed to develop enabling infrastructure Defined hierarchy Taxonomy E-A SOW Process library Global quality standards

15 Resource the process innovation machine

16 3 key takeaways 1. GPO is a key part of our operating model 2. We developed infrastructure and tools to work the GPO s mandate 3. Focussing on essentials and the practical application of the GPO model 4. Critical to have measurement and reporting of the impact / value generated by GPO

17 Questions LinkedIn: Rio Tinto Mining & Metals

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