OPTIMISING PROCUREMENT S EFFICIENCY AND EFFECTIVENESS. Bruce Stevenson, CEO Infosys Portland

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1 OPTIMISING PROCUREMENT S EFFICIENCY AND EFFECTIVENESS Bruce Stevenson, CEO Infosys Portland October 2014

2 Agenda 2 Introduction 10 mins Breakout session 10 mins Present results 5 mins Questions to be addressed 5 mins

3 Introduction Bruce Stevenson 3 Bruce Stevenson CEO, Infosys Portland Originally civil engineer involved on construction of water services infrastructure Entered consulting in 2000 with AT Kearney Joined Infosys Portland in 2003 Melbourne office head Appointed CEO January 2014 Led procurement and supply chain improvement programmes for organisations in a wide variety of industries

4 Introduction Infosys Portland 4 Infosys Portland is the largest specialist procurement services firm in the Asia Pacific region, with proven capability in the delivery of sustainable benefits Infosys Portland Portland Group founded in Australia in 1999 to improve companies procurement and supply chain Mission to improve the efficiency and effectiveness of client procurement teams Provide services across all levels of procurement strategic, tactical and transactional Combine strategy consulting rigour with specialist operational excellence ~150 FTE in Australia, and ~100 FTE offshore 100+ ASX, multi-national and government sector clients Infosys Global integrated technology, consulting and business process outsourcing (BPO) service provider $7B revenue, 150,000 employees Sourcing & Procurement BPO team with 1,400 employees in 10+ countries Integrated Business Transformation, BPO and IT capability Acquired Portland Group in January 2012 to strengthen capability from transactional through to strategic Flexible, scalable solution start small or large

5 The Procurement Journey 5 As procurement functions mature, they are moving into a phase of capability optimisation which requires a new approach to delivery Procurement Performance Development Trend Past & Future Procurement Innovators Purchasing Low cost / low value Localised, fragmented Largely transactional: Raise POs Draft contracts Basics (e.g. stationery) Low business engagement Procurement Mainstream Strategic Sourcing High cost / medium value Project-based Small centralised teams Often use consulting support Benefits dissipate over time Category Management High cost / high value Ongoing cost mgmt Capability Optimisation Improved business engagement National / regional coverage Major spend areas only Difficult to attract and retain expertise Slow Procurement Adopters - 10 years Australia Now + 3 years Capability Optimisation (Characteristics) Low cost / high value Deep category expertise Strong business engagement Category and demand management Advanced systems and tools Global, cross business support Low cost business model Timelines (Indicative)

6 Capability Optimisation Introduction 6 Capability Optimisation means being both efficient (low cost) and effective (high value generation) Efficiency (lower cost) Low Cost Low Value Delivery Process Efficiency Capability Focus on efficiency Small procurement team Limited use of external specialists Fixed operating costs Low benefits generation Low Cost, Basic Service Delivery Building Basic Capability Focus on operational capability Basic processes utilised Low level of systemisation Fixed operating costs Low Cost High Value Delivery Capability Optimisation High ROI efficient processes and high value delivery Lower total cost of procurement Higher use of external specialists Scalable, variable operating cost High Cost, High Value Delivery Value Delivery Capability Significant procurement resource & systems investment including external (consulting) assistance Focus on ROI Low process efficiency Effectiveness (better results) Efficiency and Effectiveness Scale Low High

7 Optimising Efficiency and Effectiveness 7 What can I do to increase the efficiency and effectiveness of my procurement function? Break out session (10 mins)

8 Capability Optimisation Enablers 8 What can I do to increase the efficiency and effectiveness of my procurement function? Initiative Capability Source Efficiency Effectiveness 1. Prioritise Focus on high value and/or high criticality activities Internal 2. Consolidate Adopt category driven approach Internal Consolidate suppliers Internal 3. Simplify Policy and process redesign Internal Documentation revision Internal Standardise, develop templates Internal 4. Automate Automate Implement advanced technology solutions and tools (eg. Spend analysis, erfx, contract database, P2P) External 5. Operating Model Consolidate procurement teams (centralise procurement activities) Internal Hire more capable staff (more efficient and/or effective) Internal Re-allocate activities (eg. Sourcing and category management, analytics) Internal Invest in additional category management capability Internal Engage external experts External Perform select activities in lower cost location (eg lower value categories, procurement operations) Internal/external Flexible delivery model (variablise cost structure) Internal/external

9 Capability Optimisation Questions to be Addressed 9 Optimising efficiency and effectiveness and establishing the optimised procurement operating model requires a critical assessment of all activities performed by the procurement function Sourcing & Category Execution Procurement Operations & Support Strategy & Relationship Proc. Strategy Strategic Sourcing Category Management Tactical Sourcing & Category Management Support Purchasing & Payment Operations Helpdesk Example Activities Procurement Strategy Diagnostic & Opportunity Identification Global Commodity Council Strategic Sourcing Supply Market & Industry Research RFX & Negotiation Execution Change and Project Management Category Strategy & Planning Category Reporting & Demand Mgmt Supplier Performance Management Compliance Management & Audits Spend Analytics, & Benefit Tracking erfx/ Auctions Systems Tail Spend Management & Spot buying Contract Administration PR to PO Conversion Invoice Matching and Processing Catalogue / Price Maintenance Supplier prequalification Issue Management and Helpdesk Questions to be Addressed 1. What am I trying to improve efficiency or effectiveness 2. How much capability do I need? 3. What can I do under the current structure? 4. Would I benefit from technology, and how can I get it? 5. Where can I get the capability? 6. Is this best done in-house by Procurement, by the business, by an external party or not at all? 7. Where is this best delivered onshore or offshore? 8. What works for my business?

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