Ready to Strengthen Your

Procurement&

Cost Management?

Get off to a good start!Yoann Pierrot August 2015

3 May 2023 Y. Pierrot (c) 2014 2

How Procurement& Supply ChainAre Evolving

+ Procurement & Supply Chain Are Key to Business Performance

+ But Different Maturity, Different Ambitions, Different Roles+ And Underlying Trends Are Changing these Jobs

Dramatically

3 May 2023 Y. Pierrot (c) 2014 3

PROCUREMENT & SUPPLY CHAIN ARE KEY TO BUSINESS PERFORMANCENo matter whoever’s perspective you take, Procurement & Supply Chain is where you should start from when dealing with external costs, resources, and end-to-end logistics

Strategist’s view

CTO’s view CEO’s view

CFO’s view

“Whether considered ‘primary’ or ‘supporting’ activities, Procurement & Supply Chain (aka ‘inbound logistics’)are the starting points of any value chain.”

“Take care of my expenses… and come back to me in a year time to show me your figures and see how

yoursavings actually impacted our bottom line.”

“Let’s get things right with the partnerswe want to co-innovate and grow with. (And,

by the way, could you arrange my next trip booking?!)”

“Make sure my stuff will reachthe front door at the right time, withthe agreed quality and at the lowest price.”

?PROCUREMENT

INBOUND to OUTBOUND SUPPLY CHAIN

- M. Porter’s Value Chain -

3 May 2023 Y. Pierrot (c) 2014 4

BUT DIFFERENT MATURITY, DIFFERENT AMBITIONS, DIFFERENT ROLESHowever strategic, very different levels of maturity and ambitions hide out behind a widely shared definition of what Procurement & Supply Chain’s role ‘should’ be

»«Which part of our

negotiable spenddo they really look after?

Is the Procurementstrategy designed to support

the overall company’sstrategy?

Doprocure-to-pay &

logistics processes workefficiently end-to-end? Do they only think

in terms of savings on upfront prices or consider TCO and

added value?

Do they really have the knowledge of our key

supply markets?

Do they care about how theywill eventually impact our

customers?

- Defining Procurement & Supply Chain’s role -

Identifying, selecting and integrating intooperations the suppliers delivering thegoods and services that maximise the

valuegenerated by the company in serving its

customers in accordance with its strategy.

Identifying, selecting and integrating into

operations the suppliers delivering thegoods and services that maximise the

valuegenerated by the company in serving its

customers in accordance with its strategy.

Identifying, selecting and integrating into

operations the suppliers delivering thegoods and services that maximise the

valuegenerated by the company in serving its

customers in accordance with its strategy.

Identifying, selecting and integrating intooperations the suppliers delivering thegoods and services that maximise the

valuegenerated by the company in serving its

customers in accordance with its strategy.

Identifying, selecting and integrating intooperations the suppliers delivering thegoods and services that maximise the

valuegenerated by the company in serving its

customers in accordance with its strategy.

Identifying, selecting and integrating intooperations the suppliers delivering thegoods and services that maximise the

valuegenerated by the company in serving its

customers in accordance with its strategy.

Identifying, selecting and integrating intooperations the suppliers delivering thegoods and services that maximise the

valuegenerated by the company in serving its

customers in accordance with its strategy.

Identifying, selecting and integrating into operations the suppliers delivering the goods and services that maximise the value generated by the company in

serving its customers in accordance with its strategy.

3 May 2023 Y. Pierrot (c) 2014 5

AND UNDERLYING TRENDS ARE CHANGING THESE JOBS DRAMATICALLYTraditional ‘admin’ Procurement & Supply Chain just can’t bring enough value to the business anymore, hence new competencies are necessary to reach the next level

Innovation- Accompanying Marktg, R&D & Ops

teams through the innovation process- Speeding up time to market- Co-innovating with selected partners- Project-mode procurement

Strategy & Organisation- Supporting company’s strategy with ad

hoc procurement strategy- Aligning with stakeholders’ org.- Contributing to strategic decisions

(make vs. buy, outsourcing, etc.)

Scope & KPIs- Developing differentiated approaches

(tactical vs. strategic)- Cover full scope (CoGS, OpEx, CapEx)- Helping business planning- Meaningful savings & KPIs

Stakeholder Management

Procurement & Supply Chain need to move away from their usual ‘supporting function’ remit

and become a business &financial partner.

Cost & Value Analysis- Understanding cost drivers in key

supply markets- Going from simplistic upfront price

analysis to TCO and value generation analysis

Category Management- Being a centre of excellence for

commodity knowledge (market info, players, trends, technology, risks)

- Co-developing a shared cross-functional strategy on key categories

SRM- Acting as a 2-way ambassador

between stakeholders and suppliers- Developing an enhanced relationship

pattern with key suppliers (shared roadmap, co-innovation, etc.)

SRM & CommodityThere is much more to bringto the business than issuing

purchase orders when it comes to

supplier management and supply market intelligence.

People & Skills- Up-skilling and new competencies- Making procurement a destination for

talents- Performance-based consideration- Talent retention & succession plans

International

- International / global sourcing- Multi-countries, cross-cultural

organisations- Communications skills

Process & Tools- Robust and fit-for-purpose

methodologies & governance- Smooth, efficient procure-to-pay

process, risk-aware supply chain- Internal / external data analysis

Intrinsic StrengthsNew tools,

complex organisations,fast-moving environment:

being a ‘mono-skilled’ buyeror logistician isn’t enough

anymore.

… to World-Class Procurement & Supply ChainFrom Basic…

»

« For many companies,it takes harder efforts (and costs) todeliver tangible bottom line

impactby increasing sales, market share

or adjusting internal resources,instead of optimising external resources,

related expenditures and logistics.In such a situation,strengthening

Procurement & Supply Chain,and more generally

optimising all 3rd-party costsacross the business is a

compelling opportunity.

3 May 2023 Y. Pierrot (c) 2014 7

How I Can HelpAchieving Better Cost Management

+ Capabilities and Areas of Expertise+ Roles I Can Bring Value in

3 May 2023 Y. Pierrot (c) 2014 8

CAPABILITIES AND AREAS OF EXPERTISEStrong 12-year experience in Procurement that further extends to Supply Chain and Cost Centres Management in technology-driven, international environments

12-yrexperience in procurement

& costsmanagement

Proficient in IT

Fast adopter of new tools

Interaction at ExCo level

Contribution to strategy

Finance & business planning

Strong communication skills (oral, written, office software)

Negotiation capabilities

Strong Communications

IT & Tools

Strategic Awareness

Governance & process

Strategic projects

Stakeholder & SRM

Local BU & corporate

Up- & downstream logistics

Warehouse optimisation

Budget management

Business case

Organisation / transformation

Cost Centre Management

Procurement

Supply Chain

People & team management

Result-orientedHands-on, lead-by-example style, servant leadership

Team empowerment

Advanced / proficient in English (oral & written)Int’l, cross-cultural management

Adaptable, rational manager

International, cross-cultural

Master in Management from tier-1 European Business School (Finance, Marketing, HR…)

Procurement methodologies specialistExperienced trainer, coach and mentor in procurement

ESCP Europe degree

Procurement expertise

IT Hardware, software

IT Services

Telecoms

Utilities and Facilities

Services

Equipment & Materials

Consumables…

FMCG sector (Carrefour, Nestlé, Catalina Marketing)

Minerals industry (Imerys)

IT & Telco

G&A / Indirect

Other industriesHardSkills

Transversal Skills

Markets & Industries

Focus

Education

Management

- Yoann Pierrot’s Skills & Competencies Map -

3 May 2023

OtherSupportingFunctions

OtherTechnology-Driven

Cost Centre

IT &Telecoms

Head of Supporting Functions - IT/Telecoms - Cost

Centre

ROLES I CAN BRING VALUE IN

Y. Pierrot (c) 2014 9

Depending on company’s requirements, size, organisation and environment, different roles can be held within different areas of the business

Governance,Process, Methodologies

ManagerCommodity Leader

Country / BU / Regional HoP* / CPO*

Head ofProcurement & Supply Chain

SME

larger companies team management

management team / ExCo

CPO: Chief Procurement OfficerHoP: Head of Procurement

)( Favorite environment:• Technology-driven industry• International exposure• Evolving / fast-moving environment• Performance-oriented management

- Target Jobs Depending on Company’s Size -

Contact details:

fr.linkedin.com/in/yoannpierrot/

www.viadeo.com/fr/profile/yoann.pierrot

+33 7 82 05 88 41

CONTACT ME AND LET’S SPEAK TOGETHERLooking forward to discussing your needs and objectives.Should you have any questions, do not hesitate to contact me!

Let’s end with a more personal touch! ;-)

Thank You