Leveranciersmanagement bij de ING Bank België Manage de markt! contract- en leveranciersmanagement Eindhoven, 20 Oktober 2009 Peter Boon Supplier Manager ING Bank België
Agenda 2
ING Bank België Kern gegevens : Aantal Klanten : meer dan 2,8 miljoen Aantal Medewerkers : 11.805 Uitgebreid Retail Kantoren Netwerk : 768 Traditionele kantoren 138 ING Proxi kantoren 827 Self Banks 399 Cash in/cash out machines Top 5 Retail Banken van België Ambitie : De eerste Belgische universele direct bank in perfecte harmonie met het kantoren netwerk De beste private banker De hoofdbankier van kleine en middelgrote ondernemingen De voorkeursbankier van institutionele klanten De trusted advisor van grote internationale ondernemingen 3
Operations & IT Banking voor de ING Bank België ING Bank België : Strategie : For more information : www.ing.com Retail Banking Private Banking Corporate Banking Wholesale Banking Operations & IT Banking Focus : bankieren, beleggen, levensverzekeringen en pensioenen Particulieren klanten voorzien van producten om financiële reserves op te bouwen beleggingen te beheren en zich voor te bereiden op hun pensioen Investeren in bancaire distributie en snelgroeiende markten Basisdiensten blijven verbeteren en vasthouden aan sterk kapitaal en risicobeheer Operations & IT Banking : Technology Service Delivery Solution Delivery Support : IT Infrastructuur : Zorgen dat de bank werkt (Run) : Zorgen dat de bank verandert en verbetert (Change) : IT Architectuur, Risk & Compliance, Vendor Management 4
Operations & IT Banking en IT Leveranciers Operations & IT Banking : Technology Service Delivery Solution Delivery : Servers, Diskopslag, Werkplekken, Netwerk, Telefonie : Transacties, Processing, Beheer van Systemen : Implementatie nieuwe Systemen & Ontwikkelen van Systemen Vendor Management : Leveranciersmanagement Contractmanagement Inkoop Administratie & Ondersteuning Inhuur van IT consultants IT Infrastructuur Software IT Services Telecom Markt Data IT Leveranciers 5
Leveranciersbestand Invalshoeken Interne Klant - Focus Retail Categorie Regional Focus Categorie Tree Risico Focus Kraljic Analysis Banking Private Wholesale banking Banking Leverage Routine Strategic Bottleneck Spend Spend Focus Focus Pareto Pareto Analysis Analysis ABC-Analysis Spend 29.000.000,00 28.000.000,00 27.000.000,00 26.000.000,00 25.000.000,00 24.000.000,00 23.000.000,00 22.000.000,00 21.000.000,00 20.000.000,00 19.000.000,00 18.000.000,00 17.000.000,00 16.000.000,00 15.000.000,00 14.000.000,00 13.000.000,00 12.000.000,00 11.000.000,00 10.000.000,00 9.000.000,00 A B C 8.000.000,00 7.000.000,00 6.000.000,00 5.000.000,00 4.000.000,00 3.000.000,00 2.000.000,00 1.000.000,00 0,00 1 101 201 301 401 501 601 701 801 901 1001 1101 1201 1301 1401 Suppliers Vragen : Category Focus Category Tree Heeft ING alle huidige leveranciers nodig? Welke leveranciers zijn echt belangrijk? Zijn de leveranciers financieel gezond? Komen de leveranciers de ING voorschriften na? Welke leveren goede prestaties? Is ING tevreden over de leveranciers? Wat is de positie op de leveranciersmarkt? 6
Samenstelling van het Leveranciersbestand De samenstelling van het leveranciersbestand moet zodanig zijn dat de Leveranciers Operations & IT Banking in staat stellen de diensten te leveren aan de ING Bank Belgie zodanig dat de ING Bank België haar doelstellingen en ambities kan waarmaken. Performance Capabilities Capacity Services Footprint Pricing Supply Risk Innovation Compliance Stability Optimaliseren van de samenstelling van het Leveranciersbestand 7
Monczka MSU Model Leveranciersmanagement geeft in de praktijk invulling aan het optimaliseren van de samenstelling van het leveranciersbestand 8
Optimaliseren van het Leveranciersbestand Hoog Ambitie Niveau (voor een gering aantal leveranciers) Niveau Intensiteit van de Relatie Laag Hoog Focus 2009-2010 Source: Monzcka groeimodel naar partnerschap Aantal Leveranciers Gering 5 4 3 2 1 9
Supplier Management Processen per Niveau Niveau Doel Processen Resultaten 5 Integreren in Supply Chain 4 Involveren in R&D Innovatie Time to Market Supplier Innovation Platform Toegang tot nieuwe technologie-en Business opportunitieiten 3 Partnering Toegevoegde waarde Concurrentie voordeel Supplier Satisfaction Surveys Supplier Governance Gezamenlijke verbeterplannen Leveranciers kunnen anticiperen Leveranciers focus t op ING doelen 2 Rationaliseren leveranciers bestand Reductie Rangschikking Supplier Health Check Supplier Segmentation Verbeterde inkoopkracht Minder leveranciers en contracten Meer standaardisatie mogelijkheden 1 Erkennen belang van Leveranciers Transparantie Controle Supplier Performance Measurement Supplier Qualification Selectie op data en feiten gebaseerd Gecontroleerde toevoegingen Supplier Financial Health Check Leveranciers (re-) screening 10
Supplier Management Processen 11
Supplier Management Processen Proces Supplier Qualification Supplier Segmentation Supplier Performance Measurement Supplier Health Check Supplier Satisfaction Survey Supplier Governance Supplier Intelligence Description to asses if a Supplier meets the primary qualification of ING to classify and rank a qualified Suppliers into a Tiering position to measure performance of Suppliers on fact based criteria to asses the health of the relationship to measure the satisfaction of important internal ING stakeholders to steer the quality of the overall Supplier Relationship within ING to maintain knowledge on Suppliers using internal and external sources Results in : Qualified Suppliers and Rejected Suppliers Ranked Suppliers in preferred, and non preferred and specialist Suppliers per category Transparent view on the delivery performance of Suppliers View on important items of the relationship & identified areas to improve Satisfaction Scoring of internal ING stakeholders Guidance on the relationship with the Supplier Knowledge Bank on Suppliers 12
Supplier Qualification To asses if Suppliers meet the primary qualification of ING Qualification is based on defined criteria's to reduce risks and to pre-select Suppliers on : Financial stability Service portfolio Quality certifications Risk 13
Supplier Segmentation To classify and rank qualified Suppliers into a Tier position in order to develop supplier strategies and to discern preferred from non preferred suppliers Classification of Suppliers into Categories, Spend size and Supply Risk Ranking is based on pricing, performance measurement, benchmarking, satisfaction surveys, supplier market and ING internal developments Ranking is temporary : Tier positions are determined on a periodic basis, positions are to be monitored, reported and governed frequently; Re-positioning after a period (promotion/demotion of ranking) and incidental changes/removals on ING decisions. 14
Supplier Performance Measurement To monitor and measure Performance of Suppliers in order to facilitate the visibility of the value derived from the supplier relationship Adherence/violations of the rules of engagement Escalations on contractual level Service Levels (to be aggregated up to a supplier level) Deliverables and milestones (to be aggregated up to a supplier level) Resource availability & evaluations (to be aggregated up to a supplier level) 15
Supplier Health Check To assess the health of the relationship between ING and the Supplier on important aspects in order to identify improvement areas Governance ING Alignment Finance Performance Organisation Level Relationship Ethics of supplier Risk of non performance Alternatives available Exit plans from supplier Effort applied vs value Strategic Fit Cultural Fit Value of ING to the supplier Relative Power of ING to the supplier Market Trends for the supplier Financial Health of the Supplier % Value of ING Business to the Supplier Total cost paid in last 12 months Responsiveness of the supplier Innovation Contribution Added Value Health Check trend Component Level Relationships (per Contract) Governance Quality of Account Management Contract Management Alternatives Available Exit Plans ING Alignment Standards Fit Scope Fit Risk vs Risk Appetite Resource Capability Flexibility vs Certainty Finance Business Case Total Cost Cost Trend Value of ING Business supported Risk - Reward Equity Performance SLA Achievement Schedule history/achievement Improvement Demonstration Productivity Performance Trend 16
Supplier Satisfaction Survey To measure the satisfaction on Suppliers of important internal ING stakeholders by a Satisfaction Survey on criteria like : Operational Effectiveness Professionalism Competences Understanding Innovation Vision... 17
Supplier Governance To steer the quality of the overall Supplier Relationship and to monitor the progress on improvement initiatives Tactical Strategic Executive Steering Board (ING Senior Executives Supplier CXO Executives) Relationship Management (ING Supplier Mgr Supplier Relationship Mgr) Contract Management (ING Contract Mgr Supplier Delivery Mgr) ING-Supplier Joint Steering Committee Set Strategic Direction Monthly/Quarterly reviews Validate Alignment with Business Drive Mgmt level initiatives ING-Supplier Joint Account Plan Meetings Set and Manage expectations Drive and Monitor Improvement Plans Analyse Satisfaction Surveys Results Monitor progress and track Supplier Performance Execute Health Checks & Identify Improvement Areas Sharing of best practices across ING ING-Supplier Project/Service Agreement meetings Service delivery/issue resolution Operational Business Liaison Driving Initiatives on Delivery improvements Business Continuity Planning Operational Project / Service Management (ING Project or Service Mgr Supplier Project or Service Mgr Perform day to day activities of Service Mgmt Perform day to day Project Management Meet the SLA targets and expectations Identify and implement improvement opportunities Acceptance of deliverables 18
Supplier Intelligence To maintain knowledge on suppliers using internal and external sources to support activities of Vendor Management Office by Structured filing and archiving of output of Supplier Management Processes Access to external sources like Forrester, Gartner, Dun& Bradstreed, Graydon,... 19
Verbeteren van Leveranciersmanagement Leveranciersmanagement De aanpak is nieuw voor ING interne klanten Moet zich zelf stap voor stap bewijzen Volgende Plateau Plateau Implementeren Uitvoeren Evalueren Verbeteren Voortgangsrapportages Supplier Management Dashboard 20
Plateau Planning Added Value Segmentation of one Category Health Checks Performance measurement Governance Segmentation of other Categories Rules of Engagement Announcement to Suppliers Plan & Approach Analysis Qualifications Financial Health Checks Set up Supplier Intelligence P1 P2 P3 P4 2009 21
Aandachtspunten 22
Vragen en Discussie Banking - Investments - Life Insurance - Retirement Services 23