Procurement "Glocalization" in 2016 - The Intel

FMS EMEA story

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Dovev Viess

Regional director EMEA , Intel Facilities Materials

and Services Amsterdam, 20th - 22nd September 20164th Annual Global Strategic Sourcing & Procurement Summit

Intel / EMEA / FMS - Data

• Few words on Intel corporation

• GSM >>>> FMS Global >>>> FMS EMEA

• Diversity – We have sites in over 40 countries in the EMEA region (from 3 people in sales and marketing to very big manufacturing sites or design centers)

• FMS runs the commercial processes from sourcing plan, supply chain, contracting strategy, market data, Bid , Award to contract execution and administration .

• Scope includes construction (Small >> Mega projects ), RE, Facilities services (Maintenance , catering , security) Utilities , Materials and equipment .

• Managing over $xxB , team of 19 people , based in 4 Major locations

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On me

• 20 years of experience in Purchasing, Facilities, Infrastructure, Projects, Integration, Operations and people management in global corporations.

• Managing the EMEA Region for Intel FMS

• My regional focus in last 2-3 years is on the Glocalization

with focus on Mega projects and regional platforms :

Integrated Facilities Management (IFM ) and Regional

Small Projects (SPGC), Mega project in Israel (Fab conversion)

• Married +3 , enjoy the outdoor when I an not working

Do we need Glocalization ??

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EMEA From space (Equivalent to Corp. View)

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But this is the Real Picture

We are a complex mix of countries with a variety of cultures, religions,

rules, geography, languages, practices, Knowledge …

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Laterals between Corporation and Regions – 3 Options 1. “ Don’t trust the natives” - Full implementation of every process and

guidelines defined @ corporate level , reporting structure to assure this , every key position is managed by corp. people on relocation .

2. We are one company but all commercial decision making and execution is done @ site level .

3. Hybrid model = win win . Utilize the goodness of the corp. in setting clear strategies , systems, manuals but implement on a regional and site level.

What is the common base line to all 3 options ????

People - To be successful you need to

assure : • You defined the laterals between regions to programs / Corp.

• You are aligned on Vision / Mission but also on the objectives for the region and for corporation - if there are gaps don’t wait to deal with them during commercial process, project , contract Negotiation.

• Redefine strategic items such as supply base, Procurement Plan , contracting strategy, Market data when there is no project / contract in the horizon , When they arise focus on execution (Bid , Evaluate, Negotiate, Award)

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Case studies and Examples for Glocalization • Encourage your supply base to use Corp. Main HQ standards (In my case US) : Example 1

Green building certification Leed points are similar to Bream, Why explain who is better , use the US one . Example 2 Contracts - Use the US CD with local amendments yielded faster approval loop, better alignment on project set up, better support on disputes .

• Lead the way instead of argue on implementation : We’ve managed to leverage regional success story to Global implementation of programs : we did it in small project regional program in EMEA .

• We focus on regional managers forum to share our regional challenges and define clear direction when we talk to the global programs

• Influence decision making @ the source - We invest a lot of time and resources in attending all decision making global forums - worth the time.

• We keep an open and transparent communication with corporate – communication and decision making is a “2 way street” , 0 surprises agreement .

Thank you ,

will be happy for any inputs / questions