Expanding the CPO Sphere of Influence Beyond Procurement
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Organizations today look up to procurement teams to deliver beyond tactical savings. Procurement is increasingly seen as the driver of business value through cross- functional collaboration within the enterprise as well as outside. Stepping up to this expectation calls for breaking the silo and adopting an approach that addresses the imperatives of procurement as well as those of the value chain participants such as finance, IT, and the supplier community. This session showcases how procurement teams can break the mold of being the “buying department” and expand its sphere of influence by leveraging collaborative processes and technologies.
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Expanding the CPO Sphere of Influence Beyond Procurement
- 1. #AribaLIVE @ariba Expanding the CPO Sphere of Influence Beyond Procurement Speakers: Tom Donatelli –TEVA Pharmaceuticals Norbert Riezler – Las Vegas Sands Corporation Moderator: Sundar Kamak, Ariba, an SAP Company @ksundar1 © 2015 Ariba – an SAP company. All rights reserved.
- 2. #AribaLIVE @ariba @ksundar1 Agenda © 2015 Ariba – an SAP company. All rights reserved.2 • Overview and Introductions • Panel Presentations • Q&A
- 3. #AribaLIVE @ariba @ksundar1 The Panel Team 3 Norbert Schiezler Sands Corp © 2015 Ariba – an SAP company. All rights reserved. Sundar Kamak Ariba, an SAP Company Tom Donatelli Teva Pharm
- 4. #AribaLIVE @ariba @ksundar1 Purchasing Sourcing Cash Risk Innovation Sales M&A New Products New Markets Joint Ventures Travel Outsourcing Contingent Workers Trusted Advisor / Influencer / Special Projects Accounts Payable The Role of the CPO in 2014 Convergence Report - Ardent Partners Ltd. © 2015 Ariba – an SAP company. All rights reserved.4
- 5. #AribaLIVE @ariba @ksundar1 How is the CPO viewed internally? © 2015 Ariba – an SAP company. All rights reserved.5
- 6. #AribaLIVE @ariba @ksundar1 Areas that Have Fallen under the CPO (Last 5 Years) © 2015 Ariba – an SAP company. All rights reserved.6
- 7. #AribaLIVE @ariba Expanding the CPO Sphere of Influence Beyond Procurement Tom Donatelli –TEVA Pharmaceuticals © 2015 Ariba – an SAP company. All rights reserved.
- 8. #AribaLIVE @ariba @ksundar1 Who is Teva? AMONG TOP 10 PHARMA COMPANIES IN THE WORLD 100+ EXISTENCE YEARS IN BILLION TABLETS MANUFACTURED IN 2013 64 MOLECULES 1,000 EMPLOYEES 45,000 OVER 55,000+ PRODUCT VARIANTS 65 MANUFACTURING SITES AROUND THE WORLD $20.3B 2013 REVENUES WORLD WIDE MARKETS COUNTRIES 60
- 9. #AribaLIVE @ariba @ksundar1 Teva Procurement Organization $9B ANNUAL SPEND GLOBAL TEAM MEMBERS ~500 LONG-RANGE SAVINGS GOAL $1B COUNTRIES 29 TEAM PRESENCE IN WORLD WIDE SUPPLY BASE
- 10. #AribaLIVE @ariba @ksundar1 10 Strategic Sourcing Operational Buying Transactional Global Category Strategy Management Supplier Relationship Management Contract/ Purchasing Management P2P Our Procurement Transformation Traditional Strategic © 2015 Ariba – an SAP company. All rights reserved.
- 11. #AribaLIVE @ariba @ksundar1 Our Transformation Roadmap 11 Year 1 Year 2 Year 3+ Spend & Cost Management Stakeholders & Governance Infrastructure and Systems Program Management People Spend Analysis, Prioritization & Savings Tracking Category Management Training Wave 2 Refine Policies Policy Implementation & Compliance Advisory Committee Ariba SAP Define KPI’s Measure & Report Communications Define Structure Build & Develop Leadership Team Procurement Academy © 2015 Ariba – an SAP company. All rights reserved.
- 12. #AribaLIVE @ariba @ksundar1 Procurement Transformation and Ariba 12 • Leverage industry-leading software suite utilized by best-in-class procurement organizations • Enable a web-based, collaborative solution • Support Teva’s move towards a unified procurement organization • Standardize processes, policies and solutions to deliver efficiencies and savings • Source to Contract (S2C) – Direct & Indirect Spend and Procure-to- Pay (P2P) - Indirect Spend • Deployment will occur in waves – Dec 2014 through 2016 Ariba for Teva © 2015 Ariba – an SAP company. All rights reserved.
- 13. #AribaLIVE @ariba @ksundar1 Ariba – Part of Teva’s Enterprise ERP Program 13 Enable efficiency and innovation in our business Develop a high- performance, value-driven team Operate as a world-class pharmaceutical company Harmonized systems and consistent business processes Ariba Rebate SAP ECC SAP MDG APO Veeva Success Factors Employees Central TrackWise LIMS Success Factors LMS © 2015 Ariba – an SAP company. All rights reserved.
- 14. #AribaLIVE @ariba @ksundar1 14 Ariba Benefits for Teva • Ensure control and compliance to purchasing processes • A more user-friendly intuitive shopping experience • Shorter requisition to purchase order cycle times • Visibility and traceability of spend • Increase global consistency and transparency • Increase contract compliance • Budget Control* • Request to receive change history & tracking • Standard solution • Low maintenance • Automatic upgrades • Better order visibility and accuracy • Close collaboration with suppliers All TevaProcurement © 2015 Ariba – an SAP company. All rights reserved.
- 15. #AribaLIVE @ariba @ksundar1 15 Reshaping the Procurement Organization Global Category Management Business Process & Operations Regional / Local Procurement © 2015 Ariba – an SAP company. All rights reserved.
- 16. #AribaLIVE @ariba @ksundar1 Raising the bar Raising the bar Combining depth of experienced Teva colleagues and new capabilities hired externally A redesigned, matrix organization that combines local partnership with stakeholders and global leverage Solidifying the foundation and heightening our value delivery through focus on systems, processes and policies Enhancing capabilities through category management approach and custom-designed learning & development A redesigned, matrix organization that combines local partnership with stakeholders and global leverage Transforming Our Global Team
- 17. #AribaLIVE @ariba @ksundar1 17 Developing Our People DNA will: • Determine competencies required by job role • Provide a clear picture of strengths and areas for development – at individual and team levels • Map competency gaps against the required job profile • Build targeted and tailored individual and group development plans to bridge the gaps DNA (Development Needs Analysis) A new program for individual and team capability building © 2015 Ariba – an SAP company. All rights reserved.
- 18. #AribaLIVE @ariba @ksundar1 18 Key Takeaways • Success in the long term often requires steps to “Fix the Foundation” in the short term • Processes, Systems and Tools are key enablers to success • Common languages, approaches must be established • Success will never happen if People are not a top focus and priority © 2015 Ariba – an SAP company. All rights reserved.
- 19. #AribaLIVE @ariba Expanding the CPO Sphere of Influence Beyond Procurement Norbert Riezler Chief Procurement & Sustainability Officer Las Vegas Sands Corporation © 2015 Ariba – an SAP company. All rights reserved.
- 20. 20Confidential The Venetian | The Palazzo | Sands Expo | Sands Bethlehem | Paiza | Sands Macao The Venetian Macao | Four Seasons Hotel Macao | The Plaza Macao | Sands Cotai Central | Marina Bay Sands Expanding the CPO Sphere of Influence Beyond Procurement Norbert Riezler Chief Procurement & Sustainability Officer
- 21. 21Confidential Las Vegas Sands Corp Topics 1. Global Procurement & Supply Chain 2. Sands ECO360 & Sustainability 3. Global Synergies
- 22. 22Confidential The Venetian | The Palazzo | Sands Expo | Sands Bethlehem | Paiza | Sands Macao The Venetian Macao | Four Seasons Hotel Macao | The Plaza Macao | Sands Cotai Central | Marina Bay Sands The Venetian Macao Marina Bay Sands, Singapore Sands Macao The Palazzo Las Vegas The Parisian, MacaoSands Cotai Central, Macao $4,563 $6,853 $9,411 $11,131 $13,770 $14,584 $0 $2,000 $4,000 $6,000 $8,000 $10,000 $12,000 $14,000 $16,000 2009 2010¹ 2011 2012² 2013 2014 LVS Historical Net Revenue ($MM) $48 $775 $1,644 $1,768 $2,399 $2,894 $0 $500 $1,000 $1,500 $2,000 $2,500 $3,000 2009 2010¹ 2011 2012² 2013 2014 LVS Historical Adjusted Net Income($MM) The global leader in Integrated Resort development and operation, delivering strong and diversified cash flow and earnings as well as growing recurring dividends Four Seasons Macao Sands Bethlehem The Venetian Las Vegas
- 23. 23Confidential Procurement & Supply Chain Engagement Journey • 2008—Food & Beverage & Operating Supplies only in LV • 2009—Added other areas such as IT, Gaming, Facilities, Outside Services, Furniture, Logistics, Supply Chain for US • 2010—Created a global Procurement & Supply Chain Organization that is Category-Based and Centrally-Led with offices in US, China, Macao, Singapore • 2011—Added Supplier Quality Organization and added Marketing, Construction, Ferry Procurement • 2012—Created Procurement & Supply Chain Capability Maturity Model and Launched Ariba • 2013 Enhanced our Category Strategies/Spend Analytics and added Employees Benefits • 2014 Enhanced team member capabilities and readjusted organization
- 24. 24Confidential Beverage $49.8M Employee Benefits $116.1M Facility & Facility Services $217.8M Ferry $74.0M FF&E $67.4M Food $209.7M Gaming $99.3M Marketing $184.6MOperating Supplies $77.8M Outside Services $271.2M Development & Construction $661.1M Retail $17.8M Surveillance $17.2M Technology $253.7M Utilities $208.1M Beverage Employee Benefits Facility & Facility Services Ferry FF&E Food 2014 Addressable Spend
- 26. 26Confidential GREEN BUILDINGS Green building design and construction minimize impacts on the environment and provide the foundation for conservation of natural resources during the years of operation. Third party certifications provide a credible validation of our sustainability efforts. Las Vegas Singapore Macao Bethlehem, PA The Parisian
- 27. 27Confidential Conservation of natural resources • Reduced our electricity consumption by 4.75% compared to 2013 (equivalent to annual energy consumption of 5,144 homes) Waste management and recycling • At our Las Vegas campus, we have achieved a 59% diversion rate to date. Across all of our properties we currently average more than 29% Sustainable Purchasing • Our Sustainable Procurement Policy defines sustainability criteria for product purchases in nine categories • We continuously look for innovative product alternatives that would allow us to expand our sustainable procurement program ENVIRONMENTALLY RESPONSIBLE OPERATIONS On average, the operation of a building over its lifetime considerably exceeds the initial environmental impacts of construction. Implementing environmentally sound operational practices reduces natural resource consumption and improves the health and comfort of our guests and team members.
- 28. 28Confidential SUSTAINABLE MEETINGS Sands ECO360 Meetings program is a holistic approach to providing environmentally preferable choices and options to meeting planners and clients. Our Green Meeting Concierge assists in seamless integration of clients’ environmental objectives throughout the event. Sands ECO360 Event Impact Statement summarizes event’s energy and water consumption, recycling rate, carbon emissions and any other sustainability highlights. Bollywood Honors Venetian Macao for its Sands ECO360 Meetings program Breaking Recycling Record with McDonald’s with a 92% Diversion Rate ISO Certification & APEX/ASTM Certification • Marina Bay Sands and the Venetian Macao are the first integrated resorts in Asia to achieve ISO 20121 certification for sustainable events. • Venetian, Palazzo and Sands Expo are the first in the world to achieve APEX/ASTM Sustainable Event Standard Level Two certification.
- 29. 29Confidential Clean The World Partnership • Assisted in establishment of Clean the World’s Asian operations. • The Venetian and The Palazzo in Las Vegas and Venetian Macao hosted Clean the World events where Team Members and the communities built more than 120,000 hygiene kits for disaster relief efforts. Team Member Engagement • More than 2,200 Team Members joined 200,000 people around the globe by personally pledging to take action to protect the environment during the I Will If You Will challenge. • During the World Hunger Day, Team Members organized canned food collection drives to support local communities and encourage Team Members to minimize food waste STAKEHOLDER ENGAGEMENT Increasing the understanding of sustainability through communication, awareness and partnerships within local communities is the foundation of the Sands ECO360 Program.
- 30. 30Confidential SANDS GLOBAL SYNERGIES • Objective – Use team members to establish consistent standards, share best practices, improve guest satisfaction, and drive operational efficiency • Project Expectations – Establish cross-functional, cross-regional teams to enhance our operations – Reduce cost and risk while enhancing guest experience and Team Member training – Foster teamwork and cooperation among global, cross-functional teams • Project Management – Project champion has the overall responsibility to lead the cross-functional team – Executives will provide strong support and guidance • Project Timeline – Projects will be kicked off in intervals
- 31. 31Confidential GLOBAL SYNERGIES PROJECTS • Internal Management Reporting: Create consistent internal management reports across the properties • Crisis Management: Establish policies, roles and responsibilities, and clear communication protocols for crisis management • Team Member Engagement Survey: Implement a consistent survey at all properties • Guest Satisfaction Survey: Implement a consistent survey at all properties • Food Safety Standards: Enhance the Food Safety & Hygiene Program for the entire process – procurement, supply chain, culinary, stewarding, and sustainability • Room Standards: Develop a consistent set of room standards at all properties • Standard Operating Procedures: Establish consistent Standard Operating Procedures at all properties for all functions
- 32. 32Confidential NEW SOP SITE – LANDING PAGE
- 33. #AribaLIVE @ariba @ksundar1 Panel Discussion © 2015 Ariba – an SAP company. All rights reserved.33
- 34. #AribaLIVE @ariba © 2015 Ariba – an SAP company. All rights reserved. Q&A Expanding the CPO Sphere of Influence Beyond Procurement
- 35. © 2015 SAP SE or an SAP affiliate company. All rights reserved. Thank you! Contact information: Sundar Kamak Global Vice President – Solutions Marketing Email: sundar.kamak@sap.com | Twitter: ksundar1