15. driving organizational value through procurement … · 2018-09-24 · business requirements...
Post on 03-Jul-2020
4 Views
Preview:
TRANSCRIPT
13
15. Driving Organizational Value
through Procurement Transformation
Global Procurement The Transformational Journey
Chris Misiorski
Nagendra Bhanu
Version: February 27, 2014
Iron Mountain at a Glance Your Largest Information Management Services Partner
Records and Information Management Solutions
Data Management Solutions
Document Management Solutions
Information Destruction
- Records Management
- Vital Records Protection
- Specialized Vertical Solutions
- Consulting
- Server and Application Data Protection
- Technology Escrow
- Disaster Recovery
- Offsite Tape Vaulting
- Data Centers
- Onsite and Offsite Secure Shredding
- Compliant Information
- Secure Media Destruction
- Document Imaging
- Hosted Imaging Archive
- Specialized services for:
- Human Resources
- Accounts Payable
- Mortgage
- Insurance
- Discovery Services
156,000 clients
35 countries
5 continents
17,000 employees
1026 facilities
64 million square feet
3,600 vehicles
16 million trips/year
$3 billion revenue
$5.9 billion market cap
712 Fortune 1000 rank
Company Statistics
3
The Evolution of Procurement
Category Planning
Organization and Team
Vendor Management
Strategic Sourcing
Not all Procurement Organizations are Created Equal
Value Extraction
& Creation Value Focus
Performance Improvement &
Supplier Involvement Product Focus
Consolidation &
Compliance Spend Focus
Negotiation Transactional Focus
Eliminating
Deficiencies
Business Involvement
Process Focus
Pro
cure
ment
Ma
turi
ty M
odel
With revenue and margin
pressure across all industry
sectors, companies are investing
in Procurement organizations to
ensure that both financial and
business risk is mitigated.
That being said, not all
Procurement organizations are
created equal
Procure to Pay encompasses
more than pricing negotiations
The degree of Procurement
influence usually directly
correlates with when they are
involved in the process.
Increase Spend Visibility
Increasing visibility into your category/subcategory spend
increases the buyer’s effectiveness to manage suppliers /
categories either to identify opportunities for review, cross-
functional requirements, and identify non-compliance, etc.
Broaden Supply Options
Understanding a market to potentially expand geographic range
of the review, broaden to include additional products or services,
or bring other considerations / options to the business.
Essentially change the question.
Maximize Category Leverage and
Consolidate Supply Base
Approaching opportunities from a category view enables the
aggregation of purchases of individual items that are spread in
similar categories across your firm for improved leverage with
suppliers
Influence Demand Management
Shifting focus from “filling” business needs to understanding the
source of those business needs allows Category Managers to
eliminate false demand, modify and standardize specifications,
and look for other opportunities to meet those demands in
different ways.
Reduce Overall Risk
Proper management of categories by experts enables you to
preemptively spot any trends or developments that might create
a business, financial, or legal risk.
Ho
w P
rocu
rem
en
t O
rga
niz
ati
on
s lo
ok t
o a
dd
Valu
e
Better Understand Supplier
Capabilities
Understanding your core supplier capabilities, can help you manage
your customer requirements better and distinguish your “best of
breed” suppliers
Increase Supplier Collaboration Collaboration with your suppliers increases opportunities such as
cost savings, product substitutions, cost sharing programs, etc.
Quality Suppliers and products and services that meet our SLAs and
business requirements and are easy to do business with.
Supplier Development Maintaining a strong business relationship with key suppliers leads
to customized unique solutions for your organization giving you a
competitive edge in the market
Sustained Benefits and Compliance
Working on a continuous cycle of review and realignment, Category
Management goes beyond the benefits gained from ad-hoc
Strategic Sourcing and making sure we are taking advantage of the
deals that are in place
Evaluate opportunities from a Total
Cost of Ownership
Looking for opportunities to improve costs beyond rate.
Ho
w P
rocu
rem
en
t O
rgan
izati
on
s lo
ok t
o a
dd
Valu
e
7
Organization and Team
Category Planning
The Evolution of Procurement
Vendor Management
Strategic Sourcing
Strategic Sourcing
Finance
Reporting & Analytics
Risk/ Compliance
Contract Administration
Legal Services
Business and Functional Areas
Supplier Performance Management
Market Intelligence
Accounts Payable
Communications
Technology and Program Management
The Power of Team
RFX/ Auctioning
Procurement Operations
Manage
Analyze
Strategize
Source
Execute
9
Business 1 Business 2 Business 3 Business 4 Business 5
IT
Hardware
Software
Telecom
Storage
Services
Legal
Consulting
Contract Labor
Finance, Accounting
Audit
Operations
Transportation/ Parcel Fuel, Maintenance
Real Estate
Equipment and Supplies
Operational Services
HR/ Benefits
Payroll Services
Recruitment
Marketing
Advertising
Promotional
Event Management
Travel Management
Hotel
Air
Car
Train
Organize Your Sourcing Organization
by Category to Optimize and Leverage
Spend Across Businesses and
Geographies
Strategic Sourcing
Contract Management
Compliance
Vendor Management
10
1. Strategic Sourcing Expertise
2. Industry & Technical
Expertise
3. Team & Project Management
Skills
4. Change Management Skills
5. Client Relationship Skills
6. Communication Skills
7. Problem Solving & Analytical
Skills
Movement from Procurement to Sourcing Competency is enabled
through definition, gap analysis, training and development
BUSINESS COMPETENCIES
Ensure
Credibility
Drive Change
Exert Influence
Ensure Impact
8. Motivation / Commitment
9. Integrity / Reliability / Ethics
10. Judgment / Maturity /
Adaptability
11. Leadership / Initiative
12. Creativity
PERSONAL COMPETENCIES
Governance & Roles – BU &
Category Leadership
• Responsible for identifying, leading, and
executing strategies that maximizes
market and supplier opportunities and
leverages IRM’s cross-organizational
need.
• Develops category and supplier
strategies
• Facilitates cross-organizational
communication and opportunity
optimization
• Manages RFI, RFPs, Auctions and
proposal reviews
• Provides analytical support to evaluate
responses from a qualitative and
quantitative perspective.
• Manages contracting process including:
amendments, extensions, terminations,
renewals and new agreements, inventory
and reporting.
• Acts as single point of coordination for
cross-organizational evaluations,
negotiation strategy development and
execution
• Monitors ongoing market dynamics and
program delivery
• Completes peer reviews and
benchmarking.
• Manages the score-carding process
• Partners to identify opportunities,
coordinate project planning and
recommended sourcing strategies and
execution
• Works to define a clear scope of service
and SLAs
• Participates in formal supplier
evaluations of supplier conformance to
SLAs and ongoing supplier optimization
• Evaluates and recommends process
enhancements
• Assists in facilitating technology
integration and optimization
• Develops technology standards and
compliance
• Evaluates alternatives and presents a
range of alternatives with corresponding
cost-value impact statements to enable
informed decisions.
• Monitors service delivery
• Manages technology standards and
controls
• Manages category budget
• Maintains day to day supplier
relationship
• Manages implementation of project
recommendations
• Manages compliance and service
inventory management
• Manages product strategy and
deployment technology integration and
optimization
• Manages technological capability
evaluation
• Manages Inventory, compliance and
entitlement
• Provides necessary Business Unit
information for data collection and
reporting and needs assessment to
Category Leadership.
• Makes the final decisions on supplier
selection based on the collaborative
evaluations and information presented.
Shared Responsibilities Category Leadership Functional Business Owners
12
Category Planning
The Evolution of Procurement
Organization and Team
Vendor Management
Strategic Sourcing
Spend Analytics
Market Research
Business Requirements
Past Accomplishments
Expiring Contracts
Contractual Gaps
Risks
Scope of Opportunities
Identified
Goals and Objectives
Timeline for Execution
Balance of Trade
Category Planning Enables
Pro-active opportunity assessments
Transparency to compliance and opportunities for consideration
Opportunity assessments beyond rate and supply into total cost of ownership
‒ Supply Optimization and Rate ‒ Compliance ‒ Demand/Specification ‒ Procurement Process Redesign
Prioritization “focusing on the right things in the right way”
Moves Procurement from React and Positions Strategic Sourcing in leadership position. “Bring the opportunities to the business”
Efficient execution and resource planning
Movement from relationship to category view/ leverage
New category and Geographic penetration
Cross-organizational / functional engagement. Vertical and horizontal communication through governance
Components of
Category Plans
14
► What areas of the spend have not been influenced? (Collect spend data
inclusive of historic and projected volume and unit cost trends)?
► How fragmented is the supplier base within each category?
► What are the primary business drivers / Needs in the coming year(s)?
► What are the business dependencies on this product/service? (change
concerns)
► What contracts are expiring within the next twelve months or require
coverage?
► Are there shared project opportunities (New or Existing)?
► When was the category/commodity last competitively evaluated?
► What significant market changes are occurring for the various categories?
► What is the level of compliance with previous recommendations? Why?
Questions to Consider…
15
Supplier
Optimization
Consolidating and introducing new
suppliers
Renegotiating prices
Managing payment timing
Demand
Management
Eliminating unnecessary purchases
Redefining specifications
Redefine policies
Rethinking "make" vs. "buy" decisions
Compliance
Management
Establishing approved suppliers and
eliminating leakage
Defining and ensuring adherence to new
specifications, programs, and policies
Purchasing
Process
Redesign
Aligning implementation through Vendor
Management accountabilities
Leveraging e-tools to drive process and
market efficiencies
Developing category-specific processes
KEY LEVERS
Total
Cost of
Ownership
16
HUMAN RESOURCES
PROMOTION
IT SERVICES
IT SOFTWARE & SUPPORT
IT HARDWARE
PACKAGING SUPPLIES
FACILITIES AND MAINTENANCE
OFFICE EQUIPMENT, SUPPLIES & SERVICES
MEDIA & ADVERTISING
PRINT AND FULFILLMENT
POINT OF SALE DISPLAYS
MARKET RESEARCH
FINANCIAL SERVICES
HUMAN RESOURCES
MRO SUPPLIES
LEGAL SERVICES
CONSULTING MRO SERVICES
CAPITAL SERVICES
CAPITAL EQUIPMENT
ENERGY
BUSINESS TRAVEL
$0.00
$0.20
$0.40
$0.60
$0.80
$1.00
$1.20
$1.40
$1.60
2.00 2.50 3.00 3.50 4.00 4.50 5.00
Es
tim
ate
d S
avin
gs
MM
)
Ease of Sourcing
ILLUSTRATIVE
Wave 1
Wave 2
17
Sourcing
waves
Capability-
building
Governance
& execution
Travel
Print/ Postage
Parcel Service
Benefits
Legal
IT Professional Services
Real Estate
Office Supplies
Market Data
Media, Creative, Events
Talent Acquisition
IT Transformation
Training
Prof Services, IT Consulting
Relocation
Audit (Bus. Advisory)
General Consulting
Management Consulting
Financial Services
Library
Food services
Records Management
Wave 3 ~4-6 months
Spend: $ XXX
Incremental savings Est. =$XXX
Wave 4 ~4-6 months
Spend: $ XXX
Incremental savings $XXX
Wave 5 ~4-6 months
Spend: $ XXX
Incremental savings $XXX
Wave 6 ~4-6 months
Spend: $ XXX
Incremental savings $ XXX;
1
Standardize roles and
responsibilities, and increase the
centralization of sourcing 2
Build a world-class organization and capabilities by creating a central-led structure, clearly defining roles and
responsibilities, and investing in Resources and Increase centralization of sourcing of 80% to 90% of its spend 3
Form a small governing body to make critical decisions related to supply management strategies
(demand tradeoffs, strategic vendor selection, policy) and enforces compliance across businesses 4 Adjust business unit and functional budgets to sustain gains and create shared targets and a tracking
system for savings identified in the sourcing waves with joint accountability 5
Wave 1 ~4-6 months
Spend: $ XXX
Incremental savings Est. $XXX
ILLUSTRATIVE
18
Strategic Sourcing
Organization and Team
The Evolution of Procurement
Vendor Management
Category Planning
SPEND ANALYSIS
• Collect, normalize, raw data
• Analyze for historical, current and
future trends ((supplier, business unit,
geographic, pricing, contracts, etc.)
• Interview stakeholders and finance to
forecast / understand future service
requirements and projected expense
and volumes
• Inventory any information, or costing
gaps
• Determine best method for filling data
gap, RFI, survey, etc.
• Develop total cost baseline
SUPPLIER/ CATEGORY/CONTRACT
• Collect current legal or business
concerns with existing / future
agreements
• Determine contractual coverage and
gaps
• Inventory current supplier
performance and category
compliance
MARKET RESEARCH
• Analyze market and supplier data
• Develop market and supplier profiles
• Conduct vulnerability and risk assessment
• Review findings with stakeholders
DEFINE STRATEGY
• Inventory sourcing
objectives
• Assess supplier
perspective
• Analyze buying power and
levers to drive a
competitive outcome
• Identify standardization
opportunities and
consolidate requirements
• Introduce creative
alternatives and scenarios
for review and
consideration
• Consider Insource –
Outsource opportunities
• Develop sourcing strategy
and tactics
• Document and validate the
strategy
• Gain stakeholder support
EXECUTE
CONTRACT MANAGEMENT
• Form negotiation team
• Develop negotiating strategy,
including legal, business and cost
areas
• Submit legal entity request to
corporate legal services.
• Negotiate terms and prepare
agreements
• Review with management
• Select suppliers
• Attain Supplier signature
• Complete contract summary
• Route for internal business, legal,
tax approval as necessary
IMPLEMENTATION
• Identify implementation team,
timeframe, and responsible parties
• Work with Procurement operations
to complete supplier, catalog set up,
and update Sourcing Feed
Database (SFD)
• Implement communication plan
• Notify suppliers and internal
customers
SOURCE
• Document business
requirements
• Develop supplier list
• Pre-screen and pre-qualify
sources of supply
• Develop and issue RFP
• Determine and rank buying
decision characteristics
• Evaluate responses
• Complete qualitative
evaluation – weighted
• Summarize pricing responses
• Further short-list suppliers for
negotiations
• Estimate suppliers strategy
and gap
• Develop process and tactics /
techniques to improve
suppliers bid
MANAGE • Establish method of
tracking savings, compliance, and benefits
• Execution of implementation – post deal on boarding
• Identify responsibilities for ongoing supplier management
• Establish performance management accountability
• Coordination of supplier and buying activity
• Compliance tracking and quality assurance
• Supports supplier performance management and development activities
Analyze Build understanding & align stakeholders
Strategize Formulate strategies & techniques
Source Create competition & select the best
Execute
Manage the transaction
Manage Measure constantly & seek improvement
Strategic Sourcing Methodology – 5 Phased Approach
Business Finance
Review / signoff
Required
Functional Business Owner
Assigned based on the project
Roles & Responsibilities
• Provides day-to-day input
into the sourcing initiative for
category on operational
requirements in support of
business needs
• Drives adherence to budget
• Provide category expertise
and knowledge of the
business requirements.
• Responsible for providing
input into and shaping the
sourcing strategy or plan
• Validates spend/size/scope of
opportunity
• Provides input into the
integrated project plan
• Responsible for
implementation and
management of ongoing day-
to-day vendor management
activities
Core Team Members
Any stakeholder group that
may be impacted by the
outcome of the project
Roles & Responsibilities
•Provides support to category
management and completes
day-to-day activities
necessary for project
success
•Provides additional business
unit and functional
perspectives and
requirements that allow the
team to maximize cross-
organizational opportunities
and benefits
•Completes assigned analysis
and input on a timely basis
•Acquires data and other
input from business units as
required
•Ensures recommendations
appropriately reflect the
requirements of the
business unit
•Implements the agreed
sourcing solution within their
business unit
Roles & Responsibilities
• Collects internal and external
data in support of spend
baselines, benchmarks,
costs, savings projections
• Supports market research
and supply market
assessment
• Supports and develops
project documentation
• Develops and populates
analytical models to review
qualitative and quantitative
evaluations and costing
scenarios
• Assists in analyzing and
mapping of current
processes
• Documents output from
relevant team and supplier
discussions
• Assists in the
recommendation of
compliance reporting needs
Category Leadership or Finance
Sourcing Research Analyst
Roles & Responsibilities
• Manages all components - drive
adherence to scope, schedule,
and results
• Investigates and validates
spend and size/scope of
opportunity
• Recommends and manages the
utilization of sourcing tools.
• Leads sourcing project
meetings and motivate team
members to build consensus
• Provide category expertise and
knowledge
• Manage/escalate project
constraints, issues and risks
• Coordinates analysis and
facilitates development of
options and recommendations
• Leads the development and
execution of negotiation and
sourcing strategies
• Assists in the development of
implementation plans
Category Leadership Sourcing
Leader
Sourcing Commodity
Manager
21
Business Unit Senior Leadership
Supply Management Governance Council
Core Team
Representatives from each Business Unit and Functional Areas
Who are the ultimate
decision makers?
Who
provides
oversight
and
direction?
How Cross-Organizational Governance is Organized to facilitate
vertical and horizontal communication
Who is
the Day-
to-Day
Working
Team?
Strategic Sourcing
Strategic Sourcing Leadership
Key Business Executive with Primary
Functional Business Owner
Initiative Champion
22
Vendor Management
Category Planning
Organization and Team
The Evolution of Procurement
Strategic Sourcing
23
Not all Categories are Created Equal
Critical categories (9%)
Market Data –
Research,
Financial
Services
Strategic categories (70%)
HR Benefits, Real
Estate, IT
Low value
categories (<1%)
Small, local purchases
Leverage
categories (20%)
Travel, HR - relocation,
Office Supplies
De-centralized (10%) Centralized (90%)
• Users and Procurement define needs and specs with equal ownership
• Procurement leads strategy and sourcing
• Procurement leads, takes input from user to understand needs
Lo
w
Hig
h
No Yes
Value from consolidated purchase
Item
co
mp
lexit
y/
cri
ticality
to
op
era
tio
ns
“Natural Owners” Framework
User led; supported by Procurement
Led by Procurement
Analyze Strategiz
e
Preferred providers
considered and/or
vendors evaluated
and selected
Contracts
negotiated and
executed if needed”
* legal engaged as
necessary
Invoices Created Goods /
Services delivered and
received
Need for goods /
services identified;
Procurement
engaged, if needed
Purchase requisition entered
and approved in iPro if
necessary ** see approved
methods of purchase Ongoing vendor
management by BU
and Procurement
(on need basis)
G
G G
Invoices Created
Goods / Services delivered
G
G
The Procurement Process is a set of common expectations for how Iron Mountain Global
Procurement plans, executes and manages its acquisition of third party goods and services.
Procurement Guidelines have been developed for key activities to provide structure to the
process for consistency and efficiency for Business Units.
Purchase Orders Issued
G
Indicates that one or more Procurement Guidelines exist for the associated process step.
Procurement Process Overview
Source Execute Manage
G
24
On
go
ing
S
ou
rcin
g
Supplier Management Roles
Category Manager BU Supplier Manager Contact
Ob
jec
tive
s
▪ Connect with managerial or executive levels of suppliers
organization during negotiations or in resolving issues
▪ Act as ambassador for Iron Mountain needs when managing
the relationship or negotiating
▪ Closely interact with BU and Procurement contacts to
understand business needs and issues
▪ Analyze bid results and provide insights into opportunities for
greater cost-efficiency and quality
▪ Act as single point of contact for internal stakeholders and
external suppliers (for chosen suppliers)
▪ Provide continuous visibility into Business Unit needs (i.e. new
services needed, termination of suppliers, new internal users)
▪ Provide structure and insights, and actively participate in,
negotiations, workshops, and contracting
▪ Share role and responsibility for supplier workshops,
negotiations, and reviews with Procurement counterpart
▪ Conduct Sourcing/RFP event
▪ Draft RFP questions in consultation with BU Supplier
Management and BU stakeholders
▪ Be informed of the business needs and statements of work
▪ Align on negotiation strategy in advance (i.e. desired
outcomes, walk-away positions, etc)
▪ Actively participate in supplier negotiations
▪ Participate in supplier workshops when available or when
business importance is significant
▪ Gather information on scope of work and business needs from BU
Department users
▪ Summarize scope and needs, provide updates and discuss with
Procurement counterpart
▪ Draft statements-of-work (SOW) for upcoming business needs
▪ Socialize and refine SOW with BU stakeholders
▪ Align on negotiation strategy in advance (i.e. desired outcomes,
walk-away positions, etc), and actively participate in supplier
workshops and negotiations
▪ Draft, socialize and refine service level agreements (SLA)
▪ Be informed of on-going quality of relationship (issues, praises,
etc)
▪ Act as escalation point-of-contact for unresolved issues, breaches
of SLA/contract
▪ Ensure that supplier understands the importance that Iron
Mountain places on continuous communication and improvement
efforts
▪ Periodically (3, 6, or 12 months) survey stakeholders for qualitative
information about supplier relationships, new or terminating needs,
supplier changes (i.e. bankruptcy, acquisitions, etc)
▪ Share qualitative feedback and issues with Procurement counterpart
▪ Analyze Accounts Payable information for periodic reviews
▪ Schedule and conduct quarterly business check-ins with BU
counterparts to collect qualitative feedback and market trends
▪ Termination and transition management
25
3. Supplier Termination
2. Supplier Management (ongoing) 1. Supplier Selection
Supplier
Selection
Onboard
Supplier
Supplier
Profile
Supplier
Risk Assessment
Supplier
PO Process
Non Disclosure Agreements
Financial Analysis
Physical Access Review*
HIPAA
Business Continuity
Insurance Certificates
*Applicable if Supplier personnel
work onsite
Ongoing Risk
Monitoring
Supplier
Performance Reviews
Supplier
Relationship
Invoice
Reconciliation /Approval
Yearly Contract
Renewals
Non Disclosure Agreements
Financial Analysis
Physical Access Review*
HIPAA
Business Continuity
Insurance Certificates
Develop and track KPIs
Supplier Scorecard/Surveys
Conduct post project evaluations
Perform and review SLAs
Provide Supplier Feedback
Invoice Management, annual
reconciliation with Finance
SLA credits, discounts
Support strategic dialog with
suppliers
Document & Notify
Termination
Document
Transition Process
Collect
Confidential Data
Remove Access
Close Out
PO/Invoice
Collaborate with Procurement, Finance
and Legal to document the termination
event
Document transition plan
Collect physical and/or electronic data
in supplier possessions (laptop etc.)
Collect data destruction certificate from
Supplier
Notify Security and remove access
Process final invoice.
26
Supplier Management Activities
Appendix D- Supplier Score Card Questions
Vendor Business Processes
Products/services are easy to order
Is proactive in preventing or minimizing slippages in project implementations
Accurately invoices IRM
Meets delivery commitments
Products/services are competitively priced worldwide
Demonstrates continuous improvement
Coordinates effectively with other vendors
Vendor Services/Support
Service and support capabilities meet or exceed IRM’s requirements
Technical support staff are considered experts in their field
Is flexible in their support model and can respond quickly to IRM’s changing priorities
Consistently provides reports of the information needed by IRM (i.e., proactive technical updates)
Support staff is responsive, professional, and service oriented
Proactively reevaluates IRM’s service needs and costs
Consistently meets stated service level agreements and commitments
Provides suitable schedule and status reports during installations
Support for Production Systems
Timeliness of issue response
Quality of information received
Diligence of support personnel working in partnership
Adherence to stated support hours
Vendor Relationship Management
Management of subcontractors meets or exceeds IRM’s requirements
Escalation procedures are well defined and actionable
Clearly and efficiently communicates within its organization worldwide
Is team oriented in providing solutions to open issues
Information exchanged at nondisclosure and tech teams meetings with the supplier are valuable
Understands and works well with IRM’s culture
Recommends innovative solutions that meet IRM’s business needs
Total Score 0 0
Net Promotor Score Question
On a scale of 1 to 10, how do you rate the overall relationship with the vendor? (1= unsatisfactory; 10= exceeds expectation)
Do you recommend vendor? (Y/N)
Pricing and Competition
Is vendor fee competitive in the market? (Y/N)
Do you anticipate price increases in the market? (Y/N)
Are there alternate providers available in the market? (no, limited, plenty)
Do you recommend renewing contract with the vendor? (Y/N)
Appendix D- Supplier Score Card Questions
29
Corresponding Results
Increased Savings
Improved Cash Management
Improved Supplier Quality
Procurement Efficiency
Improved Business Relationship
Global Procurement Results
30
Procurement
Operating
Budget
$14.1 IME Total $14.1
The results can more than double the areas under sourcing
management in two years with reductions in overall budget
$8.6
$8.6
$ - $0
$20
$40
$60
$80
$100
2011 2012 2013 2014 TOTAL
Cumulative Savings Goal -
US - 2011/12 Projects US - 2013 Projects US - 2014 Projects
IME 2012/13 IME New 2014 3-Yr US Target
US Total
IME Total
Key Metrics and Trends
Data 2004 2005 2006 2007 2008
Projects 1,123 1,632 1,943 2,516 3,042
Actively Engaged (%) 38% 67% 75% 80% 80%
Spend 2.6 3.0 3.6 4.6 4.0
Contracts 1963 1998 2,171 2,266 2,050
HCount 40 49 50 49 54
Savings 60 75 89 81 107
eTool Usage 79 158 601 591 1,573
Scorecards 20 50 96 136 214
Projects - Devonshire 5 50 53 74 60
Governance Committees 1 17 17 17 17
Preferred Provider % 5% 53% 67% 80% 82%
% Change (04-08) 2004 2005 2006 2007 2008
Projects 0% 45% 73% 124% 171%
Actively Engaged (%) 0% 76% 97% 111% 111%
Spend 0% 14% 39% 74% 53%
Contracts 0% 2% 11% 15% 4%
HCount 0% 23% 25% 23% 35%
Savings 0% 25% 48% 35% 77%
eTool Usage 0% 100% 661% 648% 1892%
Scorecards 0% 150% 380% 580% 970%
Projects - Devonshire 0% 900% 960% 1388% 1100%
Governance Committees 0% 1600% 1600% 1600% 1600%
Preferred Provider % 0% 960% 1240% 1500% 1540%
New Activities - % Growth
0%
eTool Usage,
1892%
Scorecards,
980%
Projects -
Devonshire,
1100%
Governance
1600%
Preferred
Vendors, 1540%
0%
200%
400%
600%
800%
1000%
1200%
1400%
1600%
1800%
2000%
2004 2005 2006 2007 2008
Existing Activities - Percentage Growth
Projects, 298%
Actively Engaged
(%), 111%
Spend, 48%
Contracts, 6%
HCount, 23%
Savings, 74%
0%
50%
100%
150%
200%
2004 2005 2006 2007 2008
top related