View
468
Download
1
Category
Tags:
Preview:
DESCRIPTION
Citation preview
Erste Group Procurement (EGP)Discovering the Power of a World Class Procurement
Robert SEMETHY
2013-02-13
EGP – Member of Erste Group © 2013All rights reserved Page 2
� Erste Group went public in 1997
with a strategy to expand its retail
business model into CEE
� Acquisition of more than 10
banks between 1997 and 2008
� Erste Group now runs market
leading retail banking operations
in the new EU member states,
which remain underpenetrated
compared to their Western
European markets
2000
2001
2005
2006
2007
1997
2004
2003
New holding structure improving Group Governance
2008
History: Austria’s first savings bank: Founded in 1819
� Erste Group’s customer base
grew from 600 000 in 1997 to
17,3 million in 2011
EGP – Member of Erste Group © 2013All rights reserved Page 3
Erste Group in Central and Eastern Europe
EGP – Member of Erste Group © 2013All rights reserved Page 4
Czech Rep
ProcurementDept. Serbia
Procurement Dept. Montenegro
Int. & Austria
Slovakia
Hungary
Croatia
Romania
Procurement Dept.Ukraine
Erste Group Procurement: Procurement of the Erste GroupF
unctio
nal
Leaders
hip
by E
GP
Erste Group Bank AG - Holding Board
CEO CFO COO CRO Group Markets Group Retail
Group Banking Operations
Group Org/IT
Erste Group Procurement(Procurement Services GmbH)
Group Services
EGP AT(incl. Centre Functions, as Finance,
HRM, Org/IT)
EGP RO
EGP CZ
EGP SK
EGP HU
EGP HR
Procurement RS
Procurement ME
Procurement UA
SPV DRUCK
Finance
Sourcing AT
Sourcing CZ
Sourcing SK
Sourcing HU
Sourcing HR
Sourcing RO Erste Group Procurement RO
Erste Group Procurement SK
Erste Group Procurement HU
Erste Group Procurement AT
Erste Group Procurement CZ
Erste Group Procurement HR
RS2)
1) Department of Erste Bank AD Podgorica - Montenegro
2) Department of Erste Bank Novi Sad
3) Department of Erste Bank Ukraine
SPV – DRUCK
EBSPK
Sourcing RS
Sourcing
Sourcing UA
Board Division Team in Matrix
UA3)
Org/ITHRM
ME1)
Management Board
Erste Group Procurement – (Procurement Services GmbH)
Established 2006
Erste Group Procurement Facts & Figures:
� Central procurement function within Erste Group
� Managed 3rd party spend more than EUR 1 billion
� Headcount over 165 employees in 9 countries
� Process owner for group-wide S2P process
� AT: Warehouse with more than 3 000 sqm
GCIB
EGP – Member of Erste Group © 2013All rights reserved Page 5
Erste Group Procurement (EGP) Company Costs since 2008How much do we cost?
Procurement Company (EGP) cost development 2008-2012
Annual Procurement company operations costs decreased for more than EUR 30 million compared to 2008
2009
2008
2011 2012
69% cost reduction within 6 years18% average decrease p.a.
2010
EGP – Member of Erste Group © 2013All rights reserved
Erste Group Procurement (EGP) CoA since 2008How much do we cost?
Page 6
2009
1,8%
2008
2,7%
1,35%
2010
1,48%
1,2%
2011 2012
EGP Cost as a Percentage of EG Spend
*) CoA = group procurement costs (incl. VAT) vs. annual company spend
Peer Group Benchmark: 0.83%, World Class Benchmark: 0.63%
Cost of Acquisition (CoA*) – KPI continously decreasing
EGP – Member of Erste Group © 2013All rights reserved
Page 7
CR/CA
EG managed
3rd party
spend
3,86%
CR
1,26%
CA
3rd Party
Spend
Cost Reduction / Cost Avoidance
3,86%credible, transparent and auditable hard savings achieved.
→ Real and permanent reduction in the unit cost of goods manufactured or services rendered
without impairing their suitability for the use intended or diminution in the quality of the product.
Peer Group Benchmark*: 1.80%, World Class Benchmark*: 3.00%
1,26% soft savings achieved.
→ A purchasing action by means of which certain material/supplier increases are not incurred by the purchasing firm.
Peer Group Benchmark*: 0.20%, World Class Benchmark*: 1.39%
Savings resulting from purchasing activitiesHow much do we save?
EGP Cost Reduction (CR)/Cost Avoidance (CA) 2012 YTD
*based on Hackett Report
EGP – Member of Erste Group © 2013All rights reserved
Erste Group Procurement (EGP) KPIs since 2008How satisfied is our customer?
Page 8
Drove continuous increase of customer satisfaction while at the same time decreasing budget and Cost of Acquisition.
3% 2% 1,5% 1,3% 1,2% 1,1%
87%
93%98% 98% 98%
2008 2009 2010 2011 2012 2013
Cost Development
CoA
Customer Satisfaction
EGP – Member of Erste Group © 2013All rights reserved
• Defined clearly formalised and structured process to avoid misunderstandings.
• Defined clearly roles & responsibilities to achieve the best joint decision.
• Transparent and documented process flows and results.
• Increased efficiency and effectivity.
• Ensured compliance to Erste Group standards.
• Ensured the purchase of goods/services at the optimum possible total cost in the
correct amount and the best quality.
Page 9
How did we achieve these results?
EGP – Member of Erste Group © 2013All rights reserved Page 10
Clearly defined EGP in Erste Group
EGP Cooperation with clients based on:
� Contract (SLAs)
� Responsibility (NDAs)
� Code of conduct
� Purchasing Policy & Handbook
Aligned priniciples within Erste Group:
…The central and single competence for procurement activities within Erste Group lies in Erste Group Procurement (EGP)…
…EGP has to be involved in any external spend of any Erste Group majority owned entity. Any exception has to be agreed between EGP and the respective Erste Group entity…
…All external spend should follow the principle of Total Cost of Ownership (TCO) and Quality, Cost and Delivery. In balance with socio-economic, ecological and customer relationship factors the assignment of a contract has to follow the highest added value for Erste Group principle…
…EGP owns, defines and aligns with the local entities the purchasing processes within Erste Group...
EGP – Member of Erste Group © 2013All rights reserved Page 11
Clearly defined EGP Services in Scope
Sourcing
International/Local
Tactical
PurchasingOrder
Management
Business Process
Outsourcing
Operations of support
processes for the local entities, i.e.
• Travel Depart.• Print Shop• Warehouse
Provide cost-efficient
services
Purchasing Project
Contract Creation
Category MgmtVendor Mgmt
Contract Mgmt
Requisition &
Ordering
Documentation&
CR/CA Calculation
Receipting&
Evaluating
InvoiceProcessing
Erste Group Procurement
Purchasing Project
Contract Creation
Category MgmtVendor Mgmt
Contract Mgmt
Requisition &
Ordering
Documentation&
CR/CA Calculation
Receipting&
Evaluating
InvoiceProcessing
Purchasing Project
Contract Creation
Category MgmtVendor Mgmt
Contract Mgmt
Requisition &
Ordering
Documentation&
CR/CA Calculation
Receipting&
Evaluating
InvoiceProcessing
CustomisedProcurement
Services
Additional requirements
requested by customer
and are not in the scope ofpurchasing
Customer Satisfaction
Compliance with Outsourcing
Policy Provisionof Outsourcing
Project Documentation
Compliance to regulatory
and internal
requirements
OutsourcingCompetence
Center
Strategic, monitored purchasing in a team
approach
Ensure fast, easy and efficient execution
By EGP By EGP or Customer
On Customer’sDemand
Improved Servicesfor the customer’s benefit
Invoicing as a % of 3rd party spend Invoicing in a separate fee (SLA)
EGP – Member of Erste Group © 2013All rights reserved Page 12
What is sourcing at a glance?
• Analysing the spend of
entity/supplier/category
• Strategic basis for the
procurement project
Reporting Package(SAP FI / QLIKVIEW)
• Allows the linking of information
to a 360°view of projects,
contracts, product categories
and suppliers.
• “In-house” development
Supplier / Country / Project Management tool (“CAP”)
• Live eAuctions
• Collecting of informationen (RfI*)
and offers (RfQ*) in a defined
specification form
eAuction, RFx(Electool)
Sourcing is the strategic process of identifying potential suppliers, conducting
negotiations, and agreeing on supply contracts in order to achieve a sustainable cost reduction and meet the customer’s expectations.
Supporting tools
*RfI = Request for Information*RfQ = Request for Quotation
Demand analysis
based on
Category ManagementSupplier ManagementContract Management
Identificaton of potential suppliersto conclude a GMA
support through
eAuction / RFx / negotiation
GMA
EGP – Member of Erste Group © 2013All rights reserved Page 13
Sourcing International/Local
Category Management/Matrixorganisation
Sourcing Specialist, the first contact for the customer and groupwide Category Manager and Supplier Relationship Manager.
145 categories divided according to local and international opportunities.
Find opportunities, create & implement a strategy in a team approach with the Business Line.
Matrixorganisation Category Classification
Category Management
FM Facility Management (FM) IT Informationstechnology (IT) S&O&M Service & Operations & Marketing (S&O&M)
FM FM Maintenancerelated Services/Work IT Personal and Office Computing S&O&M Car Fleet
FM FM Investmentrelated Services/Work IT Telephony and Communication S&O&M Cards
FM Goods IT Networks S&O&M Consulting
FM Energy IT Branch Equipment S&O&M Logistic
FM Security Equipment IT Servers/Storage/Host Components S&O&M Marketing
FM Property Management IT Infrastructure Software S&O&M Office Equipment & Office Operation
IT Direct Application Software S&O&M Personnel Management
IT IT Services S&O&M Travel
IT Indirect Application Software S&O&M Security Service
Sourcing Categories
EGP – Member of Erste Group © 2013All rights reserved Page 14Page 14
Sourcing International/Local
Contract Management/Spend Data Analysis/Data Reporting
Structure spend by suppliers, categories, countries and entities.Real-time. Business Intelligence Tool for management
Define Spend categories, analyse it (spend & suppliers)
In a team approach with the Business Line.
Budget and Category Analysis Tool Data Reporting
Integrate all supplier contracts in Contract management solution and establish proactive & timely contract activity plan
Contract Management
EGP – Member of Erste Group © 2013All rights reserved Page 15
Sourcing International/Local
Supplier Relationship Management Tools
• Standardised Questionnaire for Assessment and Self Assessment
• Document Management System, Reminders periodically and automatically
• Scoring through Business Line
• Risk Management
• Ethics
Supplier Audits
• Similar to Category Management
• Long Lists and Short Lists
SupplierStrategies
• Escalation management
• Single Point of Contact and coordination of all participants (Business Line, Legal, Countries, Suppliers)
• Identification of disqualified suppliers
Escalation
Identify and focus on key suppliers.
Implement supplier relationship model in cooperation with Business Line.
• HYR/QBR
• Standardised presentations
• Participants: Business Line, Supplier and EGP
• Measuring the cooperation
• Search out further cooperation/collaboration
Business Reviews
EGP – Member of Erste Group © 2013All rights reserved Page 16
Tactical Purchasing (TP) and Order Management (OM)
Purchasing Project
• In 3 countries available
• Integration with MM / Accounting
• Covering about 55% of the spend
SAP SRM
The fast, easy and efficient execution of routine administrative tasks. These are day-to-day buying activities, which are low volume with no strategic importance or based
on agreements that have been set in place.
Supporting tools
Demand(online or catalogue) Offer
Purchase requisitionthrough GMA or catalogue(OM)
Tender Project (TP)
Agreement or
• In all EGP countries available
• Efficient eAuction through webbased form
• Supplier’s self registration for saving resources
eAuction(Electool)
• Standardised articles
• Order Processing for low purchases
• Integration in Warehouse Management System
Catalogue / OM Software(ITAM – Office Asset)
EGP – Member of Erste Group © 2013All rights reserved Page 18
How did we achieve these results?The Key Messages for a successful Procurement Organisation
Organisation &
Structure
� Centralised procurement in one seperate company with clear groupwide organisation structure and an agreed andapproved Power of Attorney (PoA)
� Unique systems and tools applied in all subsidiaries in all countries
� Unified processes with locally optimised deployment
� Service Agreement structure and hierarchy applied in all countries
Transparency&
Communication
� Full costs transparency through analytic tools and reporting
� Quarterly Business Reviews with clients and suppliers
� Defined communication and escalation process
Sustainability
� By using spend analysis tool the bypassing/‘maverick spend‘ procurement activities are identified and tracked
� High compliance through common cooperation with budget owners on the product groups strategies and/or supplierstrategies
Procurement Process
� Through active management of product groups and suppliers EGP creates a bond between suppliers and budget owners
� EGP is involved in the whole procurement process with clear tasks and responsibilities
� Educated procurement specialists (Sourcing Matrix)
Goals� Transparency in the level of achieved goals of the cost reduction through one clear methodology and tool-based
measurement
EGP – Member of Erste Group © 2013All rights reserved Page 19
Thank you!
Erste Group ProcurementProcurement Services GmbH
Robert SEMETHYManaging Director
Chief Procurement Officer
Email: robert.semethy@erstegroup.com
EGP – Member of Erste Group © 2013All rights reserved
EGP’s development started at 2006
Page 20
2007 2008
In the new Erste Holding structure s
Proserv reportsto the CFO
(previously to the COO).
100% subsidiary in HR. Start
operations in a Procurement
Department RS
EGP = World Class Procurement
Procurement Transformation (Centralization/ Consolidation)
100% subsidiary in
RO.
s Proserv renamed to Erste Group
Procurement - ThePurchasing of the
Erste Group.
2013
Start operations in a Procurement
DepartmentME.
Start operations in a Procurement
DepartmentUA.
Foundation of s Proserv
100% subsidiaries
established in AT, CZ, HU, SK
20142006 2015
• Transparency
• Service Quality in Sourcing and Procurement
• Cost Reduction and Cost Avoidance
• Ethical Standards
• Fraud Prevention
2011 2012
Start of NGPS project (New Group Procurement
Solution)
Finalisation of the news Proserv Business
Strategy
20102009
Aligned procurement principles within EG
(Purchasing Handbook)
Finalisation and approvalof the new s Proserv Business Strategy Start implementation of
Lean Enterprise OrderManagement (LEO)
Increase the value of a centralised procurement
company
Service optimisationSRM Management
Category ManagementNew RFx tool
EGP – Member of Erste Group © 2012All rights reserved
An overview of the main steps in a RFI/RFP process
Page 21
What is Request for Information (RFI)
and Request for Proposal (RFP)?
Filtering system:
1. Initial total solution space
2. Preparation marketing screening
3. RFI - Long list of solutions (up to 15)
4. RFP - Short list of solutions (3-5)
5. Finalist solutions (1-3)
What are the roles & responsibilities
in RFI/RFP processes?
1. A joint effort of Business, Operations,
Organization and Procurement.
2. Overall project and process is managed by a
project manager nominated by Organization
3. The procurement relevant part is driven by a
single point of contact nominated by EGP
4. Definition in a RACI matrix
What information is required for a
successful RFI/RFP process?
1. Introduction
2. Background
3. Subject of RFI/RFP
4. Requirements
5. Legal Disclaimer
What are the main steps in a RFI/RFP process?
1. Preparation
2. RFI (optional)
3. RFP
4. POC – Proof of Concept (optional)
5. Contract Negotiation
When we are announcing the winner?
1. EGP decides on commercial
2. Business decides on technical/content
3. Joint decision on supplier selection
1 2 3
45
EGP – Member of Erste Group © 2012All rights reserved
What are the critical success factors?
DOs
• Early involvement of EGP
• Fully defined scope/specification by business before commercial negotiation starts.
• EGP in charge of all communication with suppliers unless otherwise agreed between EGP
and business line.
• Negotiation strategy and method selected by EGP.
• All supplier communication through Electool (EGP’s tendering and auctioning tool).
• Agreement on TCO and evaluation matrix before RFP starts.
DON’Ts
• EGP cannot decide on content/technical requirements.
• No commercial negotiation without EGP.
• Business triggers a RFx process without involving EGP.
Page 22
EGP – Member of Erste Group © 2012All rights reserved
RFI/RFP process for quickly focusing on feasible solutionWhat is Request for Information (RFI) and Request for Proposal (RFP)?
RFI/RFP process as filtering system Explanation
Request for Information (RFI)
� Survey used for requesting information to
− Secure basic understanding of market
− Gain first information on solution providers
− Identify Short List of solutions (3-5)
� No legally binding proposal; not suitable to engage with supplier
� Up to 100 requirements
� Little interaction with solution providers
� Limited internal efforts; project organisation not necessarily required
� Mandatory alignment with Erste Group Procurement
Request for Proposal (RFP)
� Formal invitation for solution providers to bid on supplying solution within specified time period and process
� Formal proposal; mandatory task before engaging with supplier
� Legally binding for solution provider (appendix for final contract)
� More than 100 requirements
� Intense interaction with solution providers
� Requires involvement of several internal units with substantial internal efforts and a clear project organisation and structures
� Mandatory involvement of Erste Group Procurement
Solu-tion
Solu-tionSolu-
tion Solu-tion
Solu-tion
Solu-tion
Solu-tion
Solu-tion
Solu-tion
Solu-tion
Solu-tion
Solu-tion
Solu-tionSolu-
tion
Initial total solution space
Solu-tion
Solu-tion
Solu-tion
Solu-
…
Solu-tion …
Solu-tion
Solu-tion E
Solu-tion
Solu-tion
Solu-tion
Solu-tion
Solu-tion
Solu-tion
Solu-tion
Solu-tion
Solu-tion
Solu-tion
Solu-tion
Solu-tion
Solu-tion
Solu-tion
Finalist solutions (1-3)
� Identify key stakeholders
� Understand business and business objectives, strategic framework and TOM
� Define generic solution concepts and identify potential solutions and solution providers out of total solution space (Long List)
Long list of solutions (up to 15)
Preparation/Market screening
Short list of solutions (3-5)
RFIMain characteristics:
• RFI is an information only
• RFI is the best to cooperate
• RFI can be initiated by BL
• RFI can be part of Market Research and
done independently by EGP
RFPMain characteristics:
RFP is always a BL request
RFP will result in a purchase
RFP is always in cooperation
A RFI process can be a joint effort OR can be done independently by EGP (as part of Market Research).
A RFP process is a joint effort of Business, Operations, Organization and Procurement.
Page 23
EGP – Member of Erste Group © 2012All rights reserved
A solution selection project and RFI/RFP process is a joint effort of Business, Operations, Organization and Procurement. Whilst the overall project and process is managed by a project manager nominated by Organization, the procurement relevant part is driven by a single point of contact nominated by Erste Group Procurement.
General responsibilities in RFI/RFP processWhat are the roles & responsibilities in RFI/RFP processes?
Project Manager (PM)
(see Erste Group Project Management Standard)
Org – Business Analyst (Org-BA) Business/ Operations Representative (Bus/Ops)
Project Sponsor (PS)
(see Erste Group Project Management Standard)
Erste Group Procurement (EGP)
IT Expert
(incl. IT Solution Management, IT Operation, IT Architecture)
• Planning, coordination and tracking of all project activities
• Consolidating of inputs from the various streams
• Reporting to project sponsor and steering committee
• Defining and evaluating requirements along the six defined
categories
• Ensure that strategic and operational business
requirements are considered throughout the project
• Operational support for Business/Operations
• Communication with external suppliers
• Consolidation of RFI/RFP documents
• Commercial and legal negotiations with solution providers
in all phases
• Contract management
• Definition of requirements for business functionality
• Evaluating of business functionally
• Defining expected benefits business and operations
• Defining and evaluating technical requirements and
requirements for implementation and ongoing support
• Providing IT expertise and input where needed
• Management of testing environments
• Defines the goals and priorities
• Approves business case, project charter
• Ensures the funding of the project
• Provides strategic guidance and leadership to the project
• Approves project deliverables
Key Activity PS PM EGP Bus/Ops Org-BA IT IS CON LA
0.1 Understand business and IT objectives, strategic framework and TOM 0.1.1 Perform focus interviews with stakeholders A C C R C
0.1.2 Draft strategic requirements for needed solution A C C R C0.1.3 Research external case studies with comparable business objectives I A C R C
0.1.4 Enrich understanding of challenges & framework with case study findings I A C R C0.1.5 Outline benefits of needed solution A C C R C
0.1.6 Define strategic requirements A C C R C C0.1.7 Agree on measurable KPIs for project success A C C R C C
0.2 Market screening & “big picture”0.2.1 Perform market research of potential solutions (internal & external) A C R C
0.2.2 Review case studies (internal & external) A C R C
0.2.3 Collate and present research findings I A C R C
0.2.4 Define generic solution concept A C C R C C
0.2.5 Consider make or buy decision A C I C R C C
Sample of a RACI Matrix for an IT Project
RACI Matrix
Page 24
EGP – Member of Erste Group © 2012All rights reserved
Draft RFI/RFP according to standard contentsWhat information is required for a successful RFI/RFP process?
Topic Subtopic Description Important appendices
1. Introduction • Objectives of the document • Explains purpose of RFI/RFP
2. Background • Entity’s Background• Current situation• Objectives of RFI/RFP
process
• Description includes− Overall strategy the RFI/RFP process supports− Selection goals− Affected business processes or operations− Specific capabilities that on business requires
to realise improvements
3. Subject of RFI/RFP
• Scope of the solution• Planned implementation time
frame (if applicable)• Response documents and
deliverables• Schedule and time frame of
RFI/RFP process
• Outlines required applications and services• Explains expected time frame
• Outlines required response format and content (e.g. solution overview, cost breakdown)
• Outlines selection process, e.g. rules of the “game”, terms• Informs about deadlines and time table
• Information on organization, volumes, FTE s etc.
• Roll-out roadmap
4. Requirements • Business functionality• Non-business functionality• Technology (if applicable)• Implementation and on going
support• Solution provider• Cost indication/TCO
• List of organized questions to confirm availability of desired requirements and to measure solution provider’s competencies, reliability and ability to fulfil requirements
• Excel file with detailed requirements
• Interfaces• Cost evaluation sheet
5. Legal disclaimer
• - • Includes e.g. liability and non-disclosure agreement
Page 25
EGP – Member of Erste Group © 2012All rights reserved
• Understand business objectives, strategic framework
• Market screening
• Design „big picture“
• Develop and issue RFP
• Evaluate RFP responses
• Reference checks
• Solution provider presentation
• Plan roadmap
• Estimate costs
• Evaluate solutions
• Define and prepare POC approach
• Perform workshops, tests and demonstrations
• Evaluate POC results
• Agree on scope, project plan, milestones and success criteria
• Conduct and finalize commercial and legal contract negotiations
Ac
tivit
ies • Develop and issue RFI
• Evaluate long list of solutions
• Joint understanding of business challenge /strategic framework
• First thoughts on business, operations and benefits
• Strategic requirements
• Generic solution concept
• Long list of solutions (up to 15)
• Defined selection process
Ke
y D
eli
ve
rab
les
• Requirements
• RFI, NDA (Optional)
• RFI responses
• Qualitative evaluation
• Feasibility cross check
• Short list of solutions (3-5)
• Agreed further selection process
• Detailed requirements
• Weighting and evaluation approach
• RFP, NDA (mandatory)
• RFP proposals
• Evaluation results
• TCO4 & benefits analysis
• Roll-out roadmap
• Implementation and resource plan
• Finalist solutions (1-3)
• Feasibility and cost/benefit check
• Agreed further selection process
• Proof of concept approach & process
• Test cases and test data
• POC3) report
• Updated evaluation
• Updated TCO4) & benefits
• Feasibility and cost/benefit check
• Updated ranking of finalist solutions (1-3)
• Finalised contractual documents and appendices
• Handover material (if applicable)
Overview solution selection approach in five stepsWhat are the main steps in a RFI/RFP process?
Key d
ecis
ion
po
ints
2 3 51 4• Short list of solutions
(3-5)
• Go/No go decision
• Long list of solutions (up to 15)
• Go/No go decision
• Defined selection process
• Finalist solutions (1-3)
• Go/No go decision
• TCO4 & benefits
• Contract ready for signature
• Updated ranking of finalist solutions (1-3)
• Updated TCO4) & benefits
• Go/No go decision
1 RFI = request for information 2 RFP = request for proposal 3 POC = proof of concept 4 TCO = Total cost of ownership
RFPRFI POCContract
Negotiation1 2 3 4
Ph
as
es
Preparation0
Page 26
EGP – Member of Erste Group © 2012All rights reserved
EGP Sourcing Specialist starts a negotiationproject and owns the process
„Negotiations“ and „Winner Announcement“When we are announcing the winner?
Page 27
Joint decision on Short List
EGP ensures the right quality in the right time to the right price of goods
and services in the most efficient way by selecting the appropriate
supplier.
Commonly selected supplier signsthe contract
A negotiation …
.. process is owned by the sourcing specialist
.. can be focused with one selectee
.. lasts until the contract is signed
In case no signature is reached with the first selectee a negotiation ...
…can be restarted with other selected suppliers
…can run parallel with multiple bidders
The supplier - who signs thecontract - is the ‚Winner‘ and will be
announced as such.
The EGP Sourcing Specialist must document theachievements and offers/wording in discussion/analysisduring all negotiation stages
EGP
Commercial Decision
EGP
Commercial Decision
Business Line
Content/Technical Decision
Business Line
Content/Technical Decision
Joint decision
on supplierselection
Joint decision
on supplierselection
NOTE: Only after signing a contract a winner is to beannounced!
Recommended