保洁pg外包策略

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 consum

2、ers in over 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 P

3、roject Manager 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&am

4、p;Gs Jedi competency development 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 ser

5、vice bundles which include: Central IT, Workplace 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

6、 centers in Manila, Costa Rica, and Newcastle. vEstablished low 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 t

7、echnologies in more then 70 countries.vDelivered $500 million in savings 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

8、 cost offshore third party suppliers (e.g. Infrastructure, Web Applications, eLearning). vEliminated large numbers of local staff augmentation contractors.2002 Investigated Large BPO Deal2003 / 2004 Signed Several Strategic Sourcing AgreementsvIT Infrastructure, Desktops, Application Development &am

9、p; Maintenance (HP)vFacilities Management (Jones Lang LaSalle)vHR / Employee Services (IBM)vConsumer Relations (Sykes)vTransactional Accounts Payable (HP)6Shared Services ModelGlobal Business ServicesGBS SupplierClient & Site ServicesServicesBusiness UnitsGlobal organizationRegional service deli

10、veryService/Product focus HP Jones Lang LaSalle IBM Etc.GBS PastCustomer alignedSite representationGovernanceManages Supplier Relationship Performance Key ProcessesGBS NG7Service IntegrationBusinessUnitsGlobalBusinessServicesHPIBMJLLOther SuppliersGBSServicesSupplierServicesOn-line Service CatalogGB

11、S Service Supplier Service MappingStandard End End Service Request / Fulfillment Process8Governance Definedv 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

12、 The mission of governance is to ensure the delivery of sourcing goals through: Ongoing expectations management with suppliers Verification of the quality delivery of agreed services Collaborative management of the contract to meet evolving business needs10Key Governance Rolesv Relationship Managerv

13、 Transition Managerv Process Ownersv Subject Matter Experts11SMEsv Establish service request processes for their area of expertisev Monitor delivery of servicev Prioritize workv Answer questions and resolve issuesv Set direction with supplierExamples:Platforms, Network, End User Computing,Content Ma

14、nagement,Data Services, ERP12Key Governance Processesv Relationship Managementv Service Request Managementv Service Receipt Verificationv Performance Managementv Problem/Incident/Change Managementv Project Managementv Security, Business Continuity, Disaster Recoveryv Financial Operationsv Asset Mana

15、gementv Contract Management13Common ProcessesAcross SuppliersHP IBMJLLOthersService Request ManagementPerformance ManagementProblem/Change/Incident ManagementOther Key ProcessesProject Management14Service Request Managementv Purpose:Provide the ability to manage requests for supplier services A Cata

16、log of Services including Service Terms and Measures, Historic Performance, Benchmarking Data, and Pricing Distinguish 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 Requ

17、est prioritization Demand forecasting Consumption tracking15Performance Managementv Purpose:Monitor the delivery of service to ensure you get what you expected. Track SLA compliance Performance Dashboard Produce State of the Business reports Conduct performance reviews Manage issues16SLAsv Measure i

18、n a quantitative way the quality of service provided by the supplier v Make sure they are measurable and achievablev Set 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 s

19、ure the right projects get done, and that they are done right (i.e. on time, on budget, and deliver the expected results) Forecast 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 Trackingv Project Change Managementv Project Issue Managementv Project Charging Approval and Pa