Leveranciersmanagement bij de ING Bank België Manage de markt! contract- en leveranciersmanagement Eindhoven, 20 Oktober 2009 Peter Boon Supplier Manager ING Bank België
Agenda
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ING Bank België Kern gegevens : Aantal Klanten : meer dan 2,8 miljoen Aantal Medewerkers : 11.805 Uitgebreid Retail Kantoren Netwerk : 768 Traditionele kantoren 138 ING Proxi kantoren 827 Self’Banks 399 Cash in/Cash out machines Top 5 Retail Banken van België
Ambitie :
De eerste Belgische universele direct bank in perfecte harmonie met het kantoren netwerk De beste private banker De hoofdbankier van kleine en middelgrote ondernemingen De voorkeursbankier van institutionele klanten De “trusted advisor” van grote internationale ondernemingen
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Operations & IT Banking voor de ING Bank België ING Bank België : Retail Banking Private Banking Corporate Banking Wholesale Banking Operations & IT Banking
For more information : www.ing.com
Strategie : Focus : bankieren, beleggen, levensverzekeringen en pensioenen Particulieren klanten voorzien van producten om • financiële reserves op te bouwen • beleggingen te beheren • en zich voor te bereiden op hun pensioen Investeren in bancaire distributie en snelgroeiende markten Basisdiensten blijven verbeteren en vasthouden aan sterk kapitaal en risicobeheer
Operations & IT Banking :
Technology Service Delivery Solution Delivery Support
: : : :
IT Infrastructuur Zorgen dat de bank werkt (Run) Zorgen dat de bank verandert en verbetert (Change) IT Architectuur, Risk & Compliance, Vendor Management
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Operations & IT Banking en IT Leveranciers Operations & IT Banking :
Technology Service Delivery Solution Delivery
: Servers, Diskopslag, Werkplekken, Netwerk, Telefonie : Transacties, Processing, Beheer van Systemen : Implementatie nieuwe Systemen & Ontwikkelen van Systemen
Vendor Management :
Leveranciersmanagement Contractmanagement Inkoop Administratie & Ondersteuning
Inhuur van IT consultants IT Infrastructuur Software IT Services Telecom Markt Data
IT Leveranciers 5
Leveranciersbestand – Invalshoeken Categorie Focus – Categorie Tree Regional Focus
Interne Klant Focus
Risico Focus – Kraljic Analysis
Retail Banking
Leverage
Strategic
Routine
Bottleneck
Private Wholesale
banking
Banking
Spend Focus – Pareto Analysis Spend Focus – Pareto Analysis ABC-Analysis Spend
29.000.000,00 € 28.000.000,00 € 27.000.000,00 € 26.000.000,00 € 25.000.000,00 € 24.000.000,00 € 23.000.000,00 € 22.000.000,00 € 21.000.000,00 € 20.000.000,00 € 19.000.000,00 € 18.000.000,00 € 17.000.000,00 € 16.000.000,00 € 15.000.000,00 € 14.000.000,00 € 13.000.000,00 € 12.000.000,00 € 11.000.000,00 € 10.000.000,00 € 9.000.000,00 € 8.000.000,00 € 7.000.000,00 € 6.000.000,00 € 5.000.000,00 € 4.000.000,00 € 3.000.000,00 € 2.000.000,00 € 1.000.000,00 € 0,00 €
Vragen : Heeft ING alle huidige leveranciers nodig ?
A B C
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Category Focus – Category Tree
101 201 301 401 501 601 701 801 901 1001 1101 1201 1301 1401 Suppliers
Welke leveranciers zijn echt belangrijk ? Zijn de leveranciers financieel gezond ? Komen de leveranciers de ING voorschriften na ? Welke leveren goede prestaties ? Is ING tevreden over de leveranciers ? Wat is de positie op de leveranciersmarkt ?
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Samenstelling van het Leveranciersbestand De samenstelling van het leveranciersbestand moet zodanig zijn dat de Leveranciers Operations & IT Banking in staat stellen de diensten te leveren aan de ING Bank Belgie zodanig dat de ING Bank België haar doelstellingen en ambities kan waarmaken.
Performance Capabilities Capacity Services Footprint Pricing Supply Risk Innovation Compliance Stability
Optimaliseren van de samenstelling van het Leveranciersbestand
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Monczka MSU Model
Leveranciersmanagement geeft in de praktijk invulling aan het optimaliseren van de samenstelling van het leveranciersbestand
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Optimaliseren van het Leveranciersbestand Ambitie Niveau
Hoog
(voor een gering aantal leveranciers)
Niveau
Focus Intensiteit van de Relatie
5 4
09 20
0 01 2 -
3 2
Laag 1
Hoog
Aantal Leveranciers
Source: Monzcka groeimodel naar partnerschap
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Gering
Supplier Management Processen per Niveau Niveau 5
Integreren in Supply Chain
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Involveren in R&D
Doel
• Innovatie
Processen
Supplier Innovation Platform
• Time to Market
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Partnering
• Toegevoegde waarde
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• Toegang tot nieuwe technologie-en • Business opportunitieiten
Supplier Satisfaction Surveys
• Gezamenlijke verbeterplannen
Supplier Governance
• Leveranciers kunnen anticiperen
• Concurrentie voordeel
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Resultaten
• Leveranciers focus t op ING doelen
Rationaliseren leveranciers bestand
• Reductie
Supplier Health Check
• Verbeterde inkoopkracht
• Rangschikking
Supplier Segmentation
• Minder leveranciers en contracten
Erkennen belang van Leveranciers
• Transparantie
Supplier Performance Measurement
• Selectie op data en feiten gebaseerd
• Controle
Supplier Qualification
• Gecontroleerde toevoegingen
Supplier Financial Health Check
• Leveranciers (re-) screening
• Meer standaardisatie mogelijkheden
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Supplier Management Processen
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Supplier Management Processen Proces
Supplier Qualification
Supplier Segmentation
Supplier Performance Measurement
Description
to asses if a Supplier meets the primary qualification of ING
to classify and rank a “qualified Suppliers” into a Tiering position
Qualified Suppliers and Rejected Suppliers
Ranked Suppliers in preferred, and non preferred and specialist Suppliers per category
Results in :
Supplier Health Check
Supplier Satisfaction Survey
Supplier Governance
Supplier Intelligence
to measure performance of Suppliers on fact based criteria
to asses the health of the
to measure the satisfaction of important internal ING stakeholders
to steer the quality of the overall Supplier Relationship within ING
to maintain knowledge on Suppliers using internal and external sources
Transparent view on the delivery performance of Suppliers
View on important items of the
Satisfaction Scoring of internal ING stakeholders
Guidance on the relationship with the Supplier
Knowledge Bank on Suppliers
relationship
relationship
& identified areas to improve
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Supplier Qualification To asses if Suppliers meet the primary qualification of ING Qualification is based on defined criteria's to reduce risks and to pre-select Suppliers on :
Financial stability
Service portfolio
Quality certifications
Risk
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Supplier Segmentation To classify and rank “qualified Suppliers” into a Tier position in order to develop supplier strategies and to discern preferred from non preferred suppliers
Classification of Suppliers into Categories, Spend size and Supply Risk
Ranking is based on pricing, performance measurement, benchmarking, satisfaction surveys, supplier market and ING internal developments
Ranking is temporary : Tier positions are determined on a periodic basis, positions are to be monitored, reported and governed frequently;
Re-positioning after a period (promotion/demotion of ranking) and incidental changes/removals on ING decisions.
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Supplier Performance Measurement To monitor and measure Performance of Suppliers in order to facilitate the visibility of the value derived from the supplier relationship
Adherence/violations of the rules of engagement
Escalations on contractual level
Service Levels (to be aggregated up to a supplier level)
Deliverables and milestones (to be aggregated up to a supplier level)
Resource availability & evaluations (to be aggregated up to a supplier level)
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Supplier Health Check To assess the health of the relationship between ING and the Supplier on important aspects in order to identify improvement areas
Component Level Relationships (per Contract)
Governance Quality of Account Management Contract Management Alternatives Available Exit Plans
Organisation Level Relationship
Governance Ethics of supplier Risk of non performance Alternatives available Exit plans from supplier Effort applied vs value
ING Alignment
Strategic Fit Cultural Fit Value of ING to the supplier Relative Power of ING to the supplier Market Trends for the supplier
Finance
Standards Fit Scope Fit Risk vs Risk Appetite Resource Capability Flexibility vs Certainty
ING Alignment
Business Case Total Cost Cost Trend Value of ING Business supported Risk - Reward Equity
Finance Financial Health of the Supplier % Value of ING Business to the Supplier Total cost paid in last 12 months
Performance
Performance
SLA Achievement Schedule history/achievement Improvement Demonstration Productivity Performance Trend
Responsiveness of the supplier Innovation Contribution Added Value Health Check trend 16
Supplier Satisfaction Survey To measure the satisfaction on Suppliers of important internal ING stakeholders by a Satisfaction Survey on criteria like : Operational Effectiveness Professionalism Competences Understanding Innovation Vision .....
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Supplier Governance To steer the quality of the overall Supplier Relationship and to monitor the progress on improvement initiatives ING-Supplier Joint Steering Committee Set Strategic Direction Monthly/Quarterly reviews Validate Alignment with Business Drive Mgmt level initiatives
Str ate g
ic
Executive Steering Board (ING Senior Executives – Supplier CXO Executives)
ING-Supplier Joint Account Plan Meetings Set and Manage expectations Drive and Monitor Improvement Plans Analyse Satisfaction Surveys Results Monitor progress and track Supplier Performance Execute Health Checks & Identify Improvement Areas Sharing of best practices across ING
Relationship Management
Ta ctic al
(ING Supplier Mgr – Supplier Relationship Mgr)
ING-Supplier Project/Service Agreement meetings Service delivery/Issue resolution Operational Business Liaison Driving Initiatives on Delivery improvements Business Continuity Planning
Contract Management (ING Contract Mgr– Supplier Delivery Mgr)
Op era tio n
al
Perform day to day activities of Service Mgmt Perform day to day Project Management Meet the SLA targets and expectations Identify and implement improvement opportunities Acceptance of deliverables
Project / Service Management (ING Project or Service Mgr– Supplier Project or Service Mgr
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Supplier Intelligence To maintain knowledge on suppliers using internal and external sources to support activities of Vendor Management Office by
Structured filing and archiving of output of Supplier Management Processes
Access to external sources like Forrester, Gartner, Dun& Bradstreed, Graydon,...
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Verbeteren van Leveranciersmanagement Leveranciersmanagement • De aanpak is nieuw voor ING interne klanten • Moet zich zelf stap voor stap bewijzen de en g l Vo teau Pla u ea t a Pl • Implementeren • Uitvoeren
• Voortgangsrapportages
• Evalueren • Verbeteren
• Supplier Management Dashboard
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Plateau Planning
Health Checks
Added Value Segmentation of one Category Rules of Engagement Announcement to Suppliers Plan & Approach Analysis
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Performance measurement
Segmentation of other Categories
Governance
Qualifications Financial Health Checks Set up Supplier Intelligence
P2 2009 21
P3
P4
Aandachtspunten
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Vragen en Discussie
Banking - Investments - Life Insurance - Retirement Services
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