宝洁P&G外包策略(1)

ManagingStrategicRelationshipsKeyGovernanceProcesses2004ChinaOutsourcingSummitSeptember15-16Beijing,China2Procter&Gamble$44billionconsumergoodscorporationNearly100,000employeesworldwide28ontheFortune500listMarketsmorethan300brandstomorethen5billionconsumersinover160countriesMadeupofGlobalBusinessUnits(productcategories),MarketDevelopmentOrganizations(geographicalunits),andGlobalBusinessServices(asharedservicesorganization)3WilliamMetzCurrentrole:SectionManagerGlobalBusinessServices-PMOPreviousexperience:ProjectManagerforrecentApplicationDevelopment&MaintenanceoutsourcingeffortSectionManagerITStrategicSourcingSectionManagerTechnologySolutionsConsultingApplication&DataTechnologiesArchitectwithresponsibilityforapplicationdevelopmenttechnologiesFounderofP&G’sJedicompetencydevelopmentprogramContactInformation:[e-mail]4WhatWe’llCoverP&G’sSourcingStoryKeyGovernanceProcessesGovernanceChallenges5P&G’sSourcingStory1999CreatedGlobalBusinessServices(GBS)Organization8500employees,morethen40productsandservices.Organizedinservicebundleswhichinclude:CentralIT,WorkplaceServices,ITBusinessSolutions(SupplyChain),Accounting&FinancialReporting,EmployeeServices,PurchasingServicesandBusinessInformationServices.EstablishedglobaldatacentersinCincinnati,Brussels,andSingaporeandsharedservicecentersinManila,CostaRica,andNewcastle.EstablishedlowcostADMcentersinWarsawandTorontoandbegansettinguplowcostoffshoreITserviceswiththirdpartysuppliers(e.g.ABAPFactory,NotesFactory,etc…).Globalized,consolidated,integratedhundredsofworkprocesses,systems,andtechnologiesinmorethen70countries.Delivered$500millioninsavingsin3years.6P&G’sSourcingStory2002EstablishedITStrategicSourcingOrganizationConductedSourcingAssessment,DevelopedSourcingPlans,SourcingFinancialModel,SiteEvaluationModelContinuedtobuildbusinesswithlowcostoffshorethirdpartysuppliers(e.g.Infrastructure,WebApplications,eLearning).Eliminatedlargenumbersoflocalstaffaugmentationcontractors.2002InvestigatedLargeBPODeal2003/2004SignedSeveralStrategicSourcingAgreementsITInfrastructure,Desktops,ApplicationDevelopment&Maintenance(HP)FacilitiesManagement(JonesLangLaSalle)HR/EmployeeServices(IBM)ConsumerRelations(Sykes)TransactionalAccountsPayable(HP)7SharedServicesModelGlobalBusinessServicesGBSSupplierClient&SiteServicesServicesBusinessUnitsGlobalorganizationRegionalservicedeliveryService/Productfocus•HP•JonesLangLaSalle•IBM•Etc.GBSPastCustomeralignedSiterepresentationGovernanceManagesSupplier•Relationship•Performance•KeyProcessesGBSNG8ServiceIntegrationBusinessUnitsGlobalBusinessServicesHPIBMJLLOtherSuppliersGBSServicesSupplierServicesOn-lineServiceCatalogGBSService–SupplierServiceMappingStandardEnd–EndServiceRequest/FulfillmentProcess9GovernanceDefinedGovernanceisabroadtermusedtodescribethebusinessprocessesnecessarytomanagetheinternalandexternalrelationshipsinvolvedinstrategicsourcingrelationships10GovernanceMissionThemissionofgovernanceistoensurethedeliveryofsourcinggoalsthrough:•Ongoingexpectationsmanagementwithsuppliers•Verificationofthequalitydeliveryofagreedservices•Collaborativemanagementofthecontracttomeetevolvingbusinessneeds11KeyGovernanceRolesRelationshipManagerTransitionManagerProcessOwnersSubjectMatterExperts12SMEsEstablishservicerequestprocessesfortheirareaofexpertiseMonitordeliveryofservicePrioritizeworkAnswerquestionsandresolveissuesSetdirectionwithsupplierExamples:Platforms,Network,EndUserComputing,ContentManagement,DataServices,ERP13KeyGovernanceProcessesRelationshipManagementServiceRequestManagementServiceReceiptVerificationPerformanceManagementProblem/Incident/ChangeManagementProjectManagementSecurity,BusinessContinuity,DisasterRecoveryFinancialOperationsAssetManagementContractManagement14CommonProcessesAcrossSuppliersHPIBMJLLOthersServiceRequestManagementPerformanceManagementProblem/Change/IncidentManagementOtherKeyProcessesProjectManagement15ServiceRequestManagementPurpose:Providetheabilitytomanagerequestsforsupplierservices•ACatalogofServicesincludingServiceTermsandMeasures,HistoricPerformance,BenchmarkingData,andPricing•DistinguishbetweenEnablingServicesandEndUserServices•ProvideintegrationofindividualSupplierServicesintoEndtoEndServices•Insulationofendusersfrombackofficecomplexity•Requestprioritization•Demandforecasting•Consumptiontracking16PerformanceManagementPurpose:Monitorthedeliveryofservicetoensureyougetwhatyouexpected.•TrackSLAcompliance•PerformanceDashboard•ProduceStateoftheBusinessreports•Conductperformancereviews•Manageissues17SLAsMeasureinaquantitativewaythequalityofserviceprovidedbythesupplierMakesuretheyaremeasurableandachievableSetExpectedandMinimumthresholdsDistinguishbetweenKeyandCriticalSLAsLimitthenumberofCriticalSLAsTieCriticalSLAsto“AtRisk$”18ProjectManagementPurpose:Makesuretherightprojectsgetdone,andthattheyaredoneright(i.e.ontime,onbudget,anddelivertheexpectedresults)•Forecastdemand•Coordinateprojectworkacrosssuppliers•Providestandardprojectexecutionprocesses•Trackaggregatemeasuresandto