Transcript
SEMINAR FORRETNINGSUNDERSTØTTENDE CLM-SOFTWARE
OPLÆG FRA RAMBØLL MANAGEMENT CONSULTING
CONTRACT AND COMMERCIAL MANAGEMENT FORRETNINGSUNDERSTØTTENDE CONTRACT MANAGEMENT SOFTWARE 2. NOVEMBER 2015
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CLM SOFTWARE INTRODUKTION Stigende fokus på software-understøttelse af kontraktstyring
60%
60% af IACCM’s medlemsvirksomheder har implementeret CLM software
Undersøgelse fra det danske marked “Hvilke processer/systemer anvender din virksomhed i dag?”
Selvstændigt digitalt system
52%
ESDH-system
30%
Udfordring! Mindre end 30% opnår fuld succes med implementering
27%
Excel-baseret
26%
ERP-system
20%
Fysisk
18%
CRM-system eProcurement
14% 6%
63% af IACCM’s medlemsvirksomheder har
63%
fokus på at forbedre værktøjer og systemer i 2015
CLM-markedet forventes at vokse med 16,35 % årligt i perioden 2015-2019
3 Kilde: IACCM; www.bechbruun.com; Barthel Andrew
CLM SOFTWARE – REVOLUTIONERENDE UDVIKLING TIDEN FOR KOGNITIVE COMPUTERSYSTEMER
https://youtu.be/np1sJ08Q7lw
4 Kilde: Www.youtube.com;
CLM SOFTWARE - UDVIKLING FRA OPBEVARING TIL FORRETNINGSUNDERSTØTTELSE ?“One truth”? Enterprise level kernesystem
Operationel dokumentationssikring
Aktiv kontrakstyring, der sikrer opfølgning på rettigheder og forpligtelser
Business risks Udgiftsfald Maksimering af top- og bundlinje
Udviklingstrin 1
Udviklingstrin 2
Udviklingstrin 3
Direkte adgang for alle parter Delt performance management-info Delt risikoregister Fælles forpligtelsesoverblik Fælles synlige dashboards
Udviklingstrin 4
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CLM SOFTWARE - DRIVKRAFTEN FRA ”NICE TO HAVE” TIL ”NEED TO HAVE” I
Nødvendigt med hurtigere eksekvering af kontraktprocessen
II
Krav om forøget fokus på governance, risici og compliance
III
Fokus på reduktion af administrationsomkostninger og forøgelse af kontraktvolumen
IV
Digitaliseringen af kontrakter (tilgængelighed) og brug af e-signature
V
Øget kompleksitet i leverancerne
VI
Større diversitet fra kunde til kunde – forskelligartede kontrakter
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CLM SOFTWARE - LANDSKABET KONTRAKTLIVSCYKLUS OG SOFTWARE-FUNKTIONALITETER SOFTWARE-FUNKTIONALITETER Udvalgte leverandører
KONTRAKTLIVSCYKLUS
Forberedelse
Konkurrence -udsættelse
Kontraktdata
Personlige dashboards
Stort marked
Mindre marked inden for personlige dashboards
Stort marked
Adv. søgefunktion
Stort marked
Stort marked
E-mailadvarsler
Stort marked
Rapportering
Stort marked
E-signaturer
Mindre marked
Approval workflows
Stort marked
Pre- at væreLeveranTilbydes Simpelt Std.- og Ikke en ProcesEn metodeKan Predefinerede til at roller beskytte organisationen ved risikobevidst difinerede dører af alle (geografi, dække påog eller ad-hoc type, beløb •• Rapporteringer Computersystem enkelte software forpligtelser, kontrakter, porteføljeniveau mv.) ser, der nøgleroller tilbyder leveranhele komrapporfunktiokræver • Guidelines Administrator blandt adv. dører i forløbet plekst tering nalitet godken•• Lead Dokumentarkivering time Stort størstesøgning forskelligt presystem blandt delse fra Alle faser marked delen af fx ord, omfang award tilManager (50/50) alle f.eks. en • Politikker Contract •• Performance Dokument-tracking rapportering evaluering
inden for dashboards
creation)
Lagring pre – award til evaluering
leverandørerne
Forskellige roller og adgange gennem hele kontraktprocessen
datoer, sætninger mm.
Dækning af proces afhænger af om contract creation er med
Lagring • Seperate, Sikkerhedskontrol udvidede adgange (indhold, • Dokumentorganisering fra udvik- workflow mm.) ling til • Kontraktrettelser Versionkontrol evalue• Størrelse og scope ring
Leverance
Roller & adgang
Rapportering DOCUMENT ROLLER & ADGANG COMPLIANCE MANAGEMENT MANAGEMENT
• Procedurer Kontraktforfatter •• Governancerapporteing Dokumenthåndtering Evt. ikke fase 1-2 • Dokumentation •• Ledelsesrapportering Kontraktlæser (contract Dokumentkontrollering
Udvikling
Document Management
Hele processen
Eks.: Udløbsdato, review dato, milepæle osv.
Rapportering af behov, forhandling, udvikling og evaluering
leverandører
manager før fuldførelse kan ske
Compliance Management
Stort marked Mange variationer Version control, contract control, procedurer osv. Sikkerhed fra start til slut
Performance-analyser Kontraktkontrol •• Små, alenestående systemer • Brugergrupper •• Store Datafortrolighed med forskellige muligheder/adgange enterprise-wide konfigurationer, som betjener et globalt publikum
Ophør
8 Kilde: Www.business-software.com; Gartner; Forrester Rescearch; RMCs egen undersøgelse
UDVÆLGELSE AF DÆKKENDE CLM SOFTWARE-VÆRKTØJ PROCES OG FUNKTIONER
Forberedelse og behovsafklaring
Konkurrenceudsættelse
Indsnævring af leverandørfelt
FASE 1
FASE 2
FASE 3
• Kortlægning af eksisterende processer og værktøjer
• Udarbejdelse af udbud til markedet for CLM software • Vurdering af tilbud baseret på rangering af CLM softwares opfyldelse af behov og krav identificeret i fase 1
• Baseret på opfyldelse af behov og krav identificeret i fase 1 inviteres et antal tilbudsgivere til at afgive tilbud • Antal af tilbudsgivere reduceres løbende
• Identifikation af behov og tekniske krav • Identificering af kort- og langsigtede målsætninger for processer og egenskaber
Brugertest af software
FASE 4 • Test af værktøjer for identifikation af styrker og svagheder samt ”ease of use” • Endelig evaluering af software og tilbud
Valg af leverandør og Implementering
FASE 5 • Start ”småt” • Involvering af brugere fra start til slut
• Undgå modstand mod forandring
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UDVÆLGELSE AF DÆKKENDE CLM SOFTWARE-VÆRKTØJ FORBEREDELSE OG OVERORDNET BEHOVSAFKLARING Potentielle overvejelser ENTERPRISE
ARKITEKTUR
KONFIGURABILITET
• Kontrakttyper: Sell, buy, admin
• Cloud, skalerbar osv.
• Konfigurerbare kontrakttyper
• Forretningstyper
• WEB-service
• Metadata
• Geografi
• Hybrid, distribueret modelkapabilitet osv.
• Workflow-konfiguration ved kontrakttype
BRUGERVENLIGHED
IMPLEMENTERING
SAMARBEJDE
• Intuitiv brugergrænseflade
• Implementeringshastighed
• Tredjepartsportal
• Understøttelse af MS Word, MS Excel o. lign.
• Erfaring/viden
• Onboarding
• Kvalitet fra kundeservice
• Pre- og post-sign-samarbejde
• Strategi: Differentieret, standardiseret osv.
• Udvidet søgefunktion
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CLM SOFTWARE MARKEDSUNDERSØGELSE – SOFTWARE-SCREENING Find den software, der opfylder din organisations behov UDPLUK AF LEVERANDØRER
TEKNISKE SPØRGSMÅL
KUNDE-LEVERANDØR-MATCH
• Prismodel • Licensmodel • Faser i kontraktens livscyklus • Brugerroller • Rapportering
?
• Søgefunktion • Dashboard
• Dokumentarkiv • Osv.
11 Kilde: RMCs egen undersøgelse;
CONTRACT & COMMERCIAL MANAGEMENT STRATEGY AND PROCESS FOR REQUIREMENTS ASSESSMENT OF BUSINESS SOFTWARE November 2nd 2015 Version 1.0
SENIOR MANAGER BUSINESS TECHNOLOGY NILS ROIEN
[email protected] +45 5161 8040
Confidential material. Not for public use or exposure. May not be shared with third parties
IF CLM WAS JUST TO SUPPORT LEGAL DEPARTMENTS SOFTWARE SELECTION CAN BE REASONABLY EASY, BUT …
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• A standard approach for simpler software selections
Project organisation and management
2
Business strategy, process & requirements review
3
4
5
6
7
8
9
Define improvement goals & opportunities
Application market research and long list of vendor candidate selection
Request for proposal (RFP) creation and long list vendor invitations
RFP response analysis and short list vendor selec-tion
Demonstration script creation and execution
Demonstration analysis and due diligence
Vendor selection and contract negotiation
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Implementatio n
CLM SELECTION IS NOT JUST CHOOSING SOME SOFTWARE ENSURING PREPAREDNESS & ROBUSTNESS OF SURROUNDING ENVIRONMENT IS KEY • Selecting enterprise class application software is a complex project and the stakes are high. • A successful software selection and implementation can transform your organization into a best-in-class player in your market. • However, ignoring the broader perspectives and poorly executing the selection phase of your project will result in selecting software that is not aligned to your organization’s current requirements and plans for the future • Failure to prepare your broader organization for change and a successful implementation will result in an implementation that at the best will fail to complete on time and never deliver significant benefits
Business strategy discovery / roadmapping / KPI-drivers
Feedback enablement
End-to-end process discovery / renovation / preparation
Process alignment
1
Project organisation and management
2
Business strategy, process & requirements review
3
4
5
6
7
8
9
Define improvement goals & opportunities
Application market research and long list of vendor candidate selection
Request for proposal (RFP) creation and long list vendor invitations
RFP response analysis and short list vendor selec-tion
Demonstration script creation and execution
Demonstration analysis and due diligence
Vendor selection and contract negotiation
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Implementatio n
Skills assessment / general education / certification
Specific training
Back-Office system & integration point assessment
Systems integration
THE SCOPE CAN BE VERY WIDE. PLAN FOR THE FUTURE
POTENTIALLY MANY USE CASES, PROCESSES INVOLVED, PLAYERS, STAKEHOLDERS • What is the scope and reach of CLM? • Who are the players and which roles do they have? • Which processes are in play? • What level of transparency does each player have? • Which players can do what within our CLM system? • What is shared in our CLM system? • Who are the key stakeholders to involve in decisionmaking? • Which reporting towards whom? • Is there a direct coupling betwe-en business strategy and execu-tion & feedback of outcomes? • Special compliance requirements (eg. data, mix (ie US+Chinese), geographies (ie dataprotection)) • …?
Customer
Customer
Customer
Partner
Company A Sales
Manufacturing & Services
Customer Mgmt
Partner Mgmt
Company B
Business Business Strategy Mgmt
HR
CLM Vendor
Employee
Staff Mgmt
IT
• What to do? • With what? • With whom? • Towards whom? • How to do? • Agreeing on? • In which manner?
Partner
Employee
Legal Vendor Mgmt
Company C
Partner
Vendor
Vendor
Employee
SO THINK BROADLY AND MAKE ENTERPRISE DECISION
BESIDES ASKING VENDORS FOR STANDARD INFORMATION, PREPARE YOURSELF
• Define organizational and IT strategic vision for the next three years • Educate key client stakeholders about options and possibilities • Assess the current portfolio of back-office systems for integration • Analyze current high-level processes and identify opportunities for simplification and automation • Develop a long-term contract data management strategy • Identify ways that supporting technologies – such as mobile, business intelligence etc can support organizational objectives • Evaluate broader IT and enterprise system options • Develop a three-year roadmap for CLM implementation and benefits realization • Define an organizational change management strategy to support the defined roadmap •…
HOW MATURE IS YOUR ORGANISATION? AND GOING ON? BOTH CURRENT PREPAREDNESS AND FUTURE NEEDS MUST FIT WITH NEW TOOL Beware of tools • Are you ready for CLM? • The worst thing to do is to cast chaos in concrete or to think that any tool is a silver bullet – ensure that things are in working order before even looking at CLM systems. • Next pages shows a 4-layered maturity assessment model which can be used to identify areas where improvements might be necessary before implementing a tool or where ”manual” activities might be needed in parallel with a tool to ensure overall high maturity.
Ad hoc
Repeatable
• Processes are ad hoc, disconnected, and disorganized • A few individual advocates exist, but no formal program is in place • There is limited awareness or acceptance across the organization
• Requirements are known, responsibi-lities are assigned • Gaps are identified • Communication and education programs are rolled out across the organization • Plans are established and followed
Managed
Optimized
• Processes are part of the culture and an integral, inseparable part of ongoing operations and decision making • Performance is highly predictable
• Processes are fully mature. • All investments and decisions are linked. • Feedback is used to adjust and continually improve processes as people, technology, and business requirements change and oppor-tunities arise
Defined • Goals, practices, and performance metrics are fully defined • Processes are standardized, inte-grated, documen-ted, and imple-mented • A formal governance and compliance model is in place
CMMI adopted scale for processes
RELEVANT LAYERS OF MATURITY EVALUATION
WHERE CAN A CLM SYSTEM ENABLE/SUPPORT YOU? AND CAN IT DO ALL YOU NEED? Defined
Managed
Optimized
• Operational performance and cost metrics are collected and aggregated • Fundamental demand forecasting is established
• Data supports evaluation of 3rd party performance to business outcomes • Data supports greater 3rd party accountability and improvements
• Few processes or limited to managing some commercial terms of contracts • Little emphasis on performance and risk
• Processes inconsistently defined and usually at the initiation of a contract • Performance standards created intermittently
• Rules of engagement are established across the enterprise • Processes exists for managing contracts, performance, relationships and risk
• Escalation procedures for non-performers are clearly documented and abided by • Performance management includes rewards for 3rd party best-performers
• Strategic 3rd parties are evaluated on relationship value • Strategic 3rd parties are brought into the business planning cycle
• “They manage You” • No formal roles and no "rules of engagement"
• Assigned authority for managing contracts and performance • Large vendors, partners, customers handled with minimal set of guidelines
• Demand understood and mapped • “Management office” is viewed as an advisor to the business (or IT)
• Demand management links directly to priorities with 3rd parties • 3rd party management seen as a critical business discipline across
• Business strategies and objectives, 3rd party strategies, execution, performance and risk are all aligned to support business goals
• “Management office” coordinates all strategic 3rd party activities • Formal role certifications are broadly used
• Strategic 3rd party managers are senior-level executives • And they are also measured on eg increased level of innovation from 3rd parties
People & Org
Governance
• Data collected intermittently on costs and operational performance • Limited dashboards (technical) exists for large contracts
• 3rd
Analytics
Repeatable
Process & Tools
Ad hoc
• Inconsistent data collection, no centralized aggregation • Little information on spend • No, spotty or inconsistent performance data
• No training, career development or credentialing • No definition of roles, and no performance measures
• Management roles defined • Training & certifications are used randomly for skills in contracting and negotiation
• A “management office” exists • Management roles are defined and welldocumented
party performance metrics align with the business KPI’s • Performance scorecards created that measure and report on multiple levels
HOW TO IMPROVE MATURITY LEVEL
AND AT THE SAME TIME BETTER ENABLE SUCCESSFUL CLM Optimized
Analytics
Managed
• Identify contracts
• Consolidate contract data
• Consolidate performance data
• Develop balanced scorecards
• Measure collaboration and innovation
Process & Tools
Defined
• Monitor large agreements
• Design process flow
• Classify 3rd parties for management
• Segment processes by classification
• Seamlessly link supply and demand
Governance
Repeatable
• Basic rights
• Charter
• Map demands
• Link 3rd party and business strategy
• Business advisor
People & Org
Ad hoc
• Recognize roles
• Team structure
• Map roles
• Create “management office”
• Business management specialization
10 BEST-PRACTICE COMMANDMENTS
EXPERIENCE BASED ADVISES FOR ENABLING SUCCESSFUL OUTCOME
1.
Thou shalt link your project to your company’s business objectives
6.
If the company's business objectives are unknown (increase market share? be recognized as the best in your industry? reduce costs? etc.) better get acquainted with them ASAP
2.
3.
Thou shalt pay particular attention to integration points Unless yet another information silo is wanted it is key to identify the different integration point between the CLM and other back-office systems.
4.
Thou shalt consult ALL stakeholders Everyone (or at least representatives for each group) is principally a stakeholder.
5.
Get under the hood of the product and understand the culture of the vendor. Since you are likely to be doing business together for at least 5 years you better make sure you understand one another. Check references, and especially be aware of differences between on-premise (might be heavily customized) and SaaS (probably same setup) vendors.
Thou shalt shirk away from a lengthy RFP It is far more efficient to have fewer requirements, but well-chosen ones, which will allow to differentiate between vendors since, at the end of the day, that is the point of the whole exercise: to select one vendor over others.
Thou shalt work with a vendor shortlist – not longlist One of the points of a compact, concise and precise RFP is to focus on key differentiators and go straight to the production of the shortlist of vendors who will receive it.
Thou shalt do thy due diligence thoroughly
7.
Thou shalt avoid falling prey to fads Don’t just adopt tools because others have.
8.
Thou shalt have a sponsor Implementing full-scale CLM is an enterprise class exercise. Don’t underestimate the need for corporate sponsorship.
9.
Thou shalt negotiate carefully If an on-premise system is chosen, where you are basically in charge of everything, make sure that any roadmap promises are not something you overheard at a user conference but a contractual commitment.
10. Thou shalt hope for the best and plan for the worst Having a Plan B is always a good idea. If eg. the decision is to use a SaaS-based system, make sure that you are covered in terms of disruption to the service, and that you have in place a disaster-recovery strategy (in conjunction/addition to what the vendor already offers.)
RAMBOLL MANAGEMENT CONSULTING HANNEMANS ALLÉ 53 2300 COPENHAGEN S
[email protected] WWW.RAMBOLL.COM +45 5161 1000
APMG AKREDITERET CONTRACT MANAGEMENT UDDANNELSE Som de første i verden har Nordic School of Contract & Commercial Management i samarbejde med Rambøll fået ret til at udbyde den internationalt anerkendte certificerede IACCM Associate-uddannelse www.nsccm.dk
Se folder i det udleverede materiale!
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AFSLUTNING – TAKE AWAYS VIGTIGE OPMÆRKSOMHEDSPUNKTER
I
Pas på med at basere valg af CLM software på referencer
II
Kortlæg eksisterende processer og værktøjer
III
Kortlæg kort- (need to have) og langsigtede målsætninger for processer og egenskaber
IV
Vurder CLM software isoleret men også i forhold til vigtige integrationer
25
AFSLUTNING – TAKE AWAYS SOFTWARE LØSER INTET UDEN…. Mennesker
Processer
Data
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AFSLUTNING JOBSIKKERHED FOR LEGAL OG CONTRACT MANAGERS
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OPLÆG FRA VESTAS
Managing Complex IT Outsourcing Deals Ramboll Management 2nd November 2015
Henrik Stefansen Senior Director Vestas Global IT Sourcing
Managing Complex IT Outsourcing Deals Agenda
• Brief introduction to Vestas & Global IT • Vestas’ journey into IT outsourcing
• The importance of integrated supplier governance & management • Drivers for, & selection of an offshore SaaS solution
• Reflections on the journey so far
2
Vestas – Ramboll Management – Contract & Commercial Management – November 2015
Vestas in brief The only global wind energy company
3
18,000+
26,000+
54,000+
€ 6.9b
We employ around 18,000 people worldwide and have more than 30 years of experience with wind energy
We monitor around 26,000 turbines, or more than 48 GW, day and night and the data is used for efficient service planning and preemptive maintenance
We have more than 54,000 turbines or more than 67 GW cumulative installed capacity in 73 countries worldwide spanning six continents
Vestas revenue for the full year 2014 was EUR 6.9 billion
Vestas – Ramboll Management – Contract & Commercial Management – November 2015
Global IT’s Strategy House The role of outsourcing
Agility, Quality & Cost supported by Outsourcing
Increased maturity & focus on value creating activities supported by Outsourcing 44 Vestas – Ramboll Management – Contract & Commercial Management – November 2015
Vestas’ journey into IT outsourcing First-time outsourcing now driven by IT strategy
Infrastructure Services
Application Development (HCL)
2011
(NNIT)
2012
2013 Sourcing Strategy V1
2014
AMS SAP Basis ERP Ops
EUC Service Desk Onsite
(HCL)
(tbd)
2015
Sourcing Strategy V2
Office 365 (MS / NNIT)
2016 Comm. Services (tbd)
… Tactical, reactive sourcing driven by changes in the business environment
5
Vestas – Ramboll Management – Contract & Commercial Management – November 2015
Strategic, proactive sourcing driven by IT Vision & Strategy
Vestas’ sourcing context & objectives And the importance of integrated supplier governance & management
6
Context & objectives
Importance of integrated management
‘Build & Run’ largely outsourced
Significant scope of sourced services
A limited, but tightly integrated vendor eco-system
Coordination critical across a number of interfaces
SIAM a critical element of current & future success
Professional delivery non-negotiable (market Global IT Customers)
Partnership orientation based on open collaboration & competition
A transparent & shared ‘One Version of the Truth’ required
Still building supporting capabilities & maturity
Processes, governance & reporting need tool support
Vestas – Ramboll Management – Contract & Commercial Management – November 2015
Supplier governance & management tooling Selection criteria 1. Ability to map complex frame agreements, including 1. Contract interpretations 2. D & O tracking 3. SLA reporting 4. Invoicing, including credits & earnbacks 5. Relationship health
2. ‘One Version of Truth’ for Vestas & key suppliers / partners 3. Process support for increased maturity & quality of execution 4. Cost-effective, flexible solution (TCO, T&Cs, etc.) 1. Ability to automate across multiple data sources 2. Organisational flexibility / Operational support Evaluation ended up with the selection of on single tool that has these capabilities:
SirionLabs 7
Vestas – Ramboll Management – Contract & Commercial Management – November 2015
Vestas & SirionLabs Reflections on the journey so far…
8
Vestas - IACCM Europe Forum June 2015
Thank you for your attention Copyright Notice The documents are created by Vestas Wind Systems A/S and contain copyrighted material, trademarks, and other proprietary information. All rights reserved. No part of the documents may be reproduced or copied in any form or by any means - such as graphic, electronic, or mechanical, including photocopying, taping, or information storage and retrieval systems without the prior written permission of Vestas Wind Systems A/S. The use of these documents by you, or anyone else authorized by you, is prohibited unless specifically permitted by Vestas Wind Systems A/S. You may not alter or remove any trademark, copyright or other notice from the documents. The documents are provided “as is” and Vestas Wind Systems A/S shall not have any responsibility or liability whatsoever for the results of use of the documents by you.
OPLÆG FRA FEMERN A/S
FEMERN A/S – Udvikling og implementering af egenudviklet kontraktstyringssystem v/ Sabine Olesen, Procurement Manager
Hvorfor & Hvordan? Hvorfor?
Hvordan?
• Udfordringen
• Markedsundersøgelse
• Behov for kontraktstyring
• Krav kunne ikke opfyldes af eksisterende systemer
• Kontraktdatabase • Udviklet inhouse • Nem adgang til kontraktinformationer i forbindelse med EU audit
Name of Author
• Baseret på Sharepoint
2 09 November 2015
Hvad? Hvad? • Registrering af diverse information omkring kontrakter med en værdi på over 500.000 dkr. • Søgefunktion & export til excel • Performance Management • •
Penalty Kritiske leverancer
• Integration med: • •
Økonomisystemer Data Management System
Name of Author
3 09 November 2015
Hvem & Hvornår? Hvem?
Hvornår?
• Registrering:
• Ved indgåelse af kontrakt
•
Kontraktejere eller personer udpeget af kontraktejeren
• Opdatering: •
Kontraktejere, personer udpeget af kontraktejeren eller procurement.
Name of Author
• Ændringer til leverancer eller kontraktindhold • Faktureringer • Kontraktens udløb
4 09 November 2015
OPLÆG FRA DT GROUP
FROM BUSINESS STRATEGY TO CONTRACT MANAGEMENT
Agenda 1) Insights/ Strategy - DT Group and Mission Felix 2) eSourcing a Contract Management System 3) The Contract Management Project
4) Conclusions & Learnings
AGENDA
INSIGHTS
E-SOURCING
THE CMP
CONCLUSION
About DT Group 2014 Revenue: £1,853m
AGENDA
INSIGHTS
E-SOURCING
5
260
6,250
Countries
Stores
Employees
THE CMS
CONCLUSION
DT Group Strategy – Mission Felix
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Common Systems and Processes
Common Processes
CMS CRM Sympa (HR)
Business Unit Specific Processes & Systems AGENDA
Common Systems
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
eSourcing Definitions – What are we talking about?
2000
1990 Information exchanged by Post
2010 Information exchanged by Online tools
Information exchanged by email
Buyer
Supplier
New certificates Annual/Quarterly price updates Updated specifications Price indications from new suppliers
Daily Category Management activities
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Contract Management System & Project
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Going from Multiple to One BEFORE › › › ›
Different templates No/ Limited CMS Agr. in word in folders Lack of overview & control
NOW › › › ›
AGENDA
INSIGHTS
E-SOURCING
THE CMS
One template One (fast) process One system One database › Searchable › In-time data
CONCLUSION
Implementing a CMS that… “Out of the box”
• Saves time through:
Standalone in Phase 1*
– Simplicity – Transparency – Standardizing
Integration possibilities in Phase 2
• Increases income by: – Creating benchmarks across BU and suppliers – Reduces reaction time through intime management information
SPEED USER ADOPTION
FIX BASICS
* We will integrate the Parent-Child supplier structure from Datawarehouse In Phase 1. * We will not integrate the supplier information from the ERP systems with the new CMS in Phase 1.
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
WORK SMARTER
CMS Project Overview
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Stakeholders
Purchasing Directors
GMC Stakeholder
Sponsor Project Manager
Project Team/ Super Users
Legal Department Business
Contract Management Project
IT Departments Århus, Ripon, Lahti, Stockholm
Competitors
AGENDA
INSIGHTS
Partner ATC
BU Finance Departments
BU Purchasing Departments
E-SOURCING
Suppliers
THE CMS
CONCLUSION
Project Overview 2013 (Initiation) INPUT/ PRE-WORK
Resp. • Questions from IT to provider
IT HHJ 1. IT compatibility Streamline templates and process
OD/ EW
2.1 Commercial part
OD
2.1.1 Supplier Manual
OD
2.2.1 Legal part
EW
2.2.2 Addition (appendix)
EW
2.3 Contract Process
OD
IT providers
3. RFP process start
• Draft templates and processes • Compiling needs & decision criteria • Kick-Off Workshop
Provider Selected after presentation in Gladsaxe to Project Team Members and Sourcing Directors.
• Identifying IT Providers • Running RFP Process
PJO
PJO 30/ 5
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Steering Committee Responsibility
Who?
Project Management
Internal Project Manager
Chairman*
Ole Dahl
Legal Quality
Ed Walker
IT Quality
Hans-Henrik Ljunge
Userability
Jørgen Holmgaard
Business Value
Peter Jansson
B2C Perspective
Thomas-Juul Bucholt
Sales Requirements
Sourcing Directors
Provided IT Solution
Project Manager from Solution Provider
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
First CMS Process
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Kick-Off with the Project Group TWO International Project Managers
ONE External Senior Project Manager
One Internal Senior Project Manager/Mentor
System Provider Resources
Two Representatives from each BU part of Project Team: 1) Change Ambassadors 2) Super Users
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
RFI (eSourcing)
More than 100 scored questions 5 4 3 2 0
AGENDA
Question Score x Answer Scoring
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Selection & Scoring
SCORING
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Final Selection
CLM
Other Provider
1) Round one (RFP)
++
+
2) Final presentation day
+
++
2) Bonus setup
++
-
3) Changes/ Risk
++ Out of the box
50% OTB 50% Programming
4) IT Integration
++ Web services
+ Configurable Web Services
5) References
++
+ Issues with implementation
6) Legal
++
+
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Project Management
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Project Management
• Extensive RFP (Get ”the right” system) • ”Tight” Scope • Resourced • Executive Focus • We ”meant something” to the supplier
Power Influence Allegience
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Communications Plan Nov 13 SC SD Super Users
Dec 13
Jan 14
Feb 14
Mar 14
Apr 14
DIRECTORS KEY TEAMS
Template Team Project Team
KEY GROUP
PGM PM
KEY USERS
Analysts Finance
LOCAL USERS
Logistics
ALL
Sales
Final testing, confiration, approval
Start migrations
IMPLEMENTATION BEIJER 28.1.2014 GROUP WEEKS 5-6
AGENDA
INSIGHTS
E-SOURCING
IMPLEMENTATI ON STARKKI 13.2.2014
IMPLEMANTATION STARK, / SILVAN 19th, 20th, 24.2.2014
THE CMS
EVALUATION WORKSHOP
End the project
VERSIO 1.1
IMPLEMENTATION NEUMANN 6.3.2014 CHEAPY ?
CONCLUSION
Configuration System
AGENDA
INSIGHTS
E-SOURCING
THE CMS
DISCUSSIONS
CONCLUSION
Implementation • •
Entering a risky part of the project We are implementing new… • Templates • System
AGENDA
INSIGHTS
E-SOURCING
Ambassadors and proper communications is key!!!
THE CMS
CONCLUSION
The journey from multiple templates to three standard Nordic templates Stark
Supplier specific
Silvan
Unknown!
Starkki
Cheapy
Beijer
Neumann
Multiple processes
ONE PROCESS/GOVERNANCE One template – EU suppliers
Norway Finland Unknown! Sweden
Stark
European
Silvan
Cheapy
Starkki
Neumann
Beijer
None?
Multiple templates
One template non EU suppliers
Denmark
Multiple industry terms
One template – EU ”light”/Trade
Nordic Contract used to be 55 pages with 15 pages legal terms. Today it is 13 pages with 1-3 pages legal terms (risk based approach. 6 months spent on choosing a highly configurable system Negotiation Skills and CMS system training connected to the new template, process and system – Done in three iterations
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
The principles behind the templates Incoterms
Logistics
Price/bonus / rebates/ discounts
Commercial
Invoices
Risk
Technical support
Product Related
Legal Term
Delivery/ freight Warranties Packaging
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
The line of controversy Most Very important
Quite important IN THE CONTRACT
THE LINE OF CONTROVERSY NOT IN THE CONTRACT
AGENDA
INSIGHTS
E-SOURCING
Least important
THE CMS
CONCLUSION
Different levels of good – how good do we want to be? Maturity
1
2
Legal entity supplier
Trading name or variation
Confidentiality
Rely on law
Compliance statement
None
3
4
Legal name + date
Legal name + date + country
•Legal name •CVR no. •Reg address •Signature rule / power
5 but time limited
Not time limited Restricted people Liquidated damages + not sufficient
Simple + broad compliance law only
3 but law + industry practice
5
Separate clause on each of: •Timber •CE marking •Industry standards •Specifications supplier risketc assessment
•Example only. •Agreed maturity levels depended in practice upon – led to EU and non EU supplier templates None Exclude middle ”The law applies” •Some detail moved to aDetailed separate Supplier Manual. Clear statement of NONE consequential position •A simple, clear contract that is only tough on what it needs to be Outside EU Supplier’s EU Treaty of Rome only Exclusive Danish Courts tough on country is a real Unique Selling Point (USP)
Exclusion / limitations Jurisdiction
jurisdiction
Product indemnity
All excluded (buyer beware)
AGENDA
Blank – rely on law
INSIGHTS
E-SOURCING
Strict liability Liquidated damages Supplier burden of proof No limitations Etc etc etc
THE CMS
CONCLUSION
Three Legal Templates – Main differences
Extended terms
Suppliers outside EU
Larger legal risks
Medium terms
Non-contract suppliers
Light terms
Outside EU
Suppliers within EU
Medium legal risks
Suppliers inside EU on Trade terms
Inside EU
Lower legal risks
EU Trade
DTG Minimum Standard Legal Terms
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
The principles behind the templates
+ Standard Commercial Terms (SCT)
Standard Legal Terms (SLT)
EU
Non EU
PL
PL
+
EU Trade
Supplier Manual
Common
DK
Trade Terms Private Label Terms AGENDA
FI
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Approval process – How does it work in practice?
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Was there a Business Case? NEGATIVE
POSITIVE • • •
Student Thesis Indicating success in qualitative terms Survey before and after the Project • Showing faster Contract Process and ”happy” users Now we know what the ”bonus beast” looks like • Financial Shared Service Center indicating more accuracy • Easier Internal Audit • Compliance (reducing contract risk)
• Not as much internal benchmarking success (yet) • Need to make more use of the data!
“If it looks like a duck and kvacks as a duck then it is probably a duck” AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Conclusion & Key Learnings • Tight Scope • Resourcing • Steering Committee with clear roles • eSourcing System and extensive RFP process • Choose a supplier where you mean something to them • Over-communication is not enough • Allow for change • You will always under-estimate the task (matrix setup) • Consultative approach and feedback to ensure adoption • Support the business – not Legal! • Don’t slow down – We are not there yet (and never will be) ! • Be Lucky
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Thank You!
