Leading global excellence in procurement and supply

Report
CIPS President – Mission 2013
CIPS Branch Meeting
Southampton 14th March 2013
Leading global excellence in procurement and supply
Who is Paula Gildert?
1990’s
1980’s
Getting Going
Getting Qualified
• ICI / Zeneca
• Production Manager
• BPR Leader
• Supply Chain
Manager
• Fellow RSA
• Starbucks Cool
Coaching Project
Leader
• Chair PTA / Chair
School Governors
• Natalie 90, Naomi 94
•Physics Degree
•ICI – Chartered
Engineer
•Open Windows in
Engineering
•Young Engineer for
Britain
• Met Steve at
Manchester
University ‘82 married ‘87
2000’s
Keeping Going
• AstraZeneca
•Director Outsourcing
•Head UK Purchasing
•Global Procurement
Transformation
Programme Leader
• Head R&D
Procurement
•CIPS Member / Fellow
•Natalie to University
‘09
2010’s
What next?
•Novartis
•Head Development
Strategic Sourcing
•Chair / President CIPS
•CIPS Modernisation
Project Sponsor
•Numi to University ‘12
Leading global excellence in procurement and supply
What do I want to achieve as President?
• Raise Awareness & Profile of
Procurement & Supply Chain
as a Profession
• Build responsibility for
Leadership & Legacy in our
Community of Practice
Leading global excellence in procurement and supply
What do I want to achieve as President?
• Promote & Develop
our Value proposition
– a new winning
strategy that goes
beyond savings
Leading global excellence in procurement and supply
An Example
Novartis Pharma - Development Gen Meds
Cost Reduction Performance
Savings $m
96
2010
7%
144
2011
10%
120
2012
9%
127
Target
9%
2013
Leading global excellence in procurement and supply
What does Value Beyond Savings look like?
Cost
Corporate
responsibility
Innovation &
Insight
Continuous
Improvement
Assurance of
supply & risk
mitigation
Quality &
Service
Leading global excellence in procurement and supply
DSS – 2012 Executive Summary Dashboard
Ahead of run rate/target
70-90% of run rate/target
90 -100% rate/target
2012 Sourcing Productivity Savings
Productivity
Measure
YTD
Target
<70% of run rate/target
Development GenMed Dec 2012 YTD: USD 120m
Status
Savings
Spend*
Savings %*
LO 2012
*based on succeed actuals
eAuction Spend (w/Projections), $M
eROI
Measure
YTD / Target / LO
Status
Cost savings
Other Development
Cost savings
Other Novartis Div
Cost Avoidance
TPC reduction
7
| Development Strategic Sourcing| Pharma Dev| Dec 2012 | Sourcing Productivity | Business Use Only
DSS - BSC 2012 Executive Summary
Ahead of run rate/target
90 -100% rate/target
70-90% of run rate/target
People
Measure
Actual
<70% of run rate/target
Internal Processes
Target
Status
Measure
Actual
Target
Status
Focus on Core
Activities*
Satisfaction*
*portfolio / portfolio enabling: Oct 2012 data
* May 2012 DSS pulse check survey results
Customer
Measure
Actual
Satisfaction*
* July 2012 DSS customer survey.
8
Targ
et
Suppliers
Status
Baseline
Measure
YTD
Target
Status
Satisfaction*
Baseline
Quality – actions
complete
Baseline
Study Performance
Baseline
| Development Strategic Sourcing| Pharma Dev| Dec 2012 | Sourcing Productivity | Business Use Only
Development Productivity 2009-2012
$1bn in Productivity gains & $900m in Reinvestments
In USD$Mio @ Budget 2012 rates
Total
Reinvestment
$900m
Productivity delivery
Key Drivers of Success:
Embedding productivity in objectives & intro of KPIs
Clinical savings through Design Excellence & use of
preferred providers & partners
TRD transformation of clinical supply chain and capacity
utilization and process optimization initiatives
Better Development and Productivity Mindset
Actual
2009
Actual
2010
Actual
2011
9 | 2012 Update | Neil Johnston | Jan 2013 | Confidential
Actual
2012
 Reinvestments to address increased volume needs:
 Reinvestments into projects above what was
expected in budget
Reinvestments into new innovations
Other reinvestments
Financial risk management
Development Productivity 2012
Enabling reinvestment in the pipeline, building capabilities and improving
Pharma bottom line
10 | 2012 Update | Neil Johnston | Jan 2013 | Confidential
Leading global excellence in procurement and supply
Thought
12
How does CIPS make this a real possibility?
• Building the Brand on a Global stage
• Building Global Standard
• Building a Global Network
Leading global excellence in procurement and supply
Strategic Themes FY14 +
Public Good
Leading the Global
Standard
Membership
Transformation
Knowledge
Leadership
Global Reach
Sustainable growth in Corporate Customers
Leading global excellence in procurement and supply
CIPS – the vital statistics
• Global Community of over 88,000 in 150 countries
• Offices in South Africa, Australia, the Middle East, the UK, and
setting up in China
• Over 130,000 education assessments conducted in 2011
• 8.7 million page views of the CIPS website each year
• Our PR coverage exceeds £20 million Advertising Value
Equivalent each year
• Over 6,000 members a year attend our events including our
annual conferences attracting thousands of guests
• Purchasing Managers’ Indices, key economic indicators used by
the Bank of England and organisations all over the world
Leading global excellence in procurement and supply
CIPS Foundation
Leading global excellence in procurement and supply
CIPS Qualifications Programme
Leading global excellence in procurement and supply
The strategic importance of the Branches
Leading global excellence in procurement and supply
Thank you
Leading global excellence in procurement and supply

similar documents