Välkommen till SAPSA & IMPULS!

Transcription

1 Välkommen till SAPSA & IMPULS!

2 Impuls 2015 Guldsponsorer Silversponsorer Adsotech, Capgemini, Claremont, EPI-USE Labs, Excel4apps, Implema, Novarto Nordic, Repona och Stretch Bronssponsorer Ciber, Enarratio, Eins, Entea, itelligence, KABA, KPMG, Lexmark, Mark, Skye, Syncronic, Virtual Forge, WMD

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4 Current Future

5 Joakim Lundgren Former Procurement Executive S2C Expert with special knowledge in: Legal Supplier Collaboration Procurement Strategy Sourcing Procurement Project Management Thomas Åman Former Category Manager P2P expert with special knowledge in: Finance Sourcing Procurement Project Management

6 Keys to success when implementing Cloud solutions or actually Keys to succeed with any initiative

7 Two similar Ariba initiatives different results Score Card User / org. acceptance Target 5 IT Complexity 1 Time to value 5 Target Hit rate 5 Business Value 5 0 0,5 1 1,5 2 2,5 3 3,5 4 4,5 5 Project Y Project X

8 Similar set-up Sponsor(s) Program Mgm Project Mgm Sponsor(s) Program Mgm Project Mgm Work model Work model

9 Why do some initiatives miss the targets? Score Card User / org. acceptance Target 5 IT Complexity 1 Time to value 5 Target Hit rate 5 Business Value 5 0 0,5 1 1,5 2 2,5 3 3,5 4 4,5 5 Project X

10 A+ D C Basic B Medium A High Best in Class Laggard

11 A+ D C Basic B Medium A High Best in Class Laggard

12 B + = A+

13 Score Card User / org. acceptance What did the organization behind Y do different? IT Complexity Time to value Target Hit rate Business Value 0 0,5 1 1,5 2 2,5 3 3,5 4 4,5 5 Project Y

14 Measures / Level Business buy in Analysis tools Procurement tools Data Management Procurement analysis processes Basic Developed Embedded Optimized Innovative * Supply chain focus * Silo Users * Department focus * Enterprise commitment with some support * Customer optimization focus * Executive level sponsorship * Organization lacks one or several of the * Slow progress * Established analytical capabilities * Distinctive capability across the business * Advanced analytical capabilities prerequisite's for serious analytical work Data driven decisions * Some significant initiatives * Executive mandate * Customer focused * Excel, ERP and local database store data with * BI capability * Analytical tools including Spend, Contract and * Analytics including Spend, Contract, SIPM, manual and automated population which are * Databases standardized Supplier SRM and Category insights * Excel & ERP transmitted and centrally consolidated (semimanual) support executive decisions support executive decisions customer reports for executive decisions * Standardized analysis and reporting tools to * Analytics feeds category specific analysis to * Feeds specific category, supplier and * ERP centralized procurement with embedded processes * Integrated Category Management & SIPM and * No Standard procurement tools * ERP standardized procurement tool applied * Integrated Category Management * Supplier performance monitoring PA tools drives Sourcing programs & supplier * Locally managed by buyers locally * PA results drives Strategic sourcing projects * Contract compliance integration and development initiatives * Demand Planning * Orchestring * Collaborating * Predicting * Reacting * Real time * Anticipating * Data cleansing * Optimized Big Data * Single source reporting * Data governance * Multi-source * 80% data classified * Customer behaviour analysis * 20% of data classified * 100% data classified * 50% of data classified * Generate extensive category specific data * Commodity hedging & trading * Limited "what happened" data * Key internal & customer integration * Category specific data "How many, how often, * Alerts prompt "What actions are needed?" * Sensing and responding * Internal focus * Forecasting "What is these trends continue?" where?" * Statistical analysis ask "Why is this * Expert across customer-supplier value chain * Manual classification * Predictive "What happens next?" happening?" * "What is the best that can happen?" * T QM and T RM * Fully automated, standardized processes & * Fully automated, standardized processes & established PA routines established PA routines * Manual data collection and classification * Manual or partly automated * Partially or fully automated * Drives Category Management led Strategic * Drives Supplier & Customer collaboration and * Drives tactical sourcing * Drives project based sourcing * Drives systematic Strategic Sourcing projects Sourcing Programs innovation * Small scale results * Not focused on strategic targets * Significant results demonstrate importance * Repeatable and continuous at micro level * Results drive business agenda * Continuously improved Advanced capabilities Core capabilities Spending Area / Capabilities Integrated Supplymarket insight Cross functional integration High-end analytics and modelling Strategic Procurement Skills Procurement table stakes Raw Materials Direct Goods Services and Indirect Goods Capital expenditures * Cross functional supply strategies * Vertical integration * Commodity hedging and training * Supply and demand risk modelling * Marketing forecasting * Frame agreements * Contract portfolio management * Frame agreements * Global supply risk management * Joint platform design * Global supplier portfolio management * Packaging of product and service offering * Design-to-cost or value * Supplier integration * Advanced negotiation concepts * Cost and performance benchmarking * Spot buying * Demand planning * Supplier evaluation * Fact-based negotiations * Order management * Contract Management * T ender Management * Supplier evaluation * Procurement alliance * Outsourcing of service activities * Optimized service delivery - lean services * Standard service calculation * Demand Management * Catalogue Management * E-auctions * Service benchmarking * Strategic supplier partnership * Optimized project delivery models * Performance-based contracting * Project risk assessment * Cross project demand planning * T CO-based tendering * Project-related order handling * Claim management

15 Foundation Case for change Customize content Recognize performance

16 1: Flexibility

17 Adopt to changes

18 Internal impacts External impacts

19 2: Communication & Training

20 Organizational adoption Individual adoption Acceptance Understanding Awareness Contact TIME

21 Organizational adoption Individual adoption Acceptance Understanding Communication Awareness Contact Information TIME

22 The set of points in a plane that are equidistant from a given point CIRCLE

23 CIRCLE 10% Recall after 72h 65% Recall after 72h

24 Organizational adoption Training Individual adoption Training Acceptance Training Understanding Awareness Contact TIME

25 Organizational adoption Individual adoption Acceptance Training Understanding Communication Awareness Contact Information TIME

26 3: Cooperation

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28 Understand what other do Increase total quality of power Increase reciprocity Reinforce integrators Increase the shadow of the future Reward those who cooperate

29 Different outcome due to different focus Score Card User / org. acceptance IT Complexity Project Y: Global Company Identified skill gaps and made a case for change Customized content and create a detailed training, communication and coaching schedule Recognized cooperation & performance Time to value Target Hit rate Business Value 0 0,5 1 1,5 2 2,5 3 3,5 4 4,5 5 Project Y Project X Project X: Global Company Focus on IT architecture and System functionality Believed that system will drive change and compliance Information limited to What, not how or why

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31 Tack för att du lyssnade!