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10/22/2012
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Supply Chain Management as a Driver of World‐Class Performance
Robert A. RudzkiPresident of Greybeard Advisors Former Fortune 500 CPO
Robert A. RudzkiRobert A. Rudzki, a former Fortune 500 financial and procurement executive, is President of Greybeard Advisors LLC (www.GreybeardAdvisors.com). Greybeard is a firm comprised of deeply-experienced industry executives and managers. Since its formation 7 years ago, Greybeard has become a leading provider of advisory services for procurement transformation, strategic sourcing and supply chain management. In that role, Mr. Rudzki has personally been an advisor to some of the leading companies in major industry sectors. g p j y
Prior to founding Greybeard Advisors in 2004, Mr. Rudzki served as Senior Vice President for Bayer Corp, the North American subsidiary of Bayer AG. At Bayer, he led a nationally-recognized transformation that generated significant improvements in costs and working capital, and was a finalist for Purchasing Magazine’s Medal of Excellence. Prior to Bayer, he was an executive at Bethlehem Steel Corp., where he oversaw Bethlehem’s global procurement and logistics activities. During his tenure, Bethlehem’s procurement organization was recognized as "top quartile" in a global benchmarking study conducted by A.T. Kearney, and was also twice recognized by Purchasing Magazine as a "Best Place to Work."
A frequent speaker at conferences, Mr. Rudzki is lead-author of two books: the l t b t ll St i ht t th B tt Li ® d it l N tsupply management best seller Straight to the Bottom Line®, and its sequel Next
Level Supply Management Excellence.
Mr. Rudzki graduated summa cum laude from Lehigh University (B.S. Industrial Engineering), and earned an MBA from The Wharton School.
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10/22/2012
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A Few Critical Questions
H N A i b i h f il d d i hHow many N. American businesses have failed during the past 10 years?What is the “life expectancy” of corporations?How do you determine if your organization is already among the “walking wounded?”
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The Startling Reality
More than 600,000 N. American businesses filed for bankruptcy in a recent 10 year periodrecent 10 year periodSeveral studies have concluded that the life expectancy of corporations is less than 50 yearsMany of today’s “profitable” businesses gradually are liquidating themselves by not earning cost of capital (they are already the “walking wounded”)
Lacking active intervention, most companies will inevitablyfail, for a variety of reasons.
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Outline
What really is “transformation?”Linking supply management transformation to top management’s interests and objectives The opportunities possible with world-class supply management and how to create awareness and excitement among your top managementKey elements of a successful transformation roadmap Final thoughts on getting senior management’s attention g g g gLeadership success factors
My perspective: Former CPO who led successful transformations at major companiesAdvisor to CPOs who want to build the business case for change Advisor to companies that are on the transformation journey
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Transformation – a Key to Success
“Transform” – to change in composition, structure, character or condition, to change the outward form or appearance (source: Webster’s Dictionary)
OR“Transform” – to fundamentally alter the capabilities and improve the achievement of results (source: Greybeard Advisors)
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Rationale for Change“When something has been done a particular way for five years, it is a pretty good sign, in these changing times, that it is being done the wrong way.”y
Elliott M. Estes, General Motors (approx. 1975)
“Insanity is doing the same thing, over and over again, and expecting different results.”
Anonymous
“When the rate of change inside an organization is less than the rate of change outside, the end is in sight.”
Jack Welch, former CEO, GE
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A Key Question: Transform to What?
Role Tactical Strategic
Organizational Level Back Office, Transactional Executive – “Seat at the Table”
Metrics of Success Meeting headcount objectives, transactional efficiencies
Revenue enhancement, cost reduction, working capital, etc.
Skills Paper processing, clerical, …Leadership, cross-functional, cross-cultural, strategic, analytical …
Career Path LifetimeCandidates for high-potential job rotations thro gho t theCareer Path Lifetime job rotations throughout the company
Job Content Boring, repetitive Creative, big impact, fun
Other Lone ranger Team player, strategic business partner
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Outline
What really is “transformation?”Linking supply management transformation to top management’s interests and objectives The opportunities possible with world-class supply management and how to create awareness and excitement among your top managementKey elements of a successful transformation roadmap Final thoughts on getting senior management’s attention Leadership success factors
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Return onInvested Capital
ImprovesImproves
ROIC = Earnings / (Equity + LT Debt)ROE = Earnings / EquityRONA = Earnings / Net Assets
Supply Management has Unique Position within Company to Impact ALL Four Drivers of ROIC
Capital Intensity
(Invested Capital)Profits Cash
Flow
p
Improves Improves
Enhance
WORKING CAPITAL related:REVENUE related:• Faster new product design & development
Enhance
• Improve payment terms with suppliers• Utilize inventory programs with suppliers
p g p• Optimum & reliable parts & raw materials suppliers• Excellent transportation service providers
COST related:• Reduce freight costs & claims• Reduce direct & indirect materials/services costs• Reduce manufacturing variability
CAPITAL EXPENDITURE related:• Improve redeployment of used assets
(“asset recovery” programs)• Reduce total costs associated with capital spending
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Supply Management is a Compelling Priority
Levers Difficulty in Executing
Sourcing/SupplySourcing/Supply Mgmt Low–Moderate
Product cost out Moderate
Labor productivity Moderate
Selling price High
Market share gains High
Salary/Benefits High
Approached properly, materials and services represents a large opportunity for margin improvement and increased cash flow
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Outline
What really is “transformation?”Linking supply management transformation to top management’s interests and objectives The opportunities possible with world-class supply management and how to create awareness and excitement among your top managementKey elements of a successful transformation roadmap Final thoughts on getting senior management’s attention Leadership success factors
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What is Possible in Revenue Support?
Example: new product/service development cycle time
• Impact of reducing the cycle time and manufacturing costs • Beat your competitors to market• Improve your competitive standing and win new sales
Some companies involve procurement and other internal functions –p pplus prospective suppliers – in an aligned effort to create competitive advantage.
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Examples of What Is Possible in Cost Reduction Using True Strategic Sourcing as One Part of a Comprehensive
Transformation Plan
Category Benchmarks
Raw / Direct Materials 5 to 10 % & Better Risk Mgmt5 to 10 % & Better Risk MgmtRaw / Direct Materials 5 to 10 % & Better Risk Mgmt.5 to 10 % & Better Risk Mgmt.Packaging 10 to 20 %10 to 20 %Indirect Materials and Services 10 to 30 %10 to 30 %
Information Technology 15 to 40 %15 to 40 %Professional Services 8 to 15 %8 to 15 %Logistics/Transportation 7 to 15 %7 to 15 %Media, Marketing, Promotional Items 10 to 20 %10 to 20 %Other Indirects 5 to 15 %5 to 15 %Capital Projects 7 to 15 %7 to 15 %
Source: Various benchmarks, Greybeard Advisors experience database14
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What’s Possible in Cost Reduction - The Math Often Surprises Senior Management
Hypothetical manufacturer:
Direct Materials purchases: $ 1.0 billionassume 5 % cost reduction: $ 50 million step
change in cost structure
I di t M t i l & S i $ 0 5 billiIndirect Materials & Services: $ 0.5 billionassume 15 % cost reduction: $ 75 million step
change in cost structure
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What’s Possible in Working Capital?
Payment terms:Payment terms:
From ToNet 30 days Net 45 – 1% - 15 or better30 – ½ % - 10 Net 45 – 1% - 15Net 45 days Net 60 – 2% - 20
Approached properly, a 60 to 75% conversion success can often be achieved in a first-round campaign.
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The Value of Changing Payment Terms
Example:
For each $ 100 million of annual purchases, moving from Net 30 days to 45 - 1% - 15 offers your company the option of:
• (a) improving earnings by about $ 1.0 million/year (minus the interest earnings on the cash used to pay early), or
(b) the ability to grow Accounts Payable and Cash balances by• (b) the ability to grow Accounts Payable and Cash balances by about $ 4.0 million by paying in 45 days instead of 30 days.
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What’s Possible in Capital Project Procurement? Ultimate project costs are influenced by the stage at which procurement and
suppliers become involved in a project.
$ ultimateproject costs
Concept Design Initial Supplier BiddingStage Stage Discussions
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Audience Poll• In our organization, “supply management” and “procurement”
have a truly strategic role; they are involved early, and strategically, in all of the following:
• revenue enhancement and new product developmentrevenue enhancement and new product development• all areas of cost management (i.e. there are no sacred
cows)• working capital initiatives• capital expenditures
– Strongly Agree (5)– Agree (4)– Neither Agree nor Disagree (3)– Disagree (2)– Strongly Disagree (1)
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Outline
What really is “transformation?”Linking supply management transformation to top management’s interests and objectives The opportunities possible with world-class supply management and how to create awareness and excitement among your top managementKey elements of a successful transformation roadmap Final thoughts on getting senior management’s attention Leadership success factors
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Management Guru C.K. Prahalad Always Told Executives to Think Big
“Set ambitious goals and then figure out how to mobilize the resources to achieve them – rather than the other way around.”
“Most companies limit themselves because they focus primarily on what they believe they can afford.”
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This is the difference between an “opportunity-centric” approach, and a “budget-centric” approach.
Conventional “Sourcing Programs” Alone Often Fail to Sustain Their Initial Results
“Without real procurement transformation, only 60% of the value of procurement initiatives are retained by year two. This value drops by 10% for each subsequent year.”
$ B
enef
its
Supply Management Transformation – significant, sustainable, growing results
WHY the
Difference
Years
“Quick Win” Sourcing Programs– initial results often fade over time
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?
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Supply Chain’s Role
Achieving World-Class Sustainable ResultsRequires Attention to Transformation Initiatives
Across Six Key Dimensions
ObjectivesBest Practices
Innovation &
Good
$
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Optimized Organization
& Technology
Leadership
Excerpted from the books: “Straight to the Bottom Line®” and “Next Level Supply Management Excellence”
The Complete Supply Management Organization(The Effects of Missing a Critical Dimension)
Strategic Role Objectives Leadership Optimized
OrganizationBest
PracticesEnabling
Technology
Successful&
Sustainable=
CRITICAL SUPPLY MANAGEMENT DIMENSION EFFECT on ORGANIZATION
Missing or Tactical Role
Objectives Leadership Optimized Organization
BestPractices
EnablingTechnology
Organizational Confusion
Strategic Role Missing Leadership Optimized
OrganizationBest
PracticesEnabling
Technology Incorrect Focus
Strategic Role Objectives Missing Optimized
OrganizationBest
PracticesEnabling
TechnologyDiscouraged Associates
f
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Strategic Role Objectives Leadership Missing Best
PracticesEnabling
TechnologyPerformance
Anxiety
Strategic Role Objectives Leadership Optimized
Organization Missing EnablingTechnology
Frustration – ErraticResults
Strategic Role Objectives Leadership Optimized
OrganizationBest
Practices Missing Inefficiencies –Compliance Issues
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Constructing the Transformation Roadmap
Arrange for a candid and comprehensive comparison of “Current state” at your company vs supply management and procurementstate at your company vs. supply management and procurement “Best practices”Gap analysis helps to identify and quantify opportunities, and prioritize initiativesSequence the roadmap elements so that they build on each other – this is part Art, and part Science Done poorly, it can be the reason for “evaporating results”D ll th d ill t t i bl lt dDone well, the roadmap will create sustainable results and momentum, and build organizational capabilities – and support -that drive superior performance
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Timeline in Months from Start1 – 6 months 6 – 12 months 12 – 24 months 24 – 36 months
RoleRole
A Comprehensive and Tailored Transformation Roadmap Is Developed across Key Dimensions
ObjectivesObjectives
Practices & ProcessesPractices & Processes
LeadershipLeadership
Optimized Optimized OrganizationOrganization
Enabling TechnologyEnabling Technology
Detailed Roadmap Elements forAll Dimensions, Across All TimePeriods, Should be Tailored tothe Client’s Current State
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Communications Communications ––InternalInternal
Communications Communications ––ExternalExternal
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Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6
Greybeard’s Six – Phase Strategic Sourcing Process
Our Strategic Sourcing and Negotiations Management Training is Comprised of Process and Tools, Combined with
On-the-Job Coaching and Application
Phase 1Gain Management Support forSourcingInitiatives
Phase 2Organize and Profile theSourcing Group
Phase 3Study,AnalyzeAndRecommendSolutions
Phase 4NegotiateAgreementsand DevelopImplementation Plan
Phase 5Establish And ImplementAgreements
Phase 6Sustain Strategy & DevelopRelationships
l l Negotiation Preparation
Some of the ToolsStakeholder Position Map
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Status Report Template
Porter’s Five Forces Framework
Negotiation Objectives
MDO LAA BATNA
Developing Supplier Messages Checklist
Cost Reduction Potential
$ spend # of suppliers
Cost reduction
%
Negotiation Preparation Checklist
Risk / Value Matrix
RIS
K
VALUE
Knowledge Transfer (Process, Category) is Enhanced by Using “Advisors,” not “Consultants”
• Some consulting firms use the so-called “School Bus Strategy” –hiring personnel right out of school who learn on the job at the g p g jclient’s expense. This typically leaves little process or category knowledge behind.
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• Experienced “Sourcing Advisors” coach and teach teams, speeding up the learning process and making “knowledge transfer” (and sustainable results) a reality.
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Strategic Sourcing is a Core Business Process, and is One Important Element of a Transformation Plan
Strategic Sourcing is a disciplined, multi-stage process, typically involving cross-functional teams examining the Total Cost of Ownership
Key success factors include:• Follow a true strategic sourcing process• Active support from the Executive team • Speak with One Voice to suppliers / act like one organization• Shut-out attempts by suppliers to “back-door sell”p y pp• Share objectives across the entire organization• Permit no opting out – maximize leverage by bundling all
internal requirements before going to market• Allow no sacred cows – take a fresh look at everything
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Making Sound Business Decisions Requires a Focus on Total Cost of Ownership (TCO) – Not Merely Price
Purchase Price
Performance Problems
Customer Dissatisfaction
DisposalEquipment Service Calls
Total Cost Focus
Legal
Logistics
Late Delivery
Maintenance
Repair/ReworkHigh Inventory
q p
Administration (Transaction)
s TCOTraining
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Best Practices Regarding Procurement and Transportation Organization Design
Recognize the difference between strategic activities, and tactical/transactional activities
Strategic
Perform the strategic at an “enterprise” level on behalf of all businesses. Perform the tactical and implementation as close to the operations/sites as possible.
Enterprise strategic proc.and transp. activities
Strategic
Tactical
Division tactical activities; Implementation & change mgmt
Rationale: This combines the best of both worlds. It ensures leveraging of total corporate spending (to maximize synergies), while understanding the needs of the internal customers.
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Centralized Hybrid (Center-led) Decentralized
Organizational Design Options for Procurement and Transportation are Fundamental
• Strong, unified professional organization
• Solid line reporting to head of the function
• Accountable to whole organization and to each business unit
• Small central staff develops policy, training, coordination needs
• Strategic personnel serve entire organization
• Dual reporting of local personnel to local management and to corporate head of the function
• Separate procurement & transportation organizations
• Dotted line reporting to corporate head of function, if there is one.
• Some degree of informal coordination and collaboration
F t• Can provide opportunity to build
synergies across company while sensitive to each business unit
• Politics can be brutal • Critical success factors: strong
leadership, alignment ofobjectives, other transf. elements
• Difficult to implement Best Practices• Less scale and leverage, weaker results ($, supplier performance)• More personnel required to accomplish objectives
• Rapid adoption of Best Practices, such as e-Sourcing
• Best for scale, leverage and results
• Usually only possible with strong, highly respected CEO
Features
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The Role of Procurement
High degree of business unit / user involvement
• Media / advertising• Consultants• Outside legal services
The Role of Procurement can vary –but, Procurement should be involved in all areas of spend
/ • Outside legal servicessupport
Low degree of business unit / user involvement
• Utilities• Distribution, logistics• Contract Manufact.uring
• Office supplies• IT Standard Equipment• Lab Supplies
Support: Manage/own:
facilitate
manage / ownSupport:play a support role, provide sourcing process expertise to user groups who provide subject matter expertise and mainly own the decision-making authority
Manage/own:direct the entire sourcing process on behalf of users (some user input may be required relative to setting specification and gathering basic business requirements). Decision making delegated to category sourcing team
Facilitate:sourcing organization facilitates input across multiple user groups; leads sourcing process, shares the decision-making responsibility regarding sourcing strategy/supplier selection
Executive
RolesEstablish expectations and policyCreate environment that encourages cooperationM it ll f
Overview of Transformation Governance
Transformation Leadership & Program Mgmt.
Steering Comm. Monitor overall performanceDeal with unresolved obstaclesAcknowledge successes
Provide overall guidance and support, including transformation leadership, training, best practices, benchmarks and sourcing strategy assistanceMonitor timelines, and maintain overall scorecard for Steering
Sourcing Teams
Follow the sourcing processCommunicate (internal & external)Craft One Voice messagesAccountable for achieving targetsPlan & execute implementationSourcing
Teams
Sourcing Teams
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Negotiations Management Should Not Be Left to Chance – It, too, Deserves Best Practices
“Old” Style “New” ParadigmMulti disciplinary team
Speaking With One VoiceLone ranger, hard bargainer
g
Get a good deal Targets based on research to determine:• Most Desired Outcome (MDO)• Least Acceptable Alternative (LAA)• Best Alternative (BATNA)
Supplier knows the market Using market intelligence to build a facts base
One round Multiple negotiating rounds until predetermined objectives are reached
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Off the cuff Extensive scripting and role playingMeetings happen Preplanned agenda, preplanned communication
One step process A multi level approach with face to face negotiation as only part of the process
Speaking with One Voice – a Powerful Discipline
Create Awareness: Every conversation with a supplier, no matter how innocent or “technical” it might appear, is part of the negotiation processg pTake Action:• All meetings/conversations are planned, with objectives and a script
• All likely contact points within your company are identified, and are brought into the process
• Everyone within your organization practices the discipline of “speaking with one voice” to suppliers
Making this happen requires constant communication and reinforcement. Illustration: http://www.greybeardadvisors.com/resources/dvds/
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A Final Comment About Transformation
Key CPO priorities in 2012:Managing supply chain riskVisibility into all external spendS d d tSpend under managementAdopting and embedded a robust strategic sourcing processTalent management and skills development (e.g. “negotiations management” as a best practice)Revenue growth through supplier collaborationReducing supply chain complexitySupplier relationship management
The greatest risk is approaching these initiatives as individualThe greatest risk is approaching these initiatives as individual projects
The best way to achieve – and sustain – these and other initiatives is by making them part of a comprehensive transformation plan
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Outline
What really is “transformation?”Linking supply management transformation to top management’s interests and objectives The opportunities possible with world-class supply management and how to create awareness and excitement among your top managementKey elements of a successful transformation roadmap Final thoughts on getting senior management’s attention Leadership success factors
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Audience Poll
• In our organization, top management has already made a strategic commitment to transforming supply management. They have:
• Explicitly acknowledged the strategic role we will have in our companyExplicitly acknowledged the strategic role we will have in our company• Increased our annual budget significantly, to support the transformation• Allowed us to hire more strategic talent• Allowed us to invest in meaningful amounts of training• Given us “high-potentials” from other departments as cross-functional talent
within supply management• Given us a “seat at the table” with the executive team
– Strongly Agree (5)Strongly Agree (5)– Agree (4)– Neither Agree nor Disagree (3)– Disagree (2)– Strongly Disagree (1)
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It takes Homework, Benchmarks and Good Leadership to Develop and
Present Credible Transformation Options
ear-e
nd)
Fast Transformation
$ Y M
$ X MCos
t Red
uctio
ns (a
t ye
Moderate
Slow
$ Z M
40Years
1 2 3 4
$ 0 M
$ X M
Annu
aliz
ed
As - Is
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You Can’t Expect Executive Support Without a Credible Business Case (high-level example)
Option Cumul. est. results ($
Cumul. est. total
Cumul. incremental
Cumul. external
Est. travel and related
Cumul. est. cost ofresults ($
Mil) in excess of the “As-is”
total investments /costs (sum of columns to the right)
incremental internal resources / full-time FTEs
external resources for transf. guidance and process/ commodity expertise
and related expenses
cost of eTools
Slow $ x $ a $ a $ a $ a $ a
Moderate $ y $ b $ b $ b $ b $ b
Fast $ z $ c $ c $ c $ c $ c
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The $ ReturnThe $ Investment
Components of the $ Investment
Final Point: Get Senior Management’s Attention and Support
• Speak their languageDevelop a vision with bold objectives that directly relate to senior• Develop a vision with bold objectives that directly relate to senior management’s interests (EPS, ROIC, cash flow, risk management, etc.)
• Lay out your transformation plan and roadmap• View technology as an enabler of your transformation plan and stretch
objectives• Build your business case (what you expect to deliver - in exchange for
resources and budget, speaking with one voice discipline)• Be willing to make a commitment in order to gain top management’s g g p g
commitment • Lead and Make It Happen!
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Business SituationHistorically decentralized, with many autonomous businesses, this growing company was in the process of organizing itself to achieve synergies across the businesses – including in the procurement and supply chain management arena. The company issued a Request for Proposal (RFP) to 15 consulting firms. Greybeard Advisors was one of eight to respond with a detailed proposal, and was selected f th t ft th h l ti
Greybeard’s Transformation ExperienceLarge Metals Company case study
for the engagement after a thorough evaluation process.
Greybeard Advisors Role Results & Benefits Interviewed procurement, transportation and supply chain staff. Interviewed internal stakeholders and clients.Analyzed external spend, current contracts, and addressable spend (indirect, direct, and logistics)Analyzed procurement strategies, processes and practicesPrepared an assessment of the current state, and an assessment of cost reduction opportunities by major spend category
The interview and assessment process established credibility for the effort, its findings and recommendationsEstablished credibility for the transformation roadmap, and the strategic sourcing and negotiations processes as a new, core business process for this companyCreated an awareness of procurement and supply chain management as a strategic driver of improved business performance across all areas of spend, and across all b i
g yPresented findings, recommendations, and business case to the executive team, and to the larger transition leadership teamDesigned a detailed roadmap to guide the client’s transformation to world-class practices and resultsProvided training & transformation guidance and support, including sourcing process and spend category experts.
businessesGenerated a successful transformation launch, with large financial benefits seen within the first 6 months.Greybeard Advisors continues to provide as-needed, focused support to this client as its transformation continues in both indirect and direct materialsThe client’s success story has been profiled in a major magazine
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Outline
What really is “transformation?”Linking supply management transformation to top management’s interests and objectives The opportunities possible with world-class supply management & how to create awareness and excitement among your top managementKey elements of a successful transformation roadmap Final thoughts on getting senior management’s attention Leadership success factors
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Three elements of every organization that occur “naturally:”
One Aspect of the “Science” of Change Management
Therefore. . .
ConfusionFrictionMalfunction
Everything else that happens must be putin place by design
Peter Drucker
The Leadership Challenge and Roadmap
1. Challenge the process a. Search for opportunitiesb. Experiment and take risksb pe e t a d ta e s s
2. Inspire a Shared Visiona. Envision the futureb. Enlist others
3. Enable Others to Acta. Foster collaborationb. Strengthen others
4. Model the Wayya. Set the exampleb. Plan small wins
5. Encourage the Hearta. Recognize contributionsb. Celebrate accomplishments
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Management Leadership
Management is about coping with complexity;Leadership is about change
• Control complexity
• Develop plans
• Allocate resources
• Organize and staff
• Prevent negative outcomes
• Create change
• Set direction
• Create strategy
• Align people
• Promote positive outcomes
• Control People and processes
• Empower people and processes
Key TakeawaysAbout Achieving the Next level
Becoming “World Class” in supply management is much more than mastering one business process (e.g. strategic sourcing), or implementing the latest technology tools.
Companies that have created sustainable transformation results have focused on many initiatives – spanning 6 key dimensions.
Transformation is a journey. The length of the journey can be shortened by developing a roadmap for change that is based on the learnings of other companies that have succeeded (or failed) on this journey.
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Success requires both Art and Science!
“When the rate of change inside an organization is less than the rate of change outside, the end is in sight.”
Jack Welch, former CEO, GE
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Questions?
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Relevant Reading
“Straight to the Bottom Line®”
“Next Level Supply Management Excellence” (the sequel to Straight to the Bottom Line®)
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Contact Information
Email: [email protected]
Phone: 412-874-8410 (USA)
Visit our website: www.GreybeardAdvisors.com
Visit Bob Rudzki’s blog on Supply Chain Management Review’s b itwebsite: www.scmr.com
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