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How to Build a Lean but Mean
Purchasing Organization
Ellen- Carine Martinez
Procurement/ Sustainability Reporting
Storebrand
© 2013 Ariba, Inc. All rights reserved.
#AribaLIVE
Delivering Measurable Benefits
Value to Companies of All Sizes, Industries, Regions
© 2013 Ariba, Inc. All rights reserved.2
Supplier ValueBuyer Value
Sourcing
Procurement
Process
AP Process
Compliance
WCM &
Discount
3-9%
Process
Savings
$3-20
Savings/
Document
1-8%
Spend
Savings
Total
Savings
Faster
Payment
AR Process
Processing
Orders
Sales &
Marketing
Increased
Revenue
15-75%
Time
Savings
15-75%
Process
Savings
5-32%
Revenue
Increase
Total
Savings
Source: Ariba customer surveys and interviews
#AribaLIVE
Ariba Collaborative Value Chain – Direct,
Indirect, Services
© 2013 Ariba, Inc. All rights reserved.3
•Spend Data
Enrichment
•Spend
Analysis
• Contract
Collabor
ation
• Authoring
• Repositor
y
• Requisitio
n
Ownershi
p
• Catalog
Complianc
e
• Contract
Complianc
e
•Approv
al
Workfl
ow
•PO
Collabora
tion
•PO
Transmissi
on
•Goods &
Services
Receipt
• Invoice
Receipt
• Invoice
Complianc
e
• Invoice
Approval
• Exception
Workflo
w
•
Awarenes
s
Marketing
• Lead
Collabor
ation
•Proposal
Collabora
tion
•Bidding
Opportunit
y
• Contract
Collabor
ation
• Contract
Repositor
y
•Catalog
Collabora
tion
•Catalog
Syndicatio
n
•Requisition
Collabora
tion
•Specificati
on
Negotiatio
n
• Order
Collabora
tion
• Order
Status
• Invoice
Delivery
• Invoice
Collabor
ation
•Supplier Info;
Performance Mgmt;
Supplier Research
• Company Profile Mgmt
• Customer Account Management
Buyer’s Processes: Analyze to Pay
Supplier’s Processes: Market to Cash
•Payment
Collabora
tion
•Discount
Collabora
tion
• Payment
Collabor
ation
• Payment
Visibility
• Working
Capital
Collabor
ation
• Category /
Project
Mgmt
• RFI / RFP /
Auction
Collabora
tion
• Savings
Tracking &
Pipeline
#AribaLIVE
Speaker Bio - Ellen-Carine Martinez
• Ellen-Carine Martinez is a supply chain and spend analyst manager for Storebrand
Lifeinsurance. Ellen-Carine is also responsible for the sustainability reporting for
the company. Prior to working with procurement and sustainability she served as a
financial advisor for Storebrand followed by a manager role for the Sales and
Comissions report for her company. Ellen-Carine holds and MBA from St. Joseph's
Univesity in Philadelphia and has been with Storebrand for 10 years.
© 2013 Ariba, Inc. All rights reserved.4
Ellen-Carine Martinez
Storebrand Group
Building a Lean but Mean Purchasing
Organization
#AribaLIVE
Agenda
• Company Overview
• Challenges
• Approach
• Results
• The New Normal – Key Takeaways
6 © 2013 Ariba, Inc. All rights reserved.
#AribaLIVE
Storebrand Group
7
The Group’s activities are carried out through four main business areas:
Storebrand is the leading provider of life insurance and
pension funds
in the Nordic market
Vision
"Recommended by our customers"
Life and Pension Insurance Asset Management Banking
© 2013 Ariba, Inc. All rights reserved.
#AribaLIVE
• Storebrand have for more than 15 years had focus on
Socially Responsible Investment (SRI)
More than 120 companies worldwide excluded from
investments
Eight people focus on and manage SRI and the dialogue with
this companies
Sustainable Asset Owner of the Year 2011
• Focus on CR in all purchases from the group
All companies excluded from investments also excluded from
purchasing
• Qualified for Dow Jones Sustainability Index
Listed on the DJSI 14 consecutive years
CO2 neutral since 2008
Global 100 - world leader in clean capitalism
• Member of United Nations Global Compact
Corporate Responsibility (CR) Is a
Main Driver in Everything We Do.
8
#AribaLIVE
New Financial Industry
Requirements Dictated Changes in
Storebrand
9
• Financial industry not know to have
high focus on procurement in their
organization
Storebrand was not much better than the
average financial institution.
Started its procurement initiative in 2008 and by
building an organization.
• More competition in the market requires
more focus on cost
Changing regulation from the ministry of finance is
forcing more standardised products in the market
More focus on procurement cost and not only
sales in the industry
Costs increasing – especially in IT – as new
requirements emerge
• Storebrand established group
procurement function to meet
the challenges
Reduce procurement cost by 10%
in three-year period
Ensure that new purchases are managed
professionally
Ensure control of all procurement
in the organisation
© 2013 Ariba, Inc. All rights reserved.
#AribaLIVE
Constraints Required a Lean and
Mean Strategy
10
Constraint Mitigating Strategy
People
Limited purchasing headcount
Lack of internal resources w/necessary skills
• Process standardization for efficiency
• Recruit high caliber staff
• Ensure flexibility across the team to limit
competence risk and knowledge
• Integrated suite (including network
integration) for seamless processes
Time
Savings timeframe aggressive
No time for multi-year system deployments
• SaaS / Cloud solutions to min deployment
time and IT requirements
• Prioritized, phased deployment of solutions
Limited ability to change suppliers
Most procurement are IT systems and
operations with long term contracts
No purchase of direct material in production
• Leverage spend analysis to identify all
possible opportunities
© 2013 Ariba, Inc. All rights reserved.
#AribaLIVE
Strategy - Systems
• SaaS / Cloud model:
Minimizes time to value
Minimizes upfront effort / costs and IT requirements
• Closed-loop, integrated source-pay suite
Ensure seamless, efficient processes
Improve compliance
Single vendor point of contact
• Vendor selected = Ariba
Best-in-class, integrated suite of Cloud solutions
Close customer engagement model (ongoing)
Network enables better supply-base collaboration
11 © 2013 Ariba, Inc. All rights reserved.
#AribaLIVE
Deployment Approach
• Objectives:
Minimize time to value
Minimize internal resources required (small team)
• 3-Phased Approach
12
Sourcing / Contracts
• Fastest deployment
• Start driving savings quickly
• Increase team efficiency
Spend Visibility /
Supplier Management
• Drive ongoing pipeline
• Monitor performance
Procure-to-Pay
(under investigation)
• Drive process savings
• Ensure compliance
• Close loop
1 2 3
© 2013 Ariba, Inc. All rights reserved.
#AribaLIVE
Sourcing
Increased Throughput and Competitiveness
• Increase our reach when we seek new suppliers
Able to manage more suppliers in an RFx event with less resources
New opportunities have come across that would not have been
investigated before
• Standardized processes increase efficiency = more categories sourced
Standardised templates allows us to build to RFx in limited time
Risks mitigated by standardised question, included those that usually
was forgotten
• Everything is possible to Source through Ariba
Management of Shopping malls – Storebrand the second biggest
owner in Norway
Complex IT systems and operation
Sale of credit portfolio from Storebrand Bank
Consultants with competition inside established frame agreements
13 © 2013 Ariba, Inc. All rights reserved.
#AribaLIVE
Contract Management
Ensuring Control of all Commitments
• Contract repository ensures good control of our contracts
All agreements in the organisation is stored in the system
Gives good control of the internal users of the contract
Notifications used correctly gives us enough time to start
re-negotiations in good time
Mitigation of risks for the group
• Templates ensures Lean process for new contracts
New contracts established on limited time with new suppliers
Clause Library gives good control of changes accepted with suppliers
Negotiation functionality gives good control of any changes
Health services
Auto claims
14 © 2013 Ariba, Inc. All rights reserved.
#AribaLIVE
Supplier Management and Spend
Visibility
Driving Sustainability
• Supplier Management ensures lean monitoring of suppliers
Establish standardised KPIs across all suppliers or areas gives us better
insight to the delivery we receive – and where we have issues
Ensures CR requirements on suppliers actually are monitored and delivered
• Ensures that all information on a supplier is stored in one place
Important to get one common repository of each supplier to ensure access for
the team
Establish one common view of all activities with supplier in Ariba
• Spend Visibility gives us better insight to our purchase volume
Multiple GL account systems made it hard to consolidate spend
Gives us insight to where the costs are and who is purchasing outside
contracts
Identify / prioritize areas where new Sourcing initiatives should be established
15 © 2013 Ariba, Inc. All rights reserved.
#AribaLIVE
Progress to Date
• Winner of the Nordic Swan ”Best in Class” Procurement organization for
two consecutive years, nominated since 2009.
Good control of Spend and capability to monitor suppliers
Established obligations given in the contract by suppliers monitored through SIPM & SV
• Realization of cost reduction targets
Cost reduction targets met and delivered according to plan
Additional initiatives on cost reduction – now challenging health care services
• Procurement organization established as an important business partner within
Storebrand
Efficient organization that delivers value to the rest of the group and able to execute
quickly
Built competence on business needs and how to utilize supplier capability instead of
using resources on standardized tasks
• Next steps
– Continued work on standardized and Lean processes in procurement
– Continue to work on P2P possibilities and integration with this suite
– Systematic monitoring of suppliers and their efforts towards sustainable business practices
16 © 2013 Ariba, Inc. All rights reserved.
#AribaLIVE
The New Normal Changes the
Way Storebrand Thinks about
Procurement
• Corporate Responsibility will play a more important role in the future
Storebrand well positioned already – but need to act on the whole value chain
• More focus on Lean operation to be cost efficient
Important to do More with Less – require efficient process and standards
in place
To be efficient we need efficient tools to support the operation as FTEs
are limited
• Efficient or automated processes with the suppliers are important
Ensure that we get the right data on time at limited cost for both parties
Important with automated processes to monitor how the suppliers are
performing
• More focus procurement on cost
Efficient processes to put needs out on the marked for bid – limit Single Source
Acceptance in the organisation that cost is more important –
what's good enough?
17 © 2013 Ariba, Inc. All rights reserved.
Questions?
© 2013 Ariba, Inc. All rights reserved.
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How To Build A Lean But Mean Purchasing Organization

  • 1. How to Build a Lean but Mean Purchasing Organization Ellen- Carine Martinez Procurement/ Sustainability Reporting Storebrand © 2013 Ariba, Inc. All rights reserved.
  • 2. #AribaLIVE Delivering Measurable Benefits Value to Companies of All Sizes, Industries, Regions © 2013 Ariba, Inc. All rights reserved.2 Supplier ValueBuyer Value Sourcing Procurement Process AP Process Compliance WCM & Discount 3-9% Process Savings $3-20 Savings/ Document 1-8% Spend Savings Total Savings Faster Payment AR Process Processing Orders Sales & Marketing Increased Revenue 15-75% Time Savings 15-75% Process Savings 5-32% Revenue Increase Total Savings Source: Ariba customer surveys and interviews
  • 3. #AribaLIVE Ariba Collaborative Value Chain – Direct, Indirect, Services © 2013 Ariba, Inc. All rights reserved.3 •Spend Data Enrichment •Spend Analysis • Contract Collabor ation • Authoring • Repositor y • Requisitio n Ownershi p • Catalog Complianc e • Contract Complianc e •Approv al Workfl ow •PO Collabora tion •PO Transmissi on •Goods & Services Receipt • Invoice Receipt • Invoice Complianc e • Invoice Approval • Exception Workflo w • Awarenes s Marketing • Lead Collabor ation •Proposal Collabora tion •Bidding Opportunit y • Contract Collabor ation • Contract Repositor y •Catalog Collabora tion •Catalog Syndicatio n •Requisition Collabora tion •Specificati on Negotiatio n • Order Collabora tion • Order Status • Invoice Delivery • Invoice Collabor ation •Supplier Info; Performance Mgmt; Supplier Research • Company Profile Mgmt • Customer Account Management Buyer’s Processes: Analyze to Pay Supplier’s Processes: Market to Cash •Payment Collabora tion •Discount Collabora tion • Payment Collabor ation • Payment Visibility • Working Capital Collabor ation • Category / Project Mgmt • RFI / RFP / Auction Collabora tion • Savings Tracking & Pipeline
  • 4. #AribaLIVE Speaker Bio - Ellen-Carine Martinez • Ellen-Carine Martinez is a supply chain and spend analyst manager for Storebrand Lifeinsurance. Ellen-Carine is also responsible for the sustainability reporting for the company. Prior to working with procurement and sustainability she served as a financial advisor for Storebrand followed by a manager role for the Sales and Comissions report for her company. Ellen-Carine holds and MBA from St. Joseph's Univesity in Philadelphia and has been with Storebrand for 10 years. © 2013 Ariba, Inc. All rights reserved.4
  • 5. Ellen-Carine Martinez Storebrand Group Building a Lean but Mean Purchasing Organization
  • 6. #AribaLIVE Agenda • Company Overview • Challenges • Approach • Results • The New Normal – Key Takeaways 6 © 2013 Ariba, Inc. All rights reserved.
  • 7. #AribaLIVE Storebrand Group 7 The Group’s activities are carried out through four main business areas: Storebrand is the leading provider of life insurance and pension funds in the Nordic market Vision "Recommended by our customers" Life and Pension Insurance Asset Management Banking © 2013 Ariba, Inc. All rights reserved.
  • 8. #AribaLIVE • Storebrand have for more than 15 years had focus on Socially Responsible Investment (SRI) More than 120 companies worldwide excluded from investments Eight people focus on and manage SRI and the dialogue with this companies Sustainable Asset Owner of the Year 2011 • Focus on CR in all purchases from the group All companies excluded from investments also excluded from purchasing • Qualified for Dow Jones Sustainability Index Listed on the DJSI 14 consecutive years CO2 neutral since 2008 Global 100 - world leader in clean capitalism • Member of United Nations Global Compact Corporate Responsibility (CR) Is a Main Driver in Everything We Do. 8
  • 9. #AribaLIVE New Financial Industry Requirements Dictated Changes in Storebrand 9 • Financial industry not know to have high focus on procurement in their organization Storebrand was not much better than the average financial institution. Started its procurement initiative in 2008 and by building an organization. • More competition in the market requires more focus on cost Changing regulation from the ministry of finance is forcing more standardised products in the market More focus on procurement cost and not only sales in the industry Costs increasing – especially in IT – as new requirements emerge • Storebrand established group procurement function to meet the challenges Reduce procurement cost by 10% in three-year period Ensure that new purchases are managed professionally Ensure control of all procurement in the organisation © 2013 Ariba, Inc. All rights reserved.
  • 10. #AribaLIVE Constraints Required a Lean and Mean Strategy 10 Constraint Mitigating Strategy People Limited purchasing headcount Lack of internal resources w/necessary skills • Process standardization for efficiency • Recruit high caliber staff • Ensure flexibility across the team to limit competence risk and knowledge • Integrated suite (including network integration) for seamless processes Time Savings timeframe aggressive No time for multi-year system deployments • SaaS / Cloud solutions to min deployment time and IT requirements • Prioritized, phased deployment of solutions Limited ability to change suppliers Most procurement are IT systems and operations with long term contracts No purchase of direct material in production • Leverage spend analysis to identify all possible opportunities © 2013 Ariba, Inc. All rights reserved.
  • 11. #AribaLIVE Strategy - Systems • SaaS / Cloud model: Minimizes time to value Minimizes upfront effort / costs and IT requirements • Closed-loop, integrated source-pay suite Ensure seamless, efficient processes Improve compliance Single vendor point of contact • Vendor selected = Ariba Best-in-class, integrated suite of Cloud solutions Close customer engagement model (ongoing) Network enables better supply-base collaboration 11 © 2013 Ariba, Inc. All rights reserved.
  • 12. #AribaLIVE Deployment Approach • Objectives: Minimize time to value Minimize internal resources required (small team) • 3-Phased Approach 12 Sourcing / Contracts • Fastest deployment • Start driving savings quickly • Increase team efficiency Spend Visibility / Supplier Management • Drive ongoing pipeline • Monitor performance Procure-to-Pay (under investigation) • Drive process savings • Ensure compliance • Close loop 1 2 3 © 2013 Ariba, Inc. All rights reserved.
  • 13. #AribaLIVE Sourcing Increased Throughput and Competitiveness • Increase our reach when we seek new suppliers Able to manage more suppliers in an RFx event with less resources New opportunities have come across that would not have been investigated before • Standardized processes increase efficiency = more categories sourced Standardised templates allows us to build to RFx in limited time Risks mitigated by standardised question, included those that usually was forgotten • Everything is possible to Source through Ariba Management of Shopping malls – Storebrand the second biggest owner in Norway Complex IT systems and operation Sale of credit portfolio from Storebrand Bank Consultants with competition inside established frame agreements 13 © 2013 Ariba, Inc. All rights reserved.
  • 14. #AribaLIVE Contract Management Ensuring Control of all Commitments • Contract repository ensures good control of our contracts All agreements in the organisation is stored in the system Gives good control of the internal users of the contract Notifications used correctly gives us enough time to start re-negotiations in good time Mitigation of risks for the group • Templates ensures Lean process for new contracts New contracts established on limited time with new suppliers Clause Library gives good control of changes accepted with suppliers Negotiation functionality gives good control of any changes Health services Auto claims 14 © 2013 Ariba, Inc. All rights reserved.
  • 15. #AribaLIVE Supplier Management and Spend Visibility Driving Sustainability • Supplier Management ensures lean monitoring of suppliers Establish standardised KPIs across all suppliers or areas gives us better insight to the delivery we receive – and where we have issues Ensures CR requirements on suppliers actually are monitored and delivered • Ensures that all information on a supplier is stored in one place Important to get one common repository of each supplier to ensure access for the team Establish one common view of all activities with supplier in Ariba • Spend Visibility gives us better insight to our purchase volume Multiple GL account systems made it hard to consolidate spend Gives us insight to where the costs are and who is purchasing outside contracts Identify / prioritize areas where new Sourcing initiatives should be established 15 © 2013 Ariba, Inc. All rights reserved.
  • 16. #AribaLIVE Progress to Date • Winner of the Nordic Swan ”Best in Class” Procurement organization for two consecutive years, nominated since 2009. Good control of Spend and capability to monitor suppliers Established obligations given in the contract by suppliers monitored through SIPM & SV • Realization of cost reduction targets Cost reduction targets met and delivered according to plan Additional initiatives on cost reduction – now challenging health care services • Procurement organization established as an important business partner within Storebrand Efficient organization that delivers value to the rest of the group and able to execute quickly Built competence on business needs and how to utilize supplier capability instead of using resources on standardized tasks • Next steps – Continued work on standardized and Lean processes in procurement – Continue to work on P2P possibilities and integration with this suite – Systematic monitoring of suppliers and their efforts towards sustainable business practices 16 © 2013 Ariba, Inc. All rights reserved.
  • 17. #AribaLIVE The New Normal Changes the Way Storebrand Thinks about Procurement • Corporate Responsibility will play a more important role in the future Storebrand well positioned already – but need to act on the whole value chain • More focus on Lean operation to be cost efficient Important to do More with Less – require efficient process and standards in place To be efficient we need efficient tools to support the operation as FTEs are limited • Efficient or automated processes with the suppliers are important Ensure that we get the right data on time at limited cost for both parties Important with automated processes to monitor how the suppliers are performing • More focus procurement on cost Efficient processes to put needs out on the marked for bid – limit Single Source Acceptance in the organisation that cost is more important – what's good enough? 17 © 2013 Ariba, Inc. All rights reserved.
  • 18. Questions? © 2013 Ariba, Inc. All rights reserved. 18
  • 19. #AribaLIVE Please Complete Session Survey © 2013 Ariba, Inc. All rights reserved.19 Find Session in Schedule Click Choose one Rate Session Thank you for joining us Click Survey and Select Breakout Session Survey

Hinweis der Redaktion

  1. Ariba’s On Demand applications and the Network generate measurable value to organizationsBuyer’s experience significant savings that fall right to the bottom lineSome savings are obvious (see above) but others less so. For example, a large Oil company was able to significantly cut inventory of replacement parts in its refineries due to the visibility into order status the network provided. This visibility not only enabled the managers to focus on the operations instead of whether a critical shipment was going to come, but also enabled them to reduce the excess inventory they needed as safety stock to ensure the refinery didn’t go downSuppliers experience savings through the automation of non-value added activities (like AR clerks having to call their customers each month to see when payments will be made)Suppliers also see top line growth from participation on the network – including net new business and increased wallet share with existing customers
  2. Life and Pension: Sweden/Norway 42,2 million euros in premiumincome 300 million euros in customerfunds 30% marketshareInsurance: 26,5 million euros inpremiumincomeAsset Management: 558,5 million eurosBanking: 46,3 million euros in