ProcureCon EUROPE 2014 BENCHMARKING SURVEY.

Size: px
Start display at page:

Download "ProcureCon EUROPE 2014 BENCHMARKING SURVEY."

Transcription

1 2014 BENCHMARKING SURVEY

2 Introductory Remarks Created by the team behind Worldwide Business Research s ProcureCon conference, Europe s only event focused on the knowledge and networking needs of senior procurement leaders, this survey was distributed to over 2,000 procurement professionals from companies across Europe. The study aimed to discover their opinions on the following topics: v how procurement value is measured v how talent is created v what the key objectives are for procurement v how collaboration is being used to deliver against these objectives The goal of the survey was to understand where today s procurement teams stand on the most pressing issues arising in the marketplace. This is the first survey of its kind that gives senior procurement leaders the opportunity to share their views on how they can sustain and demonstrate procurement value more effectively. As businesses emerge from the recent recession into a fragmented supplier ecosystem, a normal approach to creating value through cost saving alone is no longer relevant. Instead, businesses are tasking procurement to affect enterprise-wide change, including implementing process improvement, operating beyond the contract with suppliers to co-create value, and exploring payment innovation. Undertaking these initiatives well requires a different skill set, understanding how these skills need to be developed is a key part of this year s survey. The roles of those answering this questionnaire included Chief Procurement Officer, Head of Indirect Procurement, Procurement Director, Head of Category Management and Head of Global Sourcing among many others of similar standing. Respondents represented companies including Mars, Ericsson, Coty, Bayer Healthcare, Tata Steel and more. So please read the first report that shares how procurement leaders are thinking and find out how you compare to your peers and competitors by reviewing the results and analysis inside.

3 01 02 Which metrics does your organization use to measure Are there better metrics? the value of procurement? 84.5% 60.3% 34.5% 77.6% 55.2% 19% 44.8% t Total cost savings 84.5% t Quality 60.3% t Delivery 34.5% t Cost avoidance 77.6% t Implemented cost reduction savings 55.2% t Procurement Cycle Time 19% t Supplier consolidation 44.8% t Procurement ROI 37.9% t Managed send as percentage 44.8% of total spend t Contract Compliance 53.4% t Other 13.8% Total cost savings came out on top as the most popular metric for measuring the value of procurement [85%]. In line with this, the second most popular answer was Cost avoidance, with 77% of respondents using this metric. Though 60% highlighted Quality as a metric, again cost was cited as key when 55% chose Implemented cost reduction savings. 37.9% 44.8% 53.4% NO 39.7% YES 13.8% 60.3% I am not surprised that cost savings comes out on top but the deeper point is that I don t think it is very clear what cost savings actually really means. Different companies have different definitions of cost saving and there are numerous ways of calculating it. There appears to be no standard procurement definition and as such there is limited credibility or interest for this measure within the Finance community. The majority of procurement professionals surveyed believe better metrics do exist [60%]. Those who believe there are better metrics in general wanted to move the focus away from solely looking at cost. The procurement function is still a little bit in selfjustification mode and hence the continued attempt to push savings as the sole and major measure. Clearly measures are needed but it is a shame we aren`t reaching the status of a Legal or Finance team where there is clear acceptance of the role and need for it. The sign of a mature function would be one where there was no doubt regards the existence, need or benefit delivered. There should be measurement. As well as financial benefits I aim to measure my team on internal stakeholder satisfaction and business influence they are having. Overall, measuring the value of procurement should include some form of gauging financial benefit, risk mitigation, efficiency, and customer satisfaction.

4 How far along are you with implementing category management of your indirect spend? What level of supplier contract compliance do you feel you have right now? Most businesses are neither at the start nor at the end of their journey for implementing category management for indirect spend: 38% said they are rolling out a strategy now; 41% called it established; while only 12% described it as best practice. t Not started 8.6% t Rolling out a strategy now 37.9% t Established 41.4% t Best practice 12.1% Category management means different things to different organisations. Am I structured by category? Yes. Do I work very closely with the stakeholders in charge of each of these categories? Absolutely. Do we create very detailed category plans that are specific to each category? No, but we will produce something that is appropriate to each of those categories that is of interest to the relevant stakeholder. Yet, the big question is whether procurement is able to, empowered to and encouraged to look at spend under a broad category irrespective of what budget it sits in and to then try to drive better procurement decisions. t None 1.7% t Poor 20.7% t Acceptable 69% t Excellent 8.6% The lion s share of respondents [69%] believe their level of supplier contract compliance is Acceptable, while only a small minority [8%] called their supplier contract compliance Excellent. However, 21% did call their level of compliance Poor.

5 What remains to do to achieve best practice contract management in your procurement function? How are you approaching recruitment for your organisation s procurement team? Before you take these considerations into account, you need to be clear who owns the contract management function. Then you need to be very clear what resource you re prepared to put into contract management and the business case for the investment. Within procurement you hear a lot about the theory that a significant amount of the value negotiated into a contract gets lost (leaks) over time and some say this is as much as 5% a month, but in reality it is quite difficult to acquire the evidence to back this up. 74.1% 12.1% 13.8% The majority [74%] look for a combination of functional and non-functional skills when recruiting, while the remainder of respondents were evenly split between bringing in talent with procurement skills and recruiting with an eye for sector-specific experience. t Functional bringing in 13.8% talent with procurement skills t Non-functional recruitment 12.1% bringing in talent with sector experience t A combination of the above 74.1% t Ensuring the right people are in place 51.7% to carry out the contract management activities t Managing the physical contract and 25.9% the timetable for making key decisions t Developing strong internal and 43.1% external relationships that facilitate delivery t Ensuring the service is provided the 51.7% in line with the contract t Ensuring payments are made to 31% supplier in line with the contract and that incentive mechanisms are in place and well managed t Understanding and managing 58.6% contractual and supplier risk t Effective handling of changes to the 32.8% contract t Having a programme for managing 55.2% and developing relationships with suppliers t Other 17.2% We absolutely look wider than people who have come from a retail background with strong functional procurement skills. We look for individuals with strong procurement skills but at least as important are those with strong softer skills or the clear capability to build those softer skills,such as relationship building and influencing. The other key thing in procurement is for the recruit to fit into the culture of the organisation. You could have the best person in the universe with fantastic procurement skills, but ultimately if they don t fit in to the organisation that could be a problem. For example, if you worked in a very long term contracting environment with lots of highly developed process (sort of environment where risk might be at the forefront of the mind) then adapting to a faster pace, shorter term mindset that often exists in retail could be a major challenge.

6 07 08 What are the top 3 skill gaps in your procurement teams today? How do you build cost savings targets? The top three skills gaps in order are Relationship management [60%], Risk analysis [52%] and then joint third were Supply chain analyses and Process management [40% respectively]. t Supply chain analysis 39.7% t Supply base analysis 31% t Risk analysis 51.7% t Negotiation skills 17.2% t Relationship management 60.3% t Contract management 20.7% t Contract selection and legal 24.1% t Process management 39.7% t Other 19% I think relationship management and the ability to influence internal stakeholders are the two core pieces. In my experience procurement people can at times wait for opportunities to come to them rather than selling and pushing what they can offer, or encouraging people to pull on what they do. For me relationship management, selling and influencing skills are key and then the other two core skills [supply chain and risk analysis] are more important once you ve got your feet through the door. 43.1% 48.3% 8.6% t Top down 43.1% t Joint 48.3% t Other 8.6% We have a high level budget challenge approach that means procurement supports the business areas deliver their cost targets. As part of this, we look forward to the next two to three years at the projects we re likely to work on. Then we analyse what might be achievable in those projects and build that into the approach for that budget. The benefit of supporting internal stakeholders through their budget challenge rather than procurement being the reason that budget is challenged in the first place is that you are then a provider of support and service rather than the person causing the stakeholders pain.

7 09 What type of third party solutions/services are you investing in? The most popular third-party services utilised by respondents are Consultants [59%], followed by Market intelligence [48.3%] and then Supplier management tools [43%]. I wonder if a lot of organisations have been implementing procurement for quite a while and have got it to a relatively good stage, but taking that next step is quite difficult. Whatever level of procurement you ve got to, often a consultancy is important to back up progression or bring in some new ideas. Working with a consultancy can help influence and sell to the organisation to make that big jump in terms of procurement transformation and change. t Consultants 58.6% t Spend Management 32.8% Solutions t Supplier Management Tools 43.1% t Market Intelligence 48.3% t Business Process 19% Outsourcing t Payment Solutions 27.6% t Training and Development Outsourcing 24.1% t Facilities Management 25.9% t Travel Management 31% t Contingent Labour 15.5% Management t Enterprise Resource 17.2% Management t Logistics and Distribution 17.2% t Contract Manufacturing 10.3% t Executive Search 19%

8 10 11 How do you see the role of procurement evolving in your organisation over the next 3 years? What are the 3 biggest challenges you can see coming up in the next year? The majority of respondents foresee procurement in their organisations Growing in importance with procurement moving towards making board level decisions [59%], while also positive was that 19% said Procurement is currently high on the agenda for them with the chief procurement officer already having a place on the board. However, 22% see it Remaining the same procurement seen as a secondary function. I see a real opportunity for procurement to grow and look at such elements as proper cross category management. However, I don t agree with is this massive yearning to have a procurement person on the board. Procurement should be well supported by the board and have influence at the board, but not necessarily sit on the board. It is key to focus on how you influence those on the board in a way that ultimately grows procurement profile rather that worry too much about physically sitting there. Respondents see the three biggest challenges in order as being Leading change during transformation to continuously drive better results [66%], Improving operational efficiency to sustain value creation [62%] and Creating talent to drive business growth from procurement [60%]. Furthermore, you re not only battling for talent with the marketing, finance and IT functions, you ve also got a battle going on between companies, where a recruit could work in the clearly structured world of finance, the fast moving but smaller teams of retail, or in FMCG where procurement is really established. t Remaining the same procurement seen as a secondary function 22.4% t Growing in importance with procurement moving towards making 58.6% board level decisions t Procurement currently high on the agenda the chief procurement officer 19% having a place on the board t Spend categorization and indirect procurement 36.2% t Contract management 19% t Creating talent to drive business growth from procurement 60.3% t Improving operational efficiency to sustain value creation 62.1% t Leading change during transformation to continuously drive better results 65.5% t Driving diversity across your procurement enterprise to transform the appeal 13.8% of your organization as employer t Finding the right the third party services/platforms 15.5% t Compliance 22.4% t Other 17.2%

9 Final Conclusion Savings continue to be the default way of measuring how well procurement is doing its job. However, this survey shows too that metrics such as stakeholder satisfaction and supplier innovation are becoming increasingly relevant as businesses gain confidence and markets start to pick up. As ever, the procurement function competes for influence and talent with other functions in the business and seems to perform best when the mindset of the procurement team is open to seeing through change and prioritizing relationship building. What stands out in the survey is the emphasis on relationships and relationship building as the way to achieve sustainable success both internally with stakeholders and externally with suppliers. If cost savings are joint targets, then internal business partnering can and does bring better results not just in the P&L, but in ongoing crossfunctional collaboration too. Similarly, if value is co-created with suppliers then results often exceed expectations normally limited by a contract, leading to more fruitful and longer-lasting relationships. In terms of what procurement should do going forward, driving better business decisions, managing risk in the supplier base, and unlocking value in contracts are all activities that respondents agree can justify investment in the function. Yet, getting the right people in the procurement team is indisputably the number one priority.

What sets breakthrough innovators apart PwC s Global Innovation Survey 2013: US Summary

What sets breakthrough innovators apart PwC s Global Innovation Survey 2013: US Summary What sets breakthrough innovators apart PwC s Global Innovation Survey 2013: US Summary www.pwc.com/innovationsurvey 60% $250b The top innovators in our study plan to grow by more than 60 percent over

More information

Test your talent How does your approach to talent strategy measure up?

Test your talent How does your approach to talent strategy measure up? 1 Test your talent How does your approach to talent strategy measure up? Talent strategy or struggle? Each year at Head Heart + Brain we carry out research projects to help understand best practice in

More information

Customer Centricity = Sales Enablement

Customer Centricity = Sales Enablement Customer Centricity = Sales Enablement (= value focus = increased sales = reduced costs = improved margins) Abstract Recent studies from IDC and Forrester show that technology companies waste huge sums

More information

MICROSOFT APPRENTICESHIP PROGRAMME RESEARCH

MICROSOFT APPRENTICESHIP PROGRAMME RESEARCH MICROSOFT APPRENTICESHIP PROGRAMME RESEARCH March 2015 EDELMAN BERLAND FOR MICROSOFT TABLE OF CONTENTS ABSTRACT... 3 EXECUTIVE SUMMARY... 4 BACKGROUND & METHODOLOGY... 6 Background to the Microsoft Apprenticeship

More information

Outsourcing in Denmark: Executive Summary

Outsourcing in Denmark: Executive Summary Outsourcing in Denmark: Executive Summary Katie Gove March 2009 Trellis Nytorv 17, 1450 København K, Danmark +45 70 20 42 83 info@trellis.dk www.trellis.dk EXECUTIVE SUMMARY: OUTSOURCING IN DENMARK...

More information

KoruConcepts. The business improvement people. Driving better business results through an obsession with improving the customer experience

KoruConcepts. The business improvement people. Driving better business results through an obsession with improving the customer experience The business improvement people KoruConcepts Driving better business results through an obsession with improving the customer experience A Concept Paper from Koru Consulting Limited Issue Number 11.01

More information

HE learning and teaching: vision

HE learning and teaching: vision HE learning and teaching: vision Student progression Students have a wider range of options for customising their course: the content; how, when and where they study; how they are assessed and which activities

More information

Taking Control of Spend Data Management and Analytics Without Bothering IT

Taking Control of Spend Data Management and Analytics Without Bothering IT Taking Control of Spend Data Management and Analytics A Rosslyn Analytics White Paper Executive Brief Procurement and supply chain professionals need to make critical decisions based on large volumes of

More information

Role Description Vendor Relationship Manager ICT

Role Description Vendor Relationship Manager ICT Role Description Vendor Relationship Manager ICT Classification/Grade/Band Clerk Grade 9/10 ANZSCO Code PCAT Code Date of Approval Primary purpose of the role The Vendor Relationship Manager ICT is responsible

More information

SURVEY REPORT RECRUITMENT PROCESS OUTSOURCING (RPO)

SURVEY REPORT RECRUITMENT PROCESS OUTSOURCING (RPO) SURVEY REPORT RECRUITMENT PROCESS OUTSOURCING (RPO) 2014 INTRODUCTION: The Recruitment Process Outsourcing Association defines RPO as a form of business process outsourcing (BPO) where an employer transfers

More information

Chapter 2 INDUSTRIAL BUYING BEHAVIOUR: DECISION MAKING IN PURCHASING

Chapter 2 INDUSTRIAL BUYING BEHAVIOUR: DECISION MAKING IN PURCHASING Chapter 1 THE ROLE OF PURCHASING IN THE VALUE CHAIN The role and importance of the purchasing and supply function in the value chain. The difference between concepts such as ordering, buying, purchasing,

More information

5 steps to rid your small business of payroll stress

5 steps to rid your small business of payroll stress 5 steps to rid your small business of payroll stress Introduction The demands of payroll are only getting worse, with mounting risks and costs Human resources are crucial to any business success. As a

More information

Insight As new opportunities appear, you need a culture of Predictive Improvement to seize them

Insight As new opportunities appear, you need a culture of Predictive Improvement to seize them Consumer Industry We make it happen. Better. Insight As new opportunities appear, you need a culture of Predictive Improvement to seize them A paper by Richard Fontaine, VP, EMEA Consumer Industry, and

More information

THE RISE OF THE MARKETER How Australian & New Zealand marketing executives view the future

THE RISE OF THE MARKETER How Australian & New Zealand marketing executives view the future Executive summary THE RISE OF THE MARKETER How Australian & New Zealand marketing executives view the future Introduction Marketing executives in Australia and New Zealand (ANZ) believe that the structure

More information

2015 Trends & Insights

2015 Trends & Insights Asia Pacific Mobility The Asia Pacific Mobility Brookfield Global Relocation Services Trends & Insights report is reflective of the global economy which is strongly tied with the economic realities of

More information

Full-time MSc in Logistics and Supply Chain Management

Full-time MSc in Logistics and Supply Chain Management Full-time MSc in Logistics and Supply Chain Management Course structure and content 2016-2017 The course has been developed to produce expert logistics and supply chain professionals who can take the skills

More information

APPROACHES TO SPEND ANALYSIS AND SOURCING WITH IMMEDIATE ROI THAT NO ONE TOLD YOU ABOUT, UNTIL NOW

APPROACHES TO SPEND ANALYSIS AND SOURCING WITH IMMEDIATE ROI THAT NO ONE TOLD YOU ABOUT, UNTIL NOW APPROACHES TO SPEND ANALYSIS AND SOURCING WITH IMMEDIATE ROI THAT NO ONE TOLD YOU ABOUT, UNTIL NOW Enporion, Inc. September, 2008 www.enporion.com TABLE OF CONTENTS Introduction... 3 With benefits like

More information

Building Leadership Capabilities For Future Growth In Medical Technology. -A European Perspective. Facilitated by the Global Life Sciences Practice

Building Leadership Capabilities For Future Growth In Medical Technology. -A European Perspective. Facilitated by the Global Life Sciences Practice Building Leadership Capabilities For Future Growth In Medical Technology -A European Perspective Facilitated by the Global Life Sciences Practice 1 Building Leadership Capabilities For Future Growth In

More information

SPRING 2013 SENIOR MANAGEMENT SURVEY RESULTS

SPRING 2013 SENIOR MANAGEMENT SURVEY RESULTS SPRING SENIOR MANAGEMENT SURVEY RESULTS WELCOME RESULTS OF OUR CORNERSTONE SPRING SURVEY As a world-ranked recruiting and leadership development organisation, we seek to inform and advise businesses on

More information

BT Contact Centre Efficiency Quick Start Service

BT Contact Centre Efficiency Quick Start Service BT Contact Centre Efficiency Quick Start Service The BT Contact Centre Efficiency (CCE) Quick Start service enables organisations to understand how efficiently their contact centres are performing. It

More information

Supply Chain Trends 2014

Supply Chain Trends 2014 trends making today s leaders 0 Deloitte SAS Methodology Affected sectors: Deloitte launched a worldwide survey («The 0 Global Supply Chain Survey») with manufacturing and retail companies to identify

More information

Metrics-Led Sales Training

Metrics-Led Sales Training CASE STUDY Metrics-Led Sales Training Implementing Impact-Based Decision Making For Sales Force Training Investments March 2009 Gary Summy Director of Sales Development, Trane Commercial Systems Published

More information

Participants Manual Video Seven The OSCAR Coaching Model

Participants Manual Video Seven The OSCAR Coaching Model Coaching Skills for Managers Online Training Programme Part One Fundamentals of Coaching Participants Manual Video Seven The OSCAR Coaching Model Developed by Phone: 01600 715517 Email: info@worthconsulting.co.uk

More information

The Truths About Change

The Truths About Change The Truths About Change What It Takes to Get It Right A Spotlight on Effective Change Management Based on results from the 2011 2012 Change and Communication ROI Study This year s findings reveal that

More information

The partnership has also led to a joint library catalogue between Suffolk and Cambridgeshire.

The partnership has also led to a joint library catalogue between Suffolk and Cambridgeshire. Case study: SPINE 2 What Our questionnaire response tells us that SPINE (Shared Partnership in the East) is: A partnership of library authorities comprising Cambridgeshire, Suffolk and Norfolk, focused

More information

For TSYS And SpareBank 1, Norway Is PRIME Territory

For TSYS And SpareBank 1, Norway Is PRIME Territory For TSYS And SpareBank 1, Norway Is PRIME Territory Hi, this is David Evans from Market Platform Dynamics. I have the honor to be talking today to John Goodale, who s the Senior Director for Business Expansion

More information

The Effectiveness of Preferred Supplier Lists in Recruitment

The Effectiveness of Preferred Supplier Lists in Recruitment The Effectiveness of Preferred Supplier Lists in Recruitment Contents Introduction... Executive Summary....... Methodology & Respondents... To PSL or not to PSL? Advantages of a PSL..... Challenges of

More information

Does Your Business Strategy Prioritize Talent Management?

Does Your Business Strategy Prioritize Talent Management? ISSUE ANALYSIS Does Your Business Strategy Prioritize Talent Management? Successful talent management strategy starts with leadership By: Lynn Roger, Chief Talent Officer, BMO Financial Group Executive

More information

Show your value, grow your business:

Show your value, grow your business: Show your value, grow your business: A SUPPLIER GUIDE TO MOVE FROM A TRANSACTIONAL PROVIDER TO A STRATEGIC PARTNER KAREN A. CALINSKI INTRODUCTION /02 At KellyOCG we take a holistic approach to talent sourcing

More information

Cloud Enabled Business Transformation. Carl Rönnerstam March 14 th 2012

Cloud Enabled Business Transformation. Carl Rönnerstam March 14 th 2012 Cloud Enabled Business Transformation Carl Rönnerstam March 14 th 2012 Carl Rönnerstam Head of IT Strategy & Transformation KPMG Advisory Sweden Management Consulting Telephone +46 766 312 590 carl.ronnerstam@kpmg.se

More information

Logistics Management SC Performance, SC Drivers and Metrics. Özgür Kabak, Ph.D.

Logistics Management SC Performance, SC Drivers and Metrics. Özgür Kabak, Ph.D. Logistics Management SC Performance, SC Drivers and Metrics Özgür Kabak, Ph.D. Outline Supply Chain Performance: Achieving Strategic Fit and Scope Competitive and supply chain strategies Achieving strategic

More information

Building Tomorrow s Sales Force

Building Tomorrow s Sales Force Tomorrow s Executive Leading Sales Force Transformation By Richard Moore, Mercuri Urval Global Client Services Building Tomorrow s Sales Force Improving the capability of an underperforming sales force

More information

BPM 2015: Business Process Management Trends & Observations

BPM 2015: Business Process Management Trends & Observations BPM 2015: Business Process Management Trends & Observations 1 I BPM 2015: Business Process Management Trends & Observations BPM 2015: Business Process Management Trends & Observations Executive Summary

More information

Full Length Research Article

Full Length Research Article Available online at http://www.journalijdr.com International Journal of DEVELOPMENT RESEARCH ISSN: 2230-9926 International Journal of Development Research Vol. 06, Issue, 07, pp.8331-8335, July, 2016 Full

More information

How to Safely Migrate your ERP to the Cloud in Three Steps

How to Safely Migrate your ERP to the Cloud in Three Steps How to Safely Migrate your ERP to the Cloud in Three Steps Introduction Enterprise Resource Planning (ERP) has served as the central nervous system of large organisations for the past two decades. The

More information

Helping our clients win in the changing world of work:

Helping our clients win in the changing world of work: Helping our clients win in the changing world of work: Recruitment Process: Why Outsource? A Manpower Insights Paper The future of RPO looks strong despite or perhaps aided by the current global recession.

More information

SUPPLY CHAIN & PROCUREMENT INSIGHTS REPORT CANADA, ARE WE FALLING BEHIND?

SUPPLY CHAIN & PROCUREMENT INSIGHTS REPORT CANADA, ARE WE FALLING BEHIND? GRAND & TOY 2012 SUPPLY CHAIN & PROCUREMENT INSIGHTS REPORT CANADA, ARE WE FALLING BEHIND? Research conducted by TABLE OF CONTENTS Overview... 3 Procurement Tactically Focused but Evolving...4 Communication

More information

The 5 Questions You Need to Ask Before Selecting a Business Intelligence Vendor. www.halobi.com. Share With Us!

The 5 Questions You Need to Ask Before Selecting a Business Intelligence Vendor. www.halobi.com. Share With Us! The 5 Questions You Need to Ask Before Selecting a Business Intelligence Vendor www.halobi.com Share With Us! Overview Over the last decade, Business Intelligence (BI) has been at or near the top of the

More information

CDW Video Conferencing Straw Poll Report

CDW Video Conferencing Straw Poll Report CDW Video Conferencing Straw Poll Report Summary Consider this scenario: Your company is working with a key customer on a major project that involves several partners and colleagues in multiple locations.

More information

Strategic Meetings Management Getting Started

Strategic Meetings Management Getting Started Strategic Meetings Management Getting Started Introduction and Welcome Kevin Iwamoto Vice President Enterprise Strategy, StarCite 25+ Industry Veteran 14 years as a Global Travel & Meetings Procurement

More information

Regional Summary: APAC 2013 UPS Change in the (Supply) Chain Survey

Regional Summary: APAC 2013 UPS Change in the (Supply) Chain Survey Regional Summary: 2013 UPS Change in the (Supply) Chain Survey High-Tech Global Supply Chains: Shifting Gears High-Tech Global Supply Chains: Shifting Gears Page 2 logistics executives in are operating

More information

Vietnam. companies and retailers might consider individuals with complementary FMCG experience whose skills can be refined internally.

Vietnam. companies and retailers might consider individuals with complementary FMCG experience whose skills can be refined internally. Vietnam 2015 WAS A POSITIVE YEAR FOR RECRUITMENT IN VIETNAM. STRONG LEVELS OF DEMAND WERE DRIVEN BY NEW BUSINESSES ENTERING THE MARKET, INCLUDING THE ARRIVAL OF MAJOR COMPANIES FROM AUSTRALIA, THE US AND

More information

Implementing Best Practices: The Procurement Maturity Model

Implementing Best Practices: The Procurement Maturity Model Implementing Best Practices: The Procurement Maturity Model Stephen R. Guth, Vice President, Vendor and Legal Services National Rural Electric Cooperative Association 703/907-5902; stephen.guth@nreca.coop

More information

Highways Maintenance Capital Funding Self-Assessment Questionnaire for the Incentive Fund 1 Important information

Highways Maintenance Capital Funding Self-Assessment Questionnaire for the Incentive Fund 1 Important information Highways Maintenance Capital Funding Self-Assessment Questionnaire for the Incentive Fund 1 Important information What is the purpose of this questionnaire? In December 2014, the Secretary of State for

More information

THE NEXT NORMAL Five reasons why e-invoicing is fast becoming business as usual

THE NEXT NORMAL Five reasons why e-invoicing is fast becoming business as usual WHITE PAPER THE NEXT NORMAL Five reasons why e-invoicing is fast becoming business as usual October 2014 TABLE OF CONTENTS 1. E-INVOICING AND TODAY S BUSINESS NORMS 2. WHERE WE ARE TODAY 3. HOW WE GOT

More information

The Rise of Smart Operations: Reaching New Levels of Operational Excellence White Paper

The Rise of Smart Operations: Reaching New Levels of Operational Excellence White Paper The Rise of Smart Operations: Reaching New Levels of Operational Excellence White Paper Executive Summary The Lean and Six Sigma (Lean Sigma) continuous improvement discipline has been at the center of

More information

20701 Manhattan Place, Torrance, CA 90501 USA 310-518-2380 www.amag.com

20701 Manhattan Place, Torrance, CA 90501 USA 310-518-2380 www.amag.com Overview: AMAG Technical Services provides a variety of solutions including but not limited to technical support, training and professional services. Technical Services delivers these services through

More information

Defining & Measuring Success in Enterprise CRM Projects

Defining & Measuring Success in Enterprise CRM Projects Peerstone Enterprise CRM Survey Defining & Measuring Success in Enterprise CRM Projects jeffgould@peerstone.com davidtyler@peerstone.com Copyright Peerstone Research Inc,. All rights reserved. See license

More information

DEFINITELY. GAME CHANGER? EVOLUTION? Big Data

DEFINITELY. GAME CHANGER? EVOLUTION? Big Data Big Data EVOLUTION? GAME CHANGER? DEFINITELY. EMC s Bill Schmarzo and consultant Ben Woo weigh in on whether Big Data is revolutionary, evolutionary, or both. by Terry Brown EMC+ In a recent survey of

More information

Speed, Agility and Muscle:

Speed, Agility and Muscle: New White Paper from ISG & GEP Speed, Agility and Muscle: The Rise of Procurement Outsourcing in the Results-Driven Enterprise Executive Summary With long-term economic and revenue trends uncertain, both

More information

What is the realistic outcome of managed learning implementation and is it right for you?

What is the realistic outcome of managed learning implementation and is it right for you? 1 What is the realistic outcome of managed learning implementation and is it right for you? What is the realistic outcome of managed learning implementation and is it right for you? Is managed learning

More information

Managing information effectively: a necessity for retail banking

Managing information effectively: a necessity for retail banking Managing information effectively: a necessity for retail banking Business white paper This HP white paper is designed to share insight and stimulate dialog about the management of information flow and

More information

Overcoming the soft skill challenge

Overcoming the soft skill challenge Overcoming the soft skill challenge SOFT SKILLS Soft skills are worth almost 8bn to the retail and food services markets???? 122,000 workers in retail and food services in the UK will be held back by a

More information

IT Governance In The Cloud: Building A Solution Using Salesforce.com

IT Governance In The Cloud: Building A Solution Using Salesforce.com WHITE PAPER IT Governance In The Cloud: Building A Solution Using Salesforce.com By Jason Atwood and Justin Edelstein Co-Founders, Arkus, Inc. Cloud computing has the potential to create a new paradigm

More information

Loyalty Insights. The benefits of a competitive benchmark Net Promoter Score. By Rob Markey

Loyalty Insights. The benefits of a competitive benchmark Net Promoter Score. By Rob Markey Loyalty Insights The benefits of a competitive benchmark Net Promoter Score By Rob Markey Rob Markey is a partner and director in Bain & Company s New York office and leads the firm s Global Customer Strategy

More information

Rethink application possibilities and align to desired business outcomes

Rethink application possibilities and align to desired business outcomes Whitepaper Rethink application possibilities and align to desired business outcomes EALA results January 2014 2014 Avanade Inc. All rights reserved. Executive summary It s a new world of applications.

More information

IT Outsourcing. Third Time Lucky? Winter 2014/15 INSIGHTS

IT Outsourcing. Third Time Lucky? Winter 2014/15 INSIGHTS INSIGHTS IT Outsourcing Third Time Lucky? Coeus Consulting looks at whether the emerging third generation sourcing models are the end of the journey or is a fourth generation on the way? Winter 2014/15

More information

THE STRATEGIC WORKFORCE PLANNING JOURNEY AT STANDARD CHARTERED BANK

THE STRATEGIC WORKFORCE PLANNING JOURNEY AT STANDARD CHARTERED BANK HEALTH WEALTH CAREER THE STRATEGIC WORKFORCE PLANNING JOURNEY AT STANDARD CHARTERED BANK 9 December 2015 Jane Siney Standard Chartered Bank Julia Howes Mercer TODAY S SPEAKERS Jane Siney Head of Strategic

More information

Loyalty Insights. Assessing Your Net Promoter System. By Rob Markey and Aaron Cheris

Loyalty Insights. Assessing Your Net Promoter System. By Rob Markey and Aaron Cheris Loyalty Insights Assessing Your Net Promoter System By Rob Markey and Aaron Cheris Rob Markey is a partner and director in Bain & Company s New York office and leads the firm s Global Customer Strategy

More information

The Travel and Expense Management Guide for 2014

The Travel and Expense Management Guide for 2014 The Travel and Expense Management Guide for 2014 Trends for the Future March 2014 Louis Berard The Travel and Expense Management Guide for 2014: Trends for the Future In December 2013 and January 2014,

More information

HOW TO MEASURE ROI FOR CATMAN A PRACTICAL GUIDE TO MEASURING THE RETURN ON INVESTMENT FOR CATEGORY MANAGEMENT PROJECTS.

HOW TO MEASURE ROI FOR CATMAN A PRACTICAL GUIDE TO MEASURING THE RETURN ON INVESTMENT FOR CATEGORY MANAGEMENT PROJECTS. HOW TO MEASURE ROI FOR CATMAN A PRACTICAL GUIDE TO MEASURING THE RETURN ON INVESTMENT FOR CATEGORY MANAGEMENT PROJECTS. Table of Contents Acknowledgments Forward Category Management ROI Calculation How

More information

sponsored by White paper What can CRM bring to your business? A study of the benefits offered by CRM across all areas of the business

sponsored by White paper What can CRM bring to your business? A study of the benefits offered by CRM across all areas of the business sponsored by >> White paper What can CRM bring to your business? April 2011 A study of the benefits offered by CRM across all areas of the business Contents Executive summary p 3 The evolution of CRM p

More information

Opportunities that Next Generation ERP Systems Provide for Public Sector Organizations

Opportunities that Next Generation ERP Systems Provide for Public Sector Organizations Opportunities that Next Generation ERP Systems Provide for Public Sector Organizations Podcast Transcript Aaron G Millstone 1. Why is back office transformation required in the Public Sector? When I think

More information

NPfIT -- Lessons from elsewhere and where do they take us?

NPfIT -- Lessons from elsewhere and where do they take us? NPfIT -- Lessons from elsewhere and where do they take us? Chris Clegg Leeds University Business School 01.10.09 Overview Overall Aims Socio-technical thinking Lessons Learned Case study examples Implications

More information

Strategic Supply Chain Management The five disciplines for top performance. Food & Consumer Products of Canada Webinar Toronto, February 24, 2014

Strategic Supply Chain Management The five disciplines for top performance. Food & Consumer Products of Canada Webinar Toronto, February 24, 2014 Strategic Supply Chain Management The five disciplines for top performance Food & Consumer Products of Canada Webinar Toronto, February 24, 2014 Section 1 Why is strategic supply chain management important?

More information

Maximize Spend Visibility and Turn Data into Actionable Intelligence

Maximize Spend Visibility and Turn Data into Actionable Intelligence SAP Brief Ariba s Ariba Spend Visibility Objectives Maximize Spend Visibility and Turn Data into Actionable Intelligence Good spend management begins with good spend visibility Good spend management begins

More information

The Distribution Evolution: Survival of the Fastest. Technology and the Evolving Distribution Business Model

The Distribution Evolution: Survival of the Fastest. Technology and the Evolving Distribution Business Model The Distribution Evolution: Survival of the Fastest Technology and the Evolving Distribution Business Model An Industry Viewpoint based on an Infor Distribution Webcast June 26, 2012 TABLE OF CONTENTS

More information

The Stacks Approach. Why It s Time to Start Thinking About Enterprise Technology in Stacks

The Stacks Approach. Why It s Time to Start Thinking About Enterprise Technology in Stacks The Stacks Approach Why It s Time to Start Thinking About Enterprise Technology in Stacks CONTENTS Executive Summary Layer 1: Enterprise Competency Domains Layer 2: Platforms Layer 3: Enterprise Technology

More information

Moving Mountains. Erik Berggren Senior Director of Customer Results & Global Research. Keith Messick Senior Manager, Customer Results

Moving Mountains. Erik Berggren Senior Director of Customer Results & Global Research. Keith Messick Senior Manager, Customer Results Moving Mountains by: Erik Berggren Senior Director of Customer Results & Global Research Keith Messick Senior Manager, Customer Results Executive Summary: Most companies place priority on strategy over

More information

Consumer Goods and Services

Consumer Goods and Services Accenture Risk Management Industry Report Consumer Goods and Services 2011 Global Risk Management Point of View Consumer Goods and Services 2011 Global Risk Management Point of View Consumer Goods and

More information

hrpa.ca/ac2016 #HRPA2016 Recruiting in a Competitive Market 1

hrpa.ca/ac2016 #HRPA2016 Recruiting in a Competitive Market 1 hrpa.ca/ac2016 #HRPA2016 Recruiting in a Competitive Market 1 MAURA DYER 15 YEARS Online Senior Director of Talent Acquisition, Rogers Facilitating the recruitment, engagement, and development of top talent

More information

IBM Learning Solutions Executive Brief. Learning strategy an investment in the future.

IBM Learning Solutions Executive Brief. Learning strategy an investment in the future. IBM Learning Solutions Executive Brief Learning strategy an investment in the future. September 2005 Page 2 Contents 2 Introduction 3 Do you need a learning strategy? 4 Current learning strategy insights

More information

PROJECT MANAGEMENT OFFICE (PMO) KPI S

PROJECT MANAGEMENT OFFICE (PMO) KPI S PROJECT MANAGEMENT OFFICE (PMO) KPI S KEY PERFORMANCE INDICATORS (KPI S) HELP AN ORGANISATION DEFINE ITS GOALS AND MEASURE AGAINST THEM. THIS ARTICLE OUTLINES WHAT TYPE OF KPIS YOUR OWN PROJECT MANAGEMENT

More information

2015 UTILITY RESIDENTIAL CUSTOMER EDUCATION SURVEY. Utilities have never really had to worry about their customers like they do now.

2015 UTILITY RESIDENTIAL CUSTOMER EDUCATION SURVEY. Utilities have never really had to worry about their customers like they do now. 2015 UTILITY RESIDENTIAL CUSTOMER EDUCATION SURVEY Utilities have never really had to worry about their customers like they do now. created by: Utility B r a nd St ud io share in PAGE 1 About the Survey

More information

The changing role of the IT department in a cloud-based world. Vodafone Power to you

The changing role of the IT department in a cloud-based world. Vodafone Power to you The changing role of the IT department in a cloud-based world Vodafone Power to you 02 Introduction With competitive pressures intensifying and the pace of innovation accelerating, recognising key trends,

More information

Customer experience and your bottom line

Customer experience and your bottom line Customer experience and your bottom line Research reveals investing in compelling CX drives business impact Experiences. Results. Expertise. Avanade and Sitecore research conducted by Vanson Bourne Table

More information

Inbound Shipping Management White Paper By Frank Cirimele. Gaining Control of Inbound Shipping to Significantly Reduce Transportation Costs

Inbound Shipping Management White Paper By Frank Cirimele. Gaining Control of Inbound Shipping to Significantly Reduce Transportation Costs Inbound Shipping Management White Paper By Frank Cirimele Gaining Control of Inbound Shipping to Significantly Reduce Transportation Costs Inbound Shipping Management - 2 - Contents Introduction... 2 Challenges

More information

The Role of Internal Audit in Risk Governance

The Role of Internal Audit in Risk Governance The Role of Internal Audit in Risk Governance How Organizations Are Positioning the Internal Audit Function to Support Their Approach to Risk Management Executive summary Risk is inherent in running any

More information

BUSINESS ANALYTICS UNVEILED

BUSINESS ANALYTICS UNVEILED BUSINESS ANALYTICS UNVEILED Presented By Thomas Wong Chief Operating Officer Cetheus MSC Berhad Presentation Agenda What is driving analytic applications? Why enterprise analytic applications? Cetheus

More information

Building a leading e-commerce business: The 3 Pillars

Building a leading e-commerce business: The 3 Pillars Building a leading e-commerce business: The 3 Pillars Get em, convert em, get em back! How should we organise our e-commerce team? Sales are growing, visits to the web site are up, we re recently launched

More information

Information Technology Outsourcing

Information Technology Outsourcing SEPTEMBER 2010 Information Technology Value drivers and the outsourcing decision process INSIDE: Improving the Relationship Examining the Value Drivers 2 VALUE DRIVERS AND THE OUTSOURCING DECISION PROCESS

More information

Cost Reduction and Cost Containment Initiatives: Not an All or Nothing Value Proposition By Gary Friedman, President, Cost Containment Specialists

Cost Reduction and Cost Containment Initiatives: Not an All or Nothing Value Proposition By Gary Friedman, President, Cost Containment Specialists 1 Cost Reduction and Cost Containment Initiatives: Not an All or Nothing Value Proposition By Gary Friedman, President, Cost Containment Specialists Troubling economic times require attention to the basics:

More information

IT Operations Benchmark Survey 2015. Research Reveals Strategies for IT to Drive Business Results and End-user Satisfaction

IT Operations Benchmark Survey 2015. Research Reveals Strategies for IT to Drive Business Results and End-user Satisfaction IT Operations Benchmark Survey 2015 Research Reveals Strategies for IT to Drive Business Results and End-user Satisfaction Introduction Welcome to the first annual Kaseya IT Operations Benchmark Survey.

More information

Labor Standards Performance in Your Supply Chain

Labor Standards Performance in Your Supply Chain Labor Standards Performance in Your Supply Chain 6 68 96 Introduction Labor standards in the global supply chain is gaining recognition as an important issue. Consumers are becoming more aware of where

More information

Whitepaper One Size Doesn t Fit All:

Whitepaper One Size Doesn t Fit All: Whitepaper One Size Doesn t Fit All: 4 questions HR technology buyers should ask before making big buying decisions INTRODUCTION What you see isn t always what you get with HR, talent, and learning software.

More information

Empower loss prevention with strategic data analytics

Empower loss prevention with strategic data analytics www.pwc.com/us/lossprevention January 2015 Empower loss prevention with strategic data analytics Empower loss prevention with strategic data analytics Amid heightened levels of business competition and

More information

The Accenture Innovation Index

The Accenture Innovation Index The Accenture Innovation Index 2013: Key Findings Innovation enables businesses to be more productive, efficient and grow faster, resulting in competitive economies. These economies respond better to change,

More information

Cloud for Business Continuity: Separating Fact From Fiction

Cloud for Business Continuity: Separating Fact From Fiction Unitrends Cloud Survey Cloud for Business Continuity: Separating Fact From Fiction 5 Things to Consider to Get the Cloud to Work for You Cloud for Business Continuity: Separating Fact From Fiction 5 Things

More information

PROACTIS Solutions & Services for Procurement

PROACTIS Solutions & Services for Procurement PROACTIS Solutions & Services for Procurement What we do for you as the person responsible for procurement How We Help increase savings, reduce risk and improve efficiencies by increasing your organisation

More information

Integrating Contingent Labour into Strategic Workforce Planning

Integrating Contingent Labour into Strategic Workforce Planning Wednesday, 16 May 09:45 Nine Kings D Concurrent Session: Advanced Practitioner Track Integrating Contingent Labour into Strategic Workforce Planning Moderator: Barry Asin, President, Staffing Industry

More information

Recruitment Process: Why Outsource?

Recruitment Process: Why Outsource? Recruitment Process: Why Outsource? Open House November 2010 Think differently about work. John Loukas Manpower Business Solutions Director 2 RPO - Agenda RPO Overview - Definition RPO as a Talent Acquisition

More information

DEVELOPING AN ORGANISATION DEVELOPMENT PLAN INTRODUCTION

DEVELOPING AN ORGANISATION DEVELOPMENT PLAN INTRODUCTION DEVELOPING AN ORGANISATION DEVELOPMENT PLAN INTRODUCTION 1. A number of meetings have taken place to ascertain where partners think the MASH has got to in terms of its development and what needs to happen

More information

Compensation Reports: Eight Standards Every Nonprofit Should Know Before Selecting A Survey

Compensation Reports: Eight Standards Every Nonprofit Should Know Before Selecting A Survey The Tools You Need. The Experience You Can Trust. WHITE PAPER Compensation Reports: Eight Standards Every Nonprofit Should Know Before Selecting A Survey In today s tough economic climate, nonprofit organizations

More information

NES/11/111. Dorothy Wright Director HR & OD Christine McCole, Depute Director HR Tom Power, OD Business Partner (Leadership & Performance Management)

NES/11/111. Dorothy Wright Director HR & OD Christine McCole, Depute Director HR Tom Power, OD Business Partner (Leadership & Performance Management) NES Item 8d December 2011 NES/11/111 (Enclosure) NHS Education for Scotland Board Paper Summary 1. Title of Paper People & Organisational Development Strategy 2. Author(s) of Paper Dorothy Wright Director

More information

Client Loyalty for Accounting Firms

Client Loyalty for Accounting Firms Client Loyalty for Accounting Firms Five Growth Opportunities You Might Be Missing CLIENT LOYALTY FOR ACCOUNTING FIRMS 5 Growth Opportunities You Might Be Missing. How do you plan to drive growth to your

More information

IBM Business Consulting Services. CRM done right. deeper. An IBM Institute for Business Value executive brief. ibm.com/bcs

IBM Business Consulting Services. CRM done right. deeper. An IBM Institute for Business Value executive brief. ibm.com/bcs IBM Business Consulting Services CRM done right deeper An IBM Institute for Business Value executive brief ibm.com/bcs The IBM Institute for Business Value develops fact-based strategic insights for senior

More information

FINTECH CORPORATE INNOVATION INDEX 2015

FINTECH CORPORATE INNOVATION INDEX 2015 FINTECH CORPORATE INNOVATION INDEX 2015 Page 01 FOREWORD Nicole Anderson CEO FINTECH CIRCLE INNOVATE The FinTech eco-system is shaping the future of financial services and it s about new entrants, new

More information

The digital skills gap in government. Survey findings

The digital skills gap in government. Survey findings The digital skills gap in government Survey findings December 20 Introduction: Digital skills survey Government s austerity and reform agenda means delivering the same or better with less resource. Civil

More information

2014 State of Customer Acquisition

2014 State of Customer Acquisition 2014 State of Customer Acquisition New acquisition survey findings by Trendline Interactive Research study commissioned by CertainSource an ewaydirect Company INTRODUCTION There is a bit of a schism amongst

More information

Planning and Writing Essays

Planning and Writing Essays Planning and Writing Essays Many of your coursework assignments will take the form of an essay. This leaflet will give you an overview of the basic stages of planning and writing an academic essay but

More information