SEMINAR
FORRETNINGSUNDERSTØTTENDE
CLM-SOFTWARE
OPLÆG FRA
RAMBØLL MANAGEMENT
CONSULTING
CONTRACT AND COMMERCIAL MANAGEMENT
FORRETNINGSUNDERSTØTTENDE CONTRACT
MANAGEMENT SOFTWARE
2. NOVEMBER 2015
1
CLM SOFTWARE
INTRODUKTION
Stigende fokus på software-understøttelse af kontraktstyring
60%
60% af IACCM’s medlemsvirksomheder har
implementeret CLM software
Undersøgelse fra det danske marked
“Hvilke processer/systemer anvender din virksomhed i dag?”
Selvstændigt digitalt system
52%
ESDH-system
30%
Udfordring! Mindre end 30% opnår fuld
succes med implementering
27%
Excel-baseret
26%
ERP-system
20%
Fysisk
18%
CRM-system
eProcurement
14%
6%
63% af IACCM’s medlemsvirksomheder har
63%
fokus på at forbedre værktøjer og systemer i
2015
CLM-markedet forventes at vokse med 16,35 % årligt i
perioden 2015-2019
3
Kilde: IACCM; www.bechbruun.com; Barthel Andrew
CLM SOFTWARE – REVOLUTIONERENDE UDVIKLING
TIDEN FOR KOGNITIVE COMPUTERSYSTEMER
https://youtu.be/np1sJ08Q7lw
4
Kilde: Www.youtube.com;
CLM SOFTWARE - UDVIKLING
FRA OPBEVARING TIL FORRETNINGSUNDERSTØTTELSE
?“One truth”?
Enterprise level
kernesystem
Operationel
dokumentationssikring
Aktiv
kontrakstyring,
der sikrer
opfølgning på
rettigheder og
forpligtelser
 Business risks
 Udgiftsfald
 Maksimering af
top- og bundlinje
Udviklingstrin 1
Udviklingstrin 2
Udviklingstrin 3
 Direkte adgang
for alle parter
 Delt performance
management-info
 Delt risikoregister
 Fælles
forpligtelsesoverblik
 Fælles synlige
dashboards
Udviklingstrin 4
6
CLM SOFTWARE - DRIVKRAFTEN
FRA ”NICE TO HAVE” TIL ”NEED TO HAVE”
I
Nødvendigt med hurtigere eksekvering af kontraktprocessen
II
Krav om forøget fokus på governance, risici og compliance
III
Fokus på reduktion af administrationsomkostninger og forøgelse af kontraktvolumen
IV
Digitaliseringen af kontrakter (tilgængelighed) og brug af e-signature
V
Øget kompleksitet i leverancerne
VI
Større diversitet fra kunde til kunde – forskelligartede kontrakter
7
CLM SOFTWARE - LANDSKABET
KONTRAKTLIVSCYKLUS OG SOFTWARE-FUNKTIONALITETER
SOFTWARE-FUNKTIONALITETER
Udvalgte leverandører
KONTRAKTLIVSCYKLUS
Forberedelse
Konkurrence
-udsættelse
Kontraktdata
Personlige
dashboards
Stort
marked
Mindre
marked
inden for
personlige dashboards
Stort
marked
Adv. søgefunktion
Stort
marked
Stort
marked
E-mailadvarsler
Stort
marked
Rapportering
Stort
marked
E-signaturer
Mindre
marked
Approval
workflows
Stort
marked
Pre- at væreLeveranTilbydes
Simpelt
Std.- og
Ikke en
ProcesEn metodeKan
Predefinerede
til at
roller
beskytte
organisationen
ved
risikobevidst
difinerede
dører
af alle (geografi,
dække påog
eller
ad-hoc type, beløb
•• Rapporteringer
Computersystem
enkelte
software
forpligtelser,
kontrakter,
porteføljeniveau
mv.) ser, der
nøgleroller
tilbyder
leveranhele
komrapporfunktiokræver
• Guidelines
Administrator
blandt
adv.
dører i
forløbet
plekst
tering
nalitet
godken•• Lead
Dokumentarkivering
time
Stort
størstesøgning
forskelligt
presystem
blandt
delse fra
Alle faser
marked
delen af
fx ord,
omfang
award tilManager
(50/50)
alle
f.eks. en
• Politikker
Contract
•• Performance
Dokument-tracking
rapportering
evaluering
inden for
dashboards
creation)
Lagring
pre –
award til
evaluering
leverandørerne
Forskellige roller
og adgange
gennem
hele
kontraktprocessen
datoer,
sætninger mm.
Dækning
af proces
afhænger
af om
contract
creation
er med
Lagring
• Seperate,
Sikkerhedskontrol
udvidede adgange (indhold,
• Dokumentorganisering
fra udvik- workflow mm.)
ling til
•
Kontraktrettelser
Versionkontrol
evalue• Størrelse og scope
ring
Leverance
Roller &
adgang
Rapportering
DOCUMENT
ROLLER & ADGANG
COMPLIANCE
MANAGEMENT
MANAGEMENT
• Procedurer
Kontraktforfatter
•• Governancerapporteing
Dokumenthåndtering
Evt. ikke
fase 1-2
• Dokumentation
•• Ledelsesrapportering
Kontraktlæser
(contract
Dokumentkontrollering
Udvikling
Document
Management
Hele
processen
Eks.:
Udløbsdato,
review
dato,
milepæle
osv.
Rapportering af
behov,
forhandling,
udvikling
og evaluering
leverandører
manager
før fuldførelse
kan ske
Compliance
Management
Stort
marked
Mange
variationer
Version
control,
contract
control,
procedurer osv.
Sikkerhed
fra start
til slut
Performance-analyser
Kontraktkontrol
•• Små,
alenestående systemer
• Brugergrupper
•• Store
Datafortrolighed
med forskellige
muligheder/adgange
enterprise-wide
konfigurationer,
som betjener et globalt publikum
Ophør
8
Kilde: Www.business-software.com; Gartner; Forrester Rescearch; RMCs egen undersøgelse
UDVÆLGELSE AF DÆKKENDE CLM SOFTWARE-VÆRKTØJ
PROCES OG FUNKTIONER
Forberedelse og
behovsafklaring
Konkurrenceudsættelse
Indsnævring af
leverandørfelt
FASE 1
FASE 2
FASE 3
• Kortlægning af
eksisterende
processer og
værktøjer
• Udarbejdelse af
udbud til
markedet for
CLM software
• Vurdering af
tilbud baseret på
rangering af CLM
softwares
opfyldelse af
behov og krav
identificeret i
fase 1
• Baseret på
opfyldelse af
behov og krav
identificeret i
fase 1 inviteres
et antal
tilbudsgivere til
at afgive tilbud
• Antal af
tilbudsgivere
reduceres
løbende
• Identifikation af
behov og
tekniske krav
• Identificering af
kort- og
langsigtede
målsætninger for
processer og
egenskaber
Brugertest af
software
FASE 4
• Test af værktøjer
for identifikation
af styrker og
svagheder samt
”ease of use”
• Endelig
evaluering af
software og
tilbud
Valg af leverandør
og Implementering
FASE 5
• Start ”småt”
• Involvering af
brugere fra start
til slut
• Undgå modstand
mod forandring
9
UDVÆLGELSE AF DÆKKENDE CLM SOFTWARE-VÆRKTØJ
FORBEREDELSE OG OVERORDNET BEHOVSAFKLARING
Potentielle overvejelser
ENTERPRISE
ARKITEKTUR
KONFIGURABILITET
• Kontrakttyper: Sell, buy, admin
• Cloud, skalerbar osv.
• Konfigurerbare kontrakttyper
• Forretningstyper
• WEB-service
• Metadata
• Geografi
• Hybrid, distribueret
modelkapabilitet osv.
• Workflow-konfiguration ved
kontrakttype
BRUGERVENLIGHED
IMPLEMENTERING
SAMARBEJDE
• Intuitiv brugergrænseflade
• Implementeringshastighed
• Tredjepartsportal
• Understøttelse af MS Word, MS
Excel o. lign.
• Erfaring/viden
• Onboarding
• Kvalitet fra kundeservice
• Pre- og post-sign-samarbejde
• Strategi: Differentieret,
standardiseret osv.
• Udvidet søgefunktion
10
CLM SOFTWARE
MARKEDSUNDERSØGELSE – SOFTWARE-SCREENING
Find den software, der opfylder din organisations behov
UDPLUK AF LEVERANDØRER
TEKNISKE SPØRGSMÅL
KUNDE-LEVERANDØR-MATCH
• Prismodel
• Licensmodel
• Faser i kontraktens livscyklus
• Brugerroller
• Rapportering
?
• Søgefunktion
• Dashboard
• Dokumentarkiv
• Osv.
11
Kilde: RMCs egen undersøgelse;
CONTRACT & COMMERCIAL MANAGEMENT
STRATEGY AND PROCESS FOR REQUIREMENTS ASSESSMENT OF BUSINESS SOFTWARE
November 2nd 2015
Version 1.0
SENIOR MANAGER
BUSINESS TECHNOLOGY
NILS ROIEN
[email protected]
+45 5161 8040
Confidential material. Not for public use or exposure. May not be shared with third parties
IF CLM WAS JUST TO SUPPORT LEGAL DEPARTMENTS
SOFTWARE SELECTION CAN BE REASONABLY EASY, BUT …
1
• A standard approach for
simpler software selections
Project
organisation and
management
2
Business
strategy,
process
&
requirements
review
3
4
5
6
7
8
9
Define
improvement
goals &
opportunities
Application
market
research
and long
list of
vendor
candidate
selection
Request
for proposal (RFP)
creation
and long
list vendor
invitations
RFP response
analysis
and short
list vendor
selec-tion
Demonstration
script
creation
and
execution
Demonstration
analysis
and due
diligence
Vendor
selection
and contract negotiation
10
Implementatio
n
CLM SELECTION IS NOT JUST CHOOSING SOME SOFTWARE
ENSURING PREPAREDNESS & ROBUSTNESS OF SURROUNDING ENVIRONMENT IS
KEY
• Selecting enterprise class
application software is a
complex project and the stakes
are high.
• A successful software selection
and implementation can
transform your organization into
a best-in-class player in your
market.
• However, ignoring the broader
perspectives and poorly
executing the selection phase
of your project will result in
selecting software that is not
aligned to your organization’s
current requirements and plans
for the future
• Failure to prepare your broader
organization for change and a
successful implementation will
result in an implementation that
at the best will fail to complete
on time and never deliver
significant benefits
Business strategy discovery / roadmapping / KPI-drivers
Feedback enablement
End-to-end process discovery / renovation / preparation
Process alignment
1
Project
organisation and
management
2
Business
strategy,
process
&
requirements
review
3
4
5
6
7
8
9
Define
improvement
goals &
opportunities
Application
market
research
and long
list of
vendor
candidate
selection
Request
for proposal (RFP)
creation
and long
list vendor
invitations
RFP response
analysis
and short
list vendor
selec-tion
Demonstration
script
creation
and
execution
Demonstration
analysis
and due
diligence
Vendor
selection
and contract negotiation
10
Implementatio
n
Skills assessment / general education / certification
Specific training
Back-Office system & integration point assessment
Systems integration
THE SCOPE CAN BE VERY WIDE. PLAN FOR THE FUTURE
POTENTIALLY MANY USE CASES, PROCESSES INVOLVED, PLAYERS, STAKEHOLDERS
• What is the scope and reach of
CLM?
• Who are the players and which
roles do they have?
• Which processes are in play?
• What level of transparency
does each player have?
• Which players can do what
within our CLM system?
• What is shared in our CLM
system?
• Who are the key stakeholders
to involve in decisionmaking?
• Which reporting towards
whom?
• Is there a direct coupling
betwe-en business strategy and
execu-tion & feedback of
outcomes?
• Special compliance requirements (eg. data, mix (ie
US+Chinese), geographies (ie
dataprotection))
• …?
Customer
Customer
Customer
Partner
Company A
Sales
Manufacturing
& Services
Customer
Mgmt
Partner
Mgmt
Company B
Business Business
Strategy Mgmt
HR
CLM
Vendor
Employee
Staff
Mgmt
IT
• What to do?
• With what?
• With whom?
• Towards whom?
• How to do?
• Agreeing on?
• In which manner?
Partner
Employee
Legal
Vendor
Mgmt
Company C
Partner
Vendor
Vendor
Employee
SO THINK BROADLY AND MAKE ENTERPRISE DECISION
BESIDES ASKING VENDORS FOR STANDARD INFORMATION, PREPARE YOURSELF
• Define organizational and IT strategic vision for the next three years
• Educate key client stakeholders about options and possibilities
• Assess the current portfolio of back-office systems for integration
• Analyze current high-level processes and identify opportunities for
simplification and automation
• Develop a long-term contract data management strategy
• Identify ways that supporting technologies – such as mobile, business
intelligence etc can support organizational objectives
• Evaluate broader IT and enterprise system options
• Develop a three-year roadmap for CLM implementation and benefits
realization
• Define an organizational change management strategy to support the
defined roadmap
•…
HOW MATURE IS YOUR ORGANISATION? AND GOING ON?
BOTH CURRENT PREPAREDNESS AND FUTURE NEEDS MUST FIT WITH NEW TOOL
Beware of tools
• Are you ready for CLM?
• The worst thing to do is to cast
chaos in concrete or to think
that any tool is a silver bullet –
ensure that things are in
working order before even
looking at CLM systems.
• Next pages shows a 4-layered
maturity assessment model
which can be used to identify
areas where improvements
might be necessary before
implementing a tool or where
”manual” activities might be
needed in parallel with a tool to
ensure overall high maturity.
Ad hoc
Repeatable
• Processes are ad
hoc,
disconnected, and
disorganized
• A few individual
advocates exist,
but no formal
program is in
place
• There is limited
awareness or
acceptance
across the
organization
• Requirements are
known,
responsibi-lities
are assigned
• Gaps are
identified
• Communication
and education
programs are
rolled out across
the organization
• Plans are established and followed
Managed
Optimized
• Processes are
part of the culture
and an integral,
inseparable part
of ongoing operations and decision
making
• Performance is
highly predictable
• Processes are
fully mature.
• All investments
and decisions are
linked.
• Feedback is used
to adjust and continually improve
processes as
people, technology, and business
requirements
change and
oppor-tunities
arise
Defined
• Goals, practices,
and performance
metrics are fully
defined
• Processes are
standardized,
inte-grated,
documen-ted, and
imple-mented
• A formal governance and compliance model is
in place
CMMI adopted scale for processes
RELEVANT LAYERS OF MATURITY EVALUATION
WHERE CAN A CLM SYSTEM ENABLE/SUPPORT YOU? AND CAN IT DO ALL YOU NEED?
Defined
Managed
Optimized
• Operational performance
and cost metrics are
collected and aggregated
• Fundamental demand
forecasting is established
• Data supports evaluation of
3rd party performance to
business outcomes
• Data supports greater 3rd
party accountability and
improvements
• Few processes or limited to
managing some commercial terms of contracts
• Little emphasis on
performance and risk
• Processes inconsistently
defined and usually at the
initiation of a contract
• Performance standards
created intermittently
• Rules of engagement are
established across the
enterprise
• Processes exists for managing contracts, performance, relationships and risk
• Escalation procedures for
non-performers are clearly
documented and abided by
• Performance management
includes rewards for 3rd
party best-performers
• Strategic 3rd parties are
evaluated on relationship
value
• Strategic 3rd parties are
brought into the business
planning cycle
• “They manage You”
• No formal roles and no
"rules of engagement"
• Assigned authority for
managing contracts and
performance
• Large vendors, partners,
customers handled with
minimal set of guidelines
• Demand understood and
mapped
• “Management office” is
viewed as an advisor to the
business (or IT)
• Demand management links
directly to priorities with 3rd
parties
• 3rd party management seen
as a critical business
discipline across
• Business strategies and
objectives, 3rd party strategies, execution, performance and risk are all aligned
to support business goals
• “Management office”
coordinates all strategic 3rd
party activities
• Formal role certifications
are broadly used
• Strategic 3rd party managers are senior-level
executives
• And they are also measured on eg increased level
of innovation from 3rd
parties
People & Org
Governance
• Data collected
intermittently on costs and
operational performance
• Limited dashboards (technical) exists for large
contracts
• 3rd
Analytics
Repeatable
Process & Tools
Ad hoc
• Inconsistent data
collection, no centralized
aggregation
• Little information on spend
• No, spotty or inconsistent
performance data
• No training, career development or credentialing
• No definition of roles, and
no performance measures
• Management roles defined
• Training & certifications are
used randomly for skills in
contracting and negotiation
• A “management office”
exists
• Management roles are
defined and welldocumented
party performance metrics align with the business
KPI’s
• Performance scorecards
created that measure and
report on multiple levels
HOW TO IMPROVE MATURITY LEVEL
AND AT THE SAME TIME BETTER ENABLE SUCCESSFUL CLM
Optimized
Analytics
Managed
• Identify contracts
• Consolidate contract data
• Consolidate performance
data
• Develop balanced
scorecards
• Measure collaboration and
innovation
Process & Tools
Defined
• Monitor large agreements
• Design process flow
• Classify 3rd parties for
management
• Segment processes by
classification
• Seamlessly link supply and
demand
Governance
Repeatable
• Basic rights
• Charter
• Map demands
• Link 3rd party and business
strategy
• Business advisor
People & Org
Ad hoc
• Recognize roles
• Team structure
• Map roles
• Create “management
office”
• Business management
specialization
10 BEST-PRACTICE COMMANDMENTS
EXPERIENCE BASED ADVISES FOR ENABLING SUCCESSFUL OUTCOME
1.
Thou shalt link your project to your company’s business objectives
6.
If the company's business objectives are unknown (increase market share? be
recognized as the best in your industry? reduce costs? etc.) better get acquainted with
them ASAP
2.
3.
Thou shalt pay particular attention to integration points
Unless yet another information silo is wanted it is key to identify the different
integration point between the CLM and other back-office systems.
4.
Thou shalt consult ALL stakeholders
Everyone (or at least representatives for each group) is principally a stakeholder.
5.
Get under the hood of the product and understand the culture of the vendor. Since
you are likely to be doing business together for at least 5 years you better make sure
you understand one another.
Check references, and especially be aware of differences between on-premise (might
be heavily customized) and SaaS (probably same setup) vendors.
Thou shalt shirk away from a lengthy RFP
It is far more efficient to have fewer requirements, but well-chosen ones, which will
allow to differentiate between vendors since, at the end of the day, that is the point of
the whole exercise: to select one vendor over others.
Thou shalt work with a vendor shortlist – not longlist
One of the points of a compact, concise and precise RFP is to focus on key
differentiators and go straight to the production of the shortlist of vendors who will
receive it.
Thou shalt do thy due diligence thoroughly
7.
Thou shalt avoid falling prey to fads
Don’t just adopt tools because others have.
8.
Thou shalt have a sponsor
Implementing full-scale CLM is an enterprise class exercise. Don’t underestimate the
need for corporate sponsorship.
9.
Thou shalt negotiate carefully
If an on-premise system is chosen, where you are basically in charge of everything,
make sure that any roadmap promises are not something you overheard at a user
conference but a contractual commitment.
10. Thou shalt hope for the best and plan for the worst
Having a Plan B is always a good idea. If eg. the decision is to use a SaaS-based
system, make sure that you are covered in terms of disruption to the service, and that
you have in place a disaster-recovery strategy (in conjunction/addition to what the
vendor already offers.)
RAMBOLL MANAGEMENT CONSULTING
HANNEMANS ALLÉ 53
2300 COPENHAGEN S
[email protected]
WWW.RAMBOLL.COM
+45 5161 1000
APMG AKREDITERET CONTRACT MANAGEMENT UDDANNELSE
Som de første i verden har Nordic School of
Contract & Commercial Management i
samarbejde med Rambøll fået ret til at
udbyde den internationalt anerkendte
certificerede IACCM Associate-uddannelse
www.nsccm.dk
Se folder i det
udleverede
materiale!
23
AFSLUTNING – TAKE AWAYS
VIGTIGE OPMÆRKSOMHEDSPUNKTER
I
Pas på med at basere valg af CLM software på referencer
II
Kortlæg eksisterende processer og værktøjer
III
Kortlæg kort- (need to have) og langsigtede målsætninger for processer og egenskaber
IV
Vurder CLM software isoleret men også i forhold til vigtige integrationer
25
AFSLUTNING – TAKE AWAYS
SOFTWARE LØSER INTET UDEN….
Mennesker
Processer
Data
26
AFSLUTNING
JOBSIKKERHED FOR LEGAL OG CONTRACT MANAGERS
27
OPLÆG FRA
VESTAS
Managing Complex
IT Outsourcing
Deals
Ramboll Management
2nd November 2015
Henrik Stefansen
Senior Director
Vestas Global IT Sourcing
Managing Complex IT Outsourcing Deals
Agenda
• Brief introduction to Vestas & Global IT
• Vestas’ journey into IT outsourcing
• The importance of integrated supplier governance & management
• Drivers for, & selection of an offshore SaaS solution
• Reflections on the journey so far
2
Vestas – Ramboll Management – Contract & Commercial Management – November 2015
Vestas in brief
The only global wind energy company
3
18,000+
26,000+
54,000+
€ 6.9b
We employ around
18,000 people worldwide
and have more than 30
years of experience with
wind energy
We monitor around
26,000 turbines, or more
than 48 GW, day and
night and the data is
used for efficient service
planning and preemptive maintenance
We have more than
54,000 turbines or more
than 67 GW cumulative
installed capacity in 73
countries worldwide
spanning six continents
Vestas revenue for
the full year 2014 was
EUR 6.9 billion
Vestas – Ramboll Management – Contract & Commercial Management – November 2015
Global IT’s Strategy House
The role of outsourcing
Agility, Quality & Cost
supported by Outsourcing
Increased maturity & focus on value creating activities supported by Outsourcing
44
Vestas – Ramboll Management – Contract & Commercial Management – November 2015
Vestas’ journey into IT outsourcing
First-time outsourcing now driven by IT strategy
Infrastructure
Services
Application Development
(HCL)
2011
(NNIT)
2012
2013
Sourcing Strategy
V1
2014
AMS
SAP Basis
ERP Ops
EUC
Service Desk
Onsite
(HCL)
(tbd)
2015
Sourcing Strategy
V2
Office 365
(MS / NNIT)
2016
Comm.
Services
(tbd)
…
Tactical, reactive sourcing driven by
changes in the business
environment
5
Vestas – Ramboll Management – Contract & Commercial Management – November 2015
Strategic, proactive sourcing driven by
IT Vision & Strategy
Vestas’ sourcing context & objectives
And the importance of integrated supplier governance & management
6
Context & objectives
Importance of integrated management
‘Build & Run’ largely outsourced
Significant scope of sourced
services
A limited, but tightly integrated
vendor eco-system
Coordination critical across a
number of interfaces
SIAM a critical element of current
& future success
Professional delivery non-negotiable
(market  Global IT  Customers)
Partnership orientation based on
open collaboration & competition
A transparent & shared
‘One Version of the Truth’ required
Still building supporting
capabilities & maturity
Processes, governance & reporting
need tool support
Vestas – Ramboll Management – Contract & Commercial Management – November 2015
Supplier governance & management tooling
Selection criteria
1. Ability to map complex frame agreements, including
1. Contract interpretations
2. D & O tracking
3. SLA reporting
4. Invoicing, including credits & earnbacks
5. Relationship health
2. ‘One Version of Truth’ for Vestas & key suppliers / partners
3. Process support for increased maturity & quality of execution
4. Cost-effective, flexible solution (TCO, T&Cs, etc.)
1. Ability to automate across multiple data sources
2. Organisational flexibility / Operational support
Evaluation ended up with the selection of on single tool that has these capabilities:
SirionLabs
7
Vestas – Ramboll Management – Contract & Commercial Management – November 2015
Vestas & SirionLabs
Reflections on the journey so far…
8
Vestas - IACCM Europe Forum June 2015
Thank you for your attention
Copyright Notice
The documents are created by Vestas Wind Systems A/S and contain copyrighted material, trademarks, and other proprietary information. All rights reserved. No part of the documents may be reproduced or copied in any form or by any
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anyone else authorized by you, is prohibited unless specifically permitted by Vestas Wind Systems A/S. You may not alter or remove any trademark, copyright or other notice from the documents. The documents are provided “as is” and
Vestas Wind Systems A/S shall not have any responsibility or liability whatsoever for the results of use of the documents by you.
OPLÆG FRA
FEMERN A/S
FEMERN A/S – Udvikling og
implementering af egenudviklet
kontraktstyringssystem
v/ Sabine Olesen, Procurement
Manager
Hvorfor & Hvordan?
Hvorfor?
Hvordan?
• Udfordringen
• Markedsundersøgelse
• Behov for kontraktstyring
• Krav kunne ikke opfyldes af
eksisterende systemer
• Kontraktdatabase
• Udviklet inhouse
• Nem adgang til
kontraktinformationer i
forbindelse med EU audit
Name of Author
• Baseret på Sharepoint
2
09 November 2015
Hvad?
Hvad?
• Registrering af diverse
information omkring kontrakter
med en værdi på over 500.000
dkr.
• Søgefunktion & export til excel
• Performance Management
•
•
Penalty
Kritiske leverancer
• Integration med:
•
•
Økonomisystemer
Data Management System
Name of Author
3
09 November 2015
Hvem & Hvornår?
Hvem?
Hvornår?
• Registrering:
• Ved indgåelse af kontrakt
•
Kontraktejere eller personer
udpeget af kontraktejeren
• Opdatering:
•
Kontraktejere, personer
udpeget af kontraktejeren
eller procurement.
Name of Author
• Ændringer til leverancer eller
kontraktindhold
• Faktureringer
• Kontraktens udløb
4
09 November 2015
OPLÆG FRA
DT GROUP
FROM BUSINESS STRATEGY TO CONTRACT MANAGEMENT
Agenda
1) Insights/ Strategy
- DT Group and Mission Felix
2) eSourcing a Contract Management System
3) The Contract Management Project
4) Conclusions & Learnings
AGENDA
INSIGHTS
E-SOURCING
THE CMP
CONCLUSION
About DT Group
2014 Revenue: £1,853m
AGENDA
INSIGHTS
E-SOURCING
5
260
6,250
Countries
Stores
Employees
THE CMS
CONCLUSION
DT Group Strategy – Mission Felix
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Common Systems and Processes
Common Processes
CMS
CRM
Sympa
(HR)
Business Unit Specific
Processes & Systems
AGENDA
Common Systems
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
eSourcing Definitions – What are we talking about?
2000
1990
Information exchanged by Post
2010
Information exchanged by Online tools
Information exchanged by email
Buyer
Supplier
New certificates
Annual/Quarterly price updates
Updated specifications
Price indications from new suppliers
Daily Category Management activities
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Contract Management System & Project
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Going from Multiple to One
BEFORE
›
›
›
›
Different templates
No/ Limited CMS
Agr. in word in folders
Lack of overview & control
NOW
›
›
›
›
AGENDA
INSIGHTS
E-SOURCING
THE CMS
One template
One (fast) process
One system
One database
›
Searchable
›
In-time data
CONCLUSION
Implementing a CMS that…
“Out of the box”
• Saves time through:
Standalone in Phase 1*
– Simplicity
– Transparency
– Standardizing
Integration possibilities in
Phase 2
• Increases income by:
– Creating benchmarks across BU
and suppliers
– Reduces reaction time through intime management information
SPEED
USER ADOPTION
FIX
BASICS
* We will integrate the Parent-Child supplier structure from Datawarehouse In Phase 1.
* We will not integrate the supplier information from the ERP systems with the new CMS in Phase 1.
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
WORK
SMARTER
CMS Project Overview
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Stakeholders
Purchasing
Directors
GMC
Stakeholder
Sponsor
Project Manager
Project
Team/ Super
Users
Legal
Department
Business
Contract Management
Project
IT Departments
Århus, Ripon, Lahti,
Stockholm
Competitors
AGENDA
INSIGHTS
Partner ATC
BU Finance
Departments
BU
Purchasing
Departments
E-SOURCING
Suppliers
THE CMS
CONCLUSION
Project Overview 2013 (Initiation)
INPUT/ PRE-WORK
Resp.
• Questions from IT to provider
IT
HHJ
1. IT compatibility
Streamline templates and
process
OD/
EW
2.1 Commercial part
OD
2.1.1 Supplier Manual
OD
2.2.1 Legal part
EW
2.2.2 Addition (appendix)
EW
2.3 Contract Process
OD
IT providers
3. RFP process start
• Draft templates and processes
• Compiling needs & decision criteria
• Kick-Off Workshop
Provider Selected after
presentation in
Gladsaxe to Project
Team Members and
Sourcing Directors.
• Identifying IT Providers
• Running RFP Process
PJO
PJO
30/ 5
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Steering Committee
Responsibility
Who?
Project Management
Internal Project Manager
Chairman*
Ole Dahl
Legal Quality
Ed Walker
IT Quality
Hans-Henrik Ljunge
Userability
Jørgen Holmgaard
Business Value
Peter Jansson
B2C Perspective
Thomas-Juul Bucholt
Sales Requirements
Sourcing Directors
Provided IT Solution
Project Manager from Solution Provider
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
First CMS Process
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Kick-Off with the Project Group
TWO International
Project Managers
ONE External
Senior Project Manager
One Internal
Senior Project Manager/Mentor
System Provider Resources
Two Representatives from each
BU part of Project Team:
1) Change Ambassadors
2) Super Users
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
RFI (eSourcing)
More than 100 scored questions
5
4
3
2
0
AGENDA
Question Score x Answer Scoring
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Selection & Scoring
SCORING
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Final Selection
CLM
Other Provider
1) Round one (RFP)
++
+
2) Final presentation day
+
++
2) Bonus setup
++
-
3) Changes/ Risk
++
Out of the box
50% OTB
50% Programming
4) IT Integration
++
Web services
+
Configurable Web Services
5) References
++
+
Issues with implementation
6) Legal
++
+
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Project Management
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Project Management
• Extensive RFP (Get ”the right” system)
• ”Tight” Scope
• Resourced
• Executive Focus
• We ”meant something” to the supplier
Power
Influence
Allegience
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Communications Plan
Nov 13
SC
SD
Super Users
Dec 13
Jan 14
Feb 14
Mar 14
Apr 14
DIRECTORS
KEY TEAMS
Template Team
Project Team
KEY GROUP
PGM
PM
KEY USERS
Analysts
Finance
LOCAL USERS
Logistics
ALL
Sales
Final testing,
confiration,
approval
Start
migrations
IMPLEMENTATION
BEIJER 28.1.2014
GROUP WEEKS 5-6
AGENDA
INSIGHTS
E-SOURCING
IMPLEMENTATI
ON
STARKKI
13.2.2014
IMPLEMANTATION
STARK, / SILVAN
19th, 20th, 24.2.2014
THE CMS
EVALUATION
WORKSHOP
End the project
VERSIO 1.1
IMPLEMENTATION
NEUMANN 6.3.2014
CHEAPY ?
CONCLUSION
Configuration System
AGENDA
INSIGHTS
E-SOURCING
THE CMS
DISCUSSIONS
CONCLUSION
Implementation
•
•
Entering a risky part of the project
We are implementing new…
• Templates
• System
AGENDA
INSIGHTS
E-SOURCING
Ambassadors and proper
communications is key!!!
THE CMS
CONCLUSION
The journey from multiple templates to three
standard Nordic templates
Stark
Supplier
specific
Silvan
Unknown!
Starkki
Cheapy
Beijer
Neumann
Multiple processes
ONE PROCESS/GOVERNANCE
One template –
EU suppliers
Norway
Finland
Unknown!
Sweden
Stark
European
Silvan
Cheapy
Starkki
Neumann
Beijer
None?
Multiple templates
One template non EU suppliers
Denmark
Multiple industry terms
One template –
EU ”light”/Trade
Nordic Contract used to be 55 pages with 15 pages legal terms.
Today it is 13 pages with 1-3 pages legal terms (risk based approach.
6 months spent on choosing a highly configurable system
Negotiation Skills and CMS system training connected to the new template, process
and system – Done in three iterations
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
The principles behind the templates
Incoterms
Logistics
Price/bonus
/
rebates/
discounts
Commercial
Invoices
Risk
Technical
support
Product
Related
Legal
Term
Delivery/
freight
Warranties
Packaging
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
The line of controversy
Most
Very important
Quite important
IN THE CONTRACT
THE LINE OF CONTROVERSY
NOT IN THE CONTRACT
AGENDA
INSIGHTS
E-SOURCING
Least important
THE CMS
CONCLUSION
Different levels of good – how good do we want to be?
Maturity
1
2
Legal entity supplier
Trading name or
variation
Confidentiality
Rely on law
Compliance
statement
None
3
4
Legal name + date
Legal name + date +
country
•Legal name
•CVR no.
•Reg address
•Signature rule / power
5 but time limited
Not time limited
Restricted people
Liquidated damages + not
sufficient
Simple + broad compliance law
only
3 but law + industry
practice
5
Separate clause on each of:
•Timber
•CE marking
•Industry standards
•Specifications
supplier
risketc
assessment
•Example only.
•Agreed maturity levels depended in practice upon
– led to EU and non EU supplier templates
None
Exclude
middle
”The law applies”
•Some detail
moved to aDetailed
separate
Supplier
Manual. Clear statement of NONE
consequential
position
•A simple, clear contract that is only tough on what it needs to be
Outside EU
Supplier’s EU
Treaty of Rome only Exclusive Danish Courts
tough on country
is a real Unique Selling Point (USP)
Exclusion /
limitations
Jurisdiction
jurisdiction
Product indemnity
All excluded
(buyer beware)
AGENDA
Blank – rely on law
INSIGHTS
E-SOURCING
Strict liability
Liquidated damages
Supplier burden of proof
No limitations
Etc etc etc
THE CMS
CONCLUSION
Three Legal Templates – Main differences
Extended
terms
Suppliers
outside
EU
Larger
legal
risks
Medium
terms
Non-contract suppliers
Light
terms
Outside EU
Suppliers
within EU
Medium
legal
risks
Suppliers
inside EU
on Trade
terms
Inside EU
Lower
legal
risks
EU Trade
DTG Minimum Standard Legal Terms
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
The principles behind the templates
+
Standard
Commercial
Terms
(SCT)
Standard Legal Terms
(SLT)
EU
Non EU
PL
PL
+
EU
Trade
Supplier
Manual
Common
DK
Trade Terms
Private Label
Terms
AGENDA
FI
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Approval process – How does it work in practice?
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Was there a Business Case?
NEGATIVE
POSITIVE
•
•
•
Student Thesis Indicating success in
qualitative terms
Survey before and after the Project
• Showing faster Contract Process
and ”happy” users
Now we know what the ”bonus beast”
looks like
• Financial Shared Service Center
indicating more accuracy
• Easier Internal Audit
• Compliance (reducing contract
risk)
• Not as much internal
benchmarking success (yet)
• Need to make more use of
the data!
“If it looks like a duck and kvacks as a duck then it is probably a duck”
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Conclusion & Key Learnings
• Tight Scope
• Resourcing
• Steering Committee with clear roles
• eSourcing System and extensive RFP process
• Choose a supplier where you mean something to them
• Over-communication is not enough
• Allow for change
• You will always under-estimate the task (matrix setup)
• Consultative approach and feedback to ensure adoption
• Support the business – not Legal!
• Don’t slow down – We are not there yet (and never will be) !
• Be Lucky
AGENDA
INSIGHTS
E-SOURCING
THE CMS
CONCLUSION
Thank You!