Procurement Glocalization - The EMEA Story
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Transcript of Procurement Glocalization - The EMEA Story
Procurement "Glocalization" in 2016 - The Intel
FMS EMEA story
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Dovev Viess
Regional director EMEA , Intel Facilities Materials
and Services Amsterdam, 20th - 22nd September 20164th Annual Global Strategic Sourcing & Procurement Summit
Intel / EMEA / FMS - Data
• Few words on Intel corporation
• GSM >>>> FMS Global >>>> FMS EMEA
• Diversity – We have sites in over 40 countries in the EMEA region (from 3 people in sales and marketing to very big manufacturing sites or design centers)
• FMS runs the commercial processes from sourcing plan, supply chain, contracting strategy, market data, Bid , Award to contract execution and administration .
• Scope includes construction (Small >> Mega projects ), RE, Facilities services (Maintenance , catering , security) Utilities , Materials and equipment .
• Managing over $xxB , team of 19 people , based in 4 Major locations
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On me
• 20 years of experience in Purchasing, Facilities, Infrastructure, Projects, Integration, Operations and people management in global corporations.
• Managing the EMEA Region for Intel FMS
• My regional focus in last 2-3 years is on the Glocalization
with focus on Mega projects and regional platforms :
Integrated Facilities Management (IFM ) and Regional
Small Projects (SPGC), Mega project in Israel (Fab conversion)
• Married +3 , enjoy the outdoor when I an not working
Do we need Glocalization ??
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EMEA From space (Equivalent to Corp. View)
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But this is the Real Picture
We are a complex mix of countries with a variety of cultures, religions,
rules, geography, languages, practices, Knowledge …
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Laterals between Corporation and Regions – 3 Options 1. “ Don’t trust the natives” - Full implementation of every process and
guidelines defined @ corporate level , reporting structure to assure this , every key position is managed by corp. people on relocation .
2. We are one company but all commercial decision making and execution is done @ site level .
3. Hybrid model = win win . Utilize the goodness of the corp. in setting clear strategies , systems, manuals but implement on a regional and site level.
What is the common base line to all 3 options ????
People - To be successful you need to
assure : • You defined the laterals between regions to programs / Corp.
• You are aligned on Vision / Mission but also on the objectives for the region and for corporation - if there are gaps don’t wait to deal with them during commercial process, project , contract Negotiation.
• Redefine strategic items such as supply base, Procurement Plan , contracting strategy, Market data when there is no project / contract in the horizon , When they arise focus on execution (Bid , Evaluate, Negotiate, Award)
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Case studies and Examples for Glocalization • Encourage your supply base to use Corp. Main HQ standards (In my case US) : Example 1
Green building certification Leed points are similar to Bream, Why explain who is better , use the US one . Example 2 Contracts - Use the US CD with local amendments yielded faster approval loop, better alignment on project set up, better support on disputes .
• Lead the way instead of argue on implementation : We’ve managed to leverage regional success story to Global implementation of programs : we did it in small project regional program in EMEA .
• We focus on regional managers forum to share our regional challenges and define clear direction when we talk to the global programs
• Influence decision making @ the source - We invest a lot of time and resources in attending all decision making global forums - worth the time.
• We keep an open and transparent communication with corporate – communication and decision making is a “2 way street” , 0 surprises agreement .
Thank you ,
will be happy for any inputs / questions