Presentatie Contract Management Debby Michels, 13 maart 2014

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1 Presentatie Contract Management Debby Michels, 13 maart 2014

2 FrieslandCampina in een oogopslag 10,3 miljard euro omzet medewerkers Vestigingen in 28 landen Export naar meer dan 100 landen leden-melkveehouders zijn de eigenaren van de onderneming 1,0 miljard consumenten

3 Onze wereldwijde merken Consumentenproducten Professionele markt Ingrediënten

4 Contract Management

5 Contract Management Agenda Agenda; 1. Reeds bereikt Achtergrond Start Strategisch leveranciers Management Dashboard Tijdspad 2. De praktijk; T-Systems Management Dashboard 3. Hoe verder, volgende stappen ICT Strategie Waarom Contract Management professionaliseren Huidige en gewenste situatie Samenvatting 4. Vragen

6 Contract Management Agenda Agenda; 1. Reeds bereikt Achtergrond Start Strategisch leveranciers Management Dashboard Tijdspad 2. De praktijk; T-Systems Management Dashboard 3. Hoe verder, volgende stappen ICT Strategie Waarom Contract Management professionaliseren Huidige en gewenste situatie Samenvatting 4. Vragen

7 Achtergrond Debby Michels Procurement ICT Senior Buyer facilities, investments and MRO Category group procurement manager ICT 2010-heden Strategic Partnership Manager

8 Probleemstelling Na de fusie van Friesland Foods en Campina werden er steeds meer grote outsourcing contracten gesloten: De werkplekken, scope Europa Datacenter hosting, scope Europa Wide Area Network, scope wereldwijd Maar niemand die de contracten managed: Wel Service level management maar geen contract management Inkoop niet verantwoordelijk voor up to date houden contracten, en ook niet voor de uitnutting van de contracten

9 Achtergrond ICT budget: ± Euro 100 miljoen per jaar, exclusief business programma s 80 % extern besteed Waarvan 60% bij de 8 strategische leveranciers Aantal ICT leveranciers: ± 200 leveranciers corporate ICT ± 600 leveranciers totaal

10 Start Bepaal de strategische leveranciers Bepaal waarop je wilt sturen Zet dit in een dashboard Begin met de leverancier waarmee je een solide relatie hebt Gezamenlijk het dashboard opgezet Dan verder uitrollen

11 Strategische leveranciers Application Services Appl. services Business appl. Database appl. Capgemini SAP Oracle/ Microsoft inhuur licentie licentie Infrastructure Services WAN Voice, fixed Werkplekken Office & Coll. Datacenter Verizon Verizon Fujitsu Microsoft T-Systems outsourcing outsourcing outsourcing licentie outsourcing Summit Program Consulting partner IBM inhuur

12 Management Dashboard Finance ongoing services finance disputes savings Customer Satisfaction customer satisfaction service improvement Strategic Intent governance partnership strategic alignment Performance overall delivery availability incidents >10% below target agreement 5-10% below target agreement on target agreement

13 Management Dashboard Finance ongoing services finance disputes savings >10% below target agreement 5-10% below target agreement on target agreement

14 Management Dashboard Customer Satisfaction customer satisfaction service improvement >10% below target agreement 5-10% below target agreement on target agreement

15 Management Dashboard Strategic Intent governance partnership strategic alignment >10% below target agreement 5-10% below target agreement on target agreement

16 Management Dashboard Performance overall delivery availability incidents >10% below target agreement 5-10% below target agreement on target agreement

17 Management Dashboard Finance ongoing Services finance disputes savings Customer Satisfaction customer satisfaction service improvement Strategic Intent governance partnership strategic alignment Performance overall delivery availability incidents >10% below target agreement 5-10% below target agreement on target agreement

18 Tijdspad Strategic Suppliers Dashboard Verizon Manier van werken Dashboard Fujitsu IBM SAP One size fits all, past niet Dashboard T-Systems Geen dashboard voor inhuur en licentie contracten Verder professionaliseren van Contract Management

19 Contract Management Agenda Agenda; 1. Reeds bereikt Achtergrond Start Strategisch leveranciers Management Dashboard Tijdspad 2. De praktijk; T-Systems Management Dashboard 3. Hoe verder, volgende stappen ICT Strategie Waarom Contract Management professionaliseren Huidige en gewenste situatie Opleiding Samenvatting 4. Vragen

20 Management Dashboard February 2012 T-Systems Management Dashboard February 2014 Version 1.0 Tactical Board Meeting February 20 th 2014

21 Dashboard Overview FMO CMO+ disputes Finance Customer Satisfaction balanced scorecard results SIP in progress Strategic Intent governance partnership strategic alignment Performance overall delivery system availability app migration FMO >10% below target agreement 5-10% below target agreement on target agreement

22 Management Summary Finance FMO: 11 new servers CMO+: 11 servers moved to FMO Disputed amount: none Intent Governance: operational communication actions defined Partnership: Relevant TS initiatives done/planned to support FC s strategic goals Strategic Alignment: Meeting to create business plan and conf. builder delayed Satisfaction Customer satisfaction: October 29 th interview executed Performance FC: Application migration within plan TS: All KPI s are met TS/FC: 2 Project green, 2 projects yellow

23 900, , , , , , , , , Financial overview Total FMO Total CMO+ Total Friesland Campina Performance Satisfaction Intent Finance Euro January February March April May June July August September October November December January

24 Goals for Strategic Intent Performance Satisfaction Intent Finance Governance Partnership Strategic Alignment Shared responsibilities TS and FC: Agreed meetings to take place according to schedule (incl. stakeholders present) Open and fair communication without surprises Follow agreed escalation processes TS to pro-actively deliver at least 2 areas of improvement in 2014, to support FC in reaching the set ICT strategic goals. Ideas should be proposed in Q3 and Q4 2014, and at least 40% of TS ideas should get approved by FC for implementation Team up with FC s partners SAP, Verizon, Microsoft and Fujitsu to generate joint initiatives supporting FC in cost reduction and/or service improvement Share strategic intent & roadmaps. Involve each other early in the process of relevant strategic changes Align account plan of T-Systems with FrieslandCampina ICT Strategy, minimal one time a year. Target for 2014 is having agreed account plan by end of March 2014

25 Customer Satisfaction Performance Satisfaction Intent Finance

26 System Availability Availability Dynamic services Finance % Target availability Office 95,38% Target availability Full Time, Full Time DR 99,72% Availability Of f ice delivered Intent Jan Dec Nov Oct Sep Aug July June May Apr Ma Feb Jan Availability Full Time delivered Availability f ull Time DR delivered Satisfaction Performance % Availability Classic, Landing, local & Diab local services Jan Dec Nov Oct Sep Aug July June May Apr Ma Feb Jan Target availability Office 95,38% Target availability Full Time, Full Time DR 99,72% Availability Office delivered Availability Full Time delivered Availability f ull Time DR delivered

27 Contract Management Agenda Agenda; 1. Reeds bereikt Achtergrond Start Strategisch leveranciers Management Dashboard Tijdspad 2. De praktijk; T-Systems Management Dashboard 3. Hoe verder, volgende stappen ICT Strategie Waarom Contract Management professionaliseren Huidige en gewenste situatie Samenvatting 4. Vragen

28 ICT Strategies & Priorities VISION: ICT is a strategic partner for our Business Groups and Functions delivering best in class solutions and services, driving distinctive business value. HOW TO WIN STRATEGIES PRIORITIES 2014 WHERE TO PLAY STRATEGIES Fix The Base Drive Strategic Value Embrace Digital For Competitive Advantage Build The Strategic Foundation Run ICT As A Business Drive Best In Class ICT Operations Digital Sales & Marketing Digital Workplace Digital Analytics Transform Internal Value Chain Transform External Value Chain Do The Core Processes Right Organize For Success Right Quality Right Cost

29 Doel Waarom moet ICT contract management verder professionaliseren? Best in Class ICT operations - Focus op kwaliteit en kosten 80% van het ICT budget is extern besteed (80 miljoen Euro) Minimaal inzicht in de huidige contracten Geen uniformiteit in aansturing van de leveranciers RESULTAAT Verlies van geld, kwaliteit en tijd: Onvolledige uitnutting van de contracten Geen efficiënte en effectieve processen Contract Management verder professionaliseren

30 Doel Contract Management verder professionaliseren Waarbij we de volgende subdoelen hebben gesteld: 1. Classificeren van leveranciers; Door indeling en kwalificatie van leveranciers, inzicht in het beheren van deze leveranciers, hetgeen resulteert in betere benutting van de contracten en om deze leveranciers in staat te stellen om voortdurend toegevoegd waarde aan FrieslandCampina te leveren 2. Ontwikkelen en implementeren van Contract Management processen 3. Het vastleggen van rollen en verantwoordelijkheden binnen de ICT organisatie inclusief de samenwerking met Procurement, Legal en Finance 4. Opleiden van de medewerkers om de kwaliteit en consistentie van de uitvoering te waarborgen Contract Management enables best in class operations

31 Huidige situatie Focus gebieden Contract Management Control Expand Service requirements/ needs contracts market vendor Service Level Management Contract Management Internal Orientation External

32 Gewenste situatie Focus gebieden Contract Management Control Expand Service requirements/ needs contracts market vendor Service Level Management Contract Management Internal Orientation External

33 Huidige situatie processen in de organisatie ICT Sourcing strategy Inform supplier Supplier policy Manage the Contract Contract administration Manage supplier Contract monitoring Contract establishment & implementation Procurement Procurement

34 Gewenste situatie processen in de organisatie Sourcing strategy Supplier policy ICT Procurement Manage Supplier incl. risk & performance Contract monitoring Contract management Inform supplier Procurement Contract establishment & implementation Contract Administration Contract monitoring & management on content & financial Contract monitoring & management on dealmaking high impact changes disputes legal

35 Gewenste situatie Gedifferentieerde leveranciers relaties routine leverage bottleneck - strategic high importance to your company low captive buyer commercial Hardware Milkweb strategic / core relation Datacenter Hosting captive supplier low importance to supplier high nuisance exploitable development - core

36 Gewenste situatie Gedifferentieerde leveranciers relaties routine leverage bottleneck - strategic high importance to your company low captive buyer commercial strategic / core relation captive supplier low importance to supplier high Service Level Mgmt Contract Mgmt Management Dashboard Service Level Mgmt Contract Mgmt Service Level Mgmt Contract Mgmt nuisance exploitable development - core Legend: Red, heavy Orange, normal Green, light

37 Contract Management Samenvatting Contract Management Vendor Management Maar kan niet zonder overleven!

38 Probleemstelling Na de fusie van Friesland Foods en Campina werden er steeds meer grote Geen outsourcing contract management contracten gesloten: In Europa de werkplekken In Europa datacenter hosting Wereldwijd Wide Area Network 60% van de omzet wel gemanaged, oftewel 8 van de 600 leveranciers Echter zijn dit de bedrijf kritische applicaties/ infrastructuur?

39 Contract Management Conclusie Contract Management verder professionaliseren Start wederom klein Klein team Focus op de meest kritische en strategische leveranciers Oplossing gericht, met directe resultaten Daarna verder uitrollen Start small grow big, together!

40 Contract Management Agenda Agenda; 1. Reeds bereikt Achtergrond Start Strategisch leveranciers Management Dashboard Tijdspad 2. De praktijk; T-Systems Management Dashboard 3. Hoe verder, volgende stappen ICT Strategie Waarom Contract Management professionaliseren Huidige en gewenste situatie Samenvatting 4. Vragen