宝洁P&G外包策略英文

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1、Managing Strategic RelationshipsKey Governance Processes2004 China Outsourcing SummitSeptember 15-16 Beijing,ChinaProcter&Gamblev$44 billion consumer goods corporationv Nearly 100,000 employees worldwide v 28 on the Fortune 500 listv Markets more than 300 brands to more then 5 billion consumers in o

2、ver 160 countriesv Made up of Global Business Units(product categories),Market Development Organizations(geographical units),and Global Business Services(a shared services organization)2William Metzv Current role:v Section Manager Global Business Services-PMO v Previous experience:v Project Manager

3、for recent Application Development&Maintenance outsourcing effort v Section Manager IT Strategic Sourcingv Section Manager Technology Solutions Consultingv Application&Data Technologies Architect with responsibility for application development technologiesv Founder of P&Gs Jedi competency developmen

4、t program Contact Information:3What Well Coverv P&Gs Sourcing Storyv Key Governance Processesv Governance Challenges4P&Gs Sourcing Story1999Created Global Business Services(GBS)Organizationv8500 employees,more then 40 products and services.vOrganized in service bundles which include:Central IT,Workp

5、lace Services,IT Business Solutions(Supply Chain),Accounting&Financial Reporting,Employee Services,Purchasing Services and Business Information Services.vEstablished global data centers in Cincinnati,Brussels,and Singapore and shared service centers in Manila,Costa Rica,and Newcastle.vEstablished lo

6、w cost ADM centers in Warsaw and Torontoand began setting up low cost offshore IT services with third party suppliers(e.g.ABAP Factory,Notes Factory,etc).vGlobalized,consolidated,integrated hundreds of work processes,systems,and technologies in more then 70 countries.vDelivered$500 million in saving

7、s in 3 years.5P&Gs Sourcing Story2002Established IT Strategic Sourcing OrganizationvConducted Sourcing Assessment,Developed Sourcing Plans,Sourcing Financial Model,Site Evaluation ModelvContinued to build business with low cost offshore third party suppliers(e.g.Infrastructure,Web Applications,eLear

8、ning).vEliminated large numbers of local staff augmentation contractors.2002 Investigated Large BPO Deal2003/2004 Signed Several Strategic Sourcing AgreementsvIT Infrastructure,Desktops,Application Development&Maintenance(HP)vFacilities Management(Jones Lang LaSalle)vHR/Employee Services(IBM)vConsum

9、er Relations(Sykes)vTransactional Accounts Payable(HP)6Shared Services ModelGlobal Business ServicesGBS SupplierClient&Site ServicesServicesBusiness UnitsGlobal organizationRegional service deliveryService/Product focus HP Jones Lang LaSalle IBM Etc.GBS PastCustomer alignedSite representationGoverna

10、nceManages Supplier Relationship Performance Key ProcessesGBS NG7Service IntegrationBusinessUnitsGlobalBusinessServicesHPIBMJLLOther SuppliersGBSServicesSupplierServicesOn-line Service CatalogGBS Service Supplier Service MappingStandard End End Service Request/Fulfillment Process8Governance Definedv

11、 Governance is a broad term used to describe the business processes necessary to manage the internal and external relationships involved in strategic sourcing relationships9Governance Missionv The mission of governance is to ensure the delivery of sourcing goals through:Ongoing expectations manageme

12、nt with suppliers Verification of the quality delivery of agreed services Collaborative management of the contract to meet evolving business needs10Key Governance Rolesv Relationship Managerv Transition Managerv Process Ownersv Subject Matter Experts11SMEsv Establish service request processes for th

13、eir area of expertisev Monitor delivery of servicev Prioritize workv Answer questions and resolve issuesv Set direction with supplierExamples:Platforms,Network,End User Computing,Content Management,Data Services,ERP12Key Governance Processesv Relationship Managementv Service Request Managementv Serv

14、ice Receipt Verificationv Performance Managementv Problem/Incident/Change Managementv Project Managementv Security,Business Continuity,Disaster Recoveryv Financial Operationsv Asset Managementv Contract Management13Common ProcessesAcross SuppliersHP IBMJLLOthersService Request ManagementPerformance

15、ManagementProblem/Change/Incident ManagementOther Key ProcessesProject Management14Service Request Managementv Purpose:Provide the ability to manage requests for supplier services A Catalog of Services including Service Terms and Measures,Historic Performance,Benchmarking Data,and Pricing Distinguis

16、h between Enabling Services and End User Services Provide integration of individual Supplier Services into End to End Services Insulation of end users from back office complexity Request prioritization Demand forecasting Consumption tracking15Performance Managementv Purpose:Monitor the delivery of s

17、ervice to ensure you get what you expected.Track SLA compliance Performance Dashboard Produce State of the Business reports Conduct performance reviews Manage issues16SLAsv Measure in a quantitative way the quality of service provided by the supplier v Make sure they are measurable and achievablev S

18、et Expected and Minimum thresholdsv Distinguish between Key and Critical SLAsv Limit the number of Critical SLAsv Tie Critical SLAs to“At Risk$”17Project Managementv Purpose:Make sure the right projects get done,and that they are done right(i.e.on time,on budget,and deliver the expected results)Fore

19、cast demand Coordinate project work across suppliers Provide standard project execution processes Track aggregate measures and total project spend Provide issue escalation18Project Management Processesv Gather Portfolio Inputv Project Work Request/Responsev Project Resource Request/Responsev Project

20、 Trackingv Project Change Managementv Project Issue Managementv Project Charging Approval and Paymentv Project Closure19Governance Toolsv Performance Dashboardv Issue Management Systemv Project Planning Tool and Project Execution Dashboard20Challengesv No historic performance datav Retained organiza

21、tion resistant to adopt new rigor requiredv Perception that things are harder and take much longer with no offsetting value gainsv Value erosion due to lack of productivity measuresv Governance gets stuck in the middle vs.simply facilitating a direct relationship between customers and suppliersv Sup

22、plier slow to react to changing needs(i.e.capacity issues)v Maintaining enough competence to be a capable buyerv Everythings a new service21Questions229、静夜四无邻，荒居旧业贫。23.3.423.3.4Saturday,March 04,202310、雨中黄叶树，灯下白头人。18:38:4918:38:4918:383/4/2023 6:38:49 PM11、以我独沈久，愧君相见频。23.3.418:38:4918:38Mar-234-Mar-

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