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ROLE TRANSFORMATION FROM BUYER TO CATEGORY MANAGER
Successes and learnings
spending > 6 MM€
long time contracts with 3 suppliers
2 internal partners
2 different events tools
Events - 65%
Business travel - 15%
Training, Micromarketing, Employment, Office material, CRO-s, El club de la farmacia - 20%
One supplier at national level
Spending: > 3,5 MM €
Policy in place
No implication at affiliate level
Delegating tasks to suppliers / internal partners
Eliminating / automatizing administrative tasks
Focusing on added value tasks
No written procedure for events management
Global Sourcing involved in events' daily follow -up and control
IT planned to substitute events tool with an increase of the administrative tasks of minimum 30% FT
Team work: members Marketing, Finance, Controlling, Internal Audit, Commercial; leader Global Sourcing
Define new process for Spain events
Benchmark for events tool management
Presentation of process and alternative tool to Management Board.
Global Sourcing launched creative group sessions with Relational Marketing to create new event tool.
Business case based on historical and benchmarking with important savings and new booking tool implementation
Supplier service globalization
Policy optimization proposals
Quality survey & improvement plan
Communication plan to Managent Board and users.
Temporary employment: improve process & create user manual
Coordinate a cross functional team (Marketing- Global Sourcing) for processes optimization
Creative Agency: category optimization
Printing: materials standardization, informative brochure for Mkt, innovation sessions
Optimize the process for global events.
Write down the processes.
RFI +RFQ+ contracts for audiovisuals, spaces, catering
Global Sourcing with a change management role
Global Sourcing with a leading role
Cross functional team working gives optimum results
Internal communication of GS achievement
- From Price to Total Cost of Ownership (TCO) for new saving generation
- Defining rules and processes
- Promoting vendor market innovation