Conference Slideshow Ver 2
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Transcript of Conference Slideshow Ver 2
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Compliance& SPMContractingOpportunity
Identification
The Spend Management Process
CategoryStrategy
Negotiation
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Better visibility into your company’s spend across divisions, business units, and categories of spend helps to identify and prioritize savings opportunities.
59.23%
7.34%
29.65%
3.38% 0.40%
Direct Indirect Capital Non-Sourceable Other
Spend By Commodity
Opportunity Identification
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Better visibility into your company’s spend across divisions, business units, and categories of spend helps to identify and prioritize savings opportunities. (Cont’d)
Bottleneck
Non-Critical
Strategic
Leverage
LOW HIGHSPEND
LOW
HIG
HSU
PPLY
RIS
K
Bldg/Constr Matls
Telecom
MRO
Office Supply/EquipFacility
Operations
Facilities
Opportunity Identification
Packaging$126MM
477+
Sales& Mktg$45MM
33+
$24MM328+
$20MM398+
MROFreight$90MM
576+
$70MM621+ IT
$100MM295+
$71MM238+
$12MM119+
$48MM76+
$28MM400+
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We’ll help you with: Data cleansing, classification Reporting tools written for sourcing professionals Opportunity assessment & guidance on finding &
prioritizing opportunities
Better visibility into your company’s spend across divisions, business units, and categories of spend helps to identify and prioritize savings opportunities. (Cont’d)
Opportunity Identification
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Opportunity Identification
Opportunity Identification
Companies with best-in-class spend analysismore than double spend under management,and are 2-4 times faster at running each event1.
1 Spend Analysis: Transforming Data into Value, The Aberdeen Group, 2009
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FinalizeCategoryStrategy
Category strategies align activities to business goals and streamline sourcing processes to avoid mistakes and re-work.
GoalsTeam SelectionData and RequirementsCommunication Strategy
Market ConditionsCost DriversPricing Models/KPIsSupplier Discovery
Market ApproachTotal Cost ModelEvaluation ModelStakeholder Buy-In
Category Strategy
InternalAnalysis
ExternalAnalysis
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Category strategies align activities to business goals and streamline sourcing processes to avoid mistakes and re-work. (Cont’d)
We’ll help you with: Identifying & defining team roles and internal
communications programs Requirements definition and baseline prep Category & process expertise Process management tools
Category Strategy
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According to AMR Research, sourcing organizations who align their sourcing strategy to business strategy:
You can increase savings and reduce cycle times with an effective category strategy.
1 Reaching Sourcing Excellence Series, AMR Research, 2009-2010
Category Strategy
Enjoyexecutive-levelawareness and
support oftheir activities 1
Are seen as havinga positive impacton the business
Reduce cycle timesby half or more
Save 30%more money
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Price
Incumbency –Supply Risk
Inventory
Timing
Traditional Sourcing / Strategic Sourcing
PriceIncumbency/RiskInventoryTiming/Other
CollaborativeSourcing
EventVolume
Event Complexity
Take advantage of the right tools and expertise for each of your events to get the best results in every category.
Collaborative Sourcing /Highly Custom
Negotiations
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Negotiations
Take advantage of the right tools and expertise for each of your events to get the best results in every category. (Cont’d)
We’ll help you with: Managed services Sourcing templates Highly customized events Supplier support Embedded resources
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Traditional Sourcing ApproachesSqueezing Supplier Margins
Competition-reliant
Collaborative SourcingBuyers AND Suppliers Win
Synergy-focused
Incremental Savings for Buyer
The entire spectrum of sourcing approaches, from auctions to sophisticated custom collaborative sourcing events all play a role in a mature sourcing organization.
Negotiations
The old battleground The new, shared objective{
Suppliercosts
Suppliercosts
Buyersavings
Buyersavings
Suppliermargin
Suppliermargin
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Choosing the right approach for each category can yield an additional 12-15% savings over taking a standard approach to each category1.
1 Sourcing Innovation, 2010
Negotiations
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Negotiating contracts and capturingkey performance metrics are crucialto initiating a supplier agreementand ongoing tracking.
Contracting
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Negotiating contracts and capturing key performance metrics are crucial to initiating a supplier agreement and ongoing tracking. (Cont’d)
We’ll help you with: Templates Negotiation guidance Contract loading?
Contracting
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Organizations that use contract management accelerate contract negotiation cycles and are better prepared to approach contract renewals.
1 Preserve, Protect, and Defend with Contract Lifecycle Management, AMR Research, 2008
Contracting
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Supplier performance management gives procurement professionals information to proactively manage supplier performance trends.
Build Performance Strategyand Objectives
Through Collaboration
Establish a Sustainable ProgramEnabled by Process Automation
Maximize ROIon Supplier Relationships
While Controlling Risk
SPM
Map SupplierStrategies
TrackPerformance
Define MetricsManage
ContinuousImprovement
EstablishObjectives
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SPM
Among other benefits, an SPM programhelps to protect brand integrity, avoidshipment delays and stockouts, andensure the financial viabilityof key vendors1.
1 Supplier Performance And Risk Are Top Of Mind— Can Software Solutions Help?, Forrester, 2009
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