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Anthony Breach (ACMA) • A graduate of Kingston University, Business Studies and

the Institute of Technology Georgia State, Supply Chain

Leadership and CIMA qualified accountant

• Air Products PLC 1990-1993, Trainee Accountant

• CCSB (CCE, CCEP!!), 1993-2016 Various!

• Leading the Back office functions for Credit Control,

Master Data, Equipment control and Accounts Receivable

• Supply Chain Finance leadership role looking after 17

Manufacturing facilities across Europe

• Leading Procurement Enablement – Responsible for

delivering the procurement transformation agenda

• Married for 21 Years to Claire

• Two great Children, Victoria 15, James 12 (last Week)

• Passionate Liverpool FC fan

• Two cats!


We are C oca - Cola

E uropean Partners


We work hand in hand with

The Coca-Cola Company

2


We are the business behind the bottle


We have a rich history Coca-Cola European Partners brings together three

European bottlers that share history since 1919.

CCE acquires Coca-Cola

bottling operations in the

Netherlands, Belgium,

Great Britain, France,

Luxembourg and Monaco

Coca-Cola Enterprises,

Coca-Cola Erfrischungsgetränke

and Coca-Cola Iberian Partners

merge to create world’s largest

independent Coca-Cola

bottler by revenue


Selling through our customers’ diverse and local outlets

We operate across 13 European countries


So consumers can choose the product that best suits their taste, lifestyle and diet.

Our brands provide choice

9


CCEP Organisation Structure

12


Vision & Road

map

Indirects functionalised

Indirects move to category

model

CceBuy + accelerated

value + 7SSP

World Class

CCEP-P

The CCEP Procurements Journey

Procurement Enablement & CoE Analytics

CCEP Created & Synergy Targets

established

2007 2012 2014 2015 2016 2017+


Procurement Leadership

Working together to identify

opportunities to drive value and

provide fuel for CCEP to deliver

our growth strategies and plans

The CoE Journey


Procurement Enablement

Our Mission

Technology Solutions X2

Risk Solutions X1

Insightful Analysis X6

Governing Performance X6

“Enabling Procurement Excellence with Passionate

People, Delivering Insight, Technology and Process

Solutions ”


Why a CoE?


Creating a CoE

12

Business Process team

(e.g. Commodity coding, catalogue support, User Help desk, compliance reporting)

Process & Insight Strategic Sourcing

& SRM P2P Transactions

Enablement

Responsible for policies, standards, continued efficiency (Systems), benefit tracking, SLAs

Category Managers

P2P & Accounts Payable CoE

New Capabilities

Additional Capacity in Category team = Value

Segmenting activities

Robust process management

7 Step Sourcing Process

Strong data management

Appropriate Systems


Building Capabilities

Internal Capabilities Gap

•Complex data sources

•Resource hungry

•Market knowledge

•Access to suppliers

Requires 3rd party solution

External Intelligence

Internal Intelligence

Strategic Insight


Delivering Analytics

$pend Analytics

Procurement Metrics

Value Tracking

Supplier performance

Reporting

Cost Modeling

Predictive Analytics

Total Cost of Ownership

Data Visualization

Category Analytics

On-going. Day-to-day support. Allows

Category Manager to manage

category.

Monitor Results

Ad-Hoc Reports

Focus: Category work Sourcing Analytics

Analytic manpower is needed to allow

focus on untapped areas of spend and

properly execute the 7SSP to yield

needed savings.

Focus: 7SSP work

Building Spend baselines

Should cost models

RFP & Bid sheet creation

Develop,

issue and

track RFI

Detail spend

analysis

Manage e-sourcing event

Quantitative

model to score

RFX results


Aligned but Agile

Category Resource

Supply Chain

Sales & Marketing

Corporate

Direct

P

M

O

COE Resource

Supply Chain

Analyst

Sales & Marketing

Analyst

Corporate

Analyst

Direct

Analyst

Supply Chain

Analyst

Strategic

Analyst

Senior Manager

Data Analyst


Creating a CoE

Go-Live Dec 2015

Phased Ramp-Up as capabilities develop

External Analytics training

February


Key Learnings

Imbedded into category

team

Usage of Core Systems

Data Cleansing

Role

Partnership With Beroe

Ramping up approach

Procurement Reporting Line

Recruitment Profile

Direct Involvement

in Recruitment

Clarity of Role Sort

Formal Capability

Assessment

• More upfront investment in tools to support Analysis

• Perform a detailed cleansing of data in advance

• Report category team engagement closely


Key Results

Visibility and Accessibility of Data

79 Customised Reports requested and

delivered

20 Pipeline reports

122 category overview reports issued

8.25/10 Average feedback score

Uncategorised Spend reduced to 1%

from 15%

35 Strategic Sourcing projects being

supported covering €700m spend

Trebled value delivered via E-

Auction activity

100% of sourcing projects being

managed in systems

• Supporting a significant over delivery v’s ABP for Indirect procurement

• Data Quality Improving

• Compliance to process and catalogues improving

Working together to identify

opportunities to drive value and

provide fuel for CCEP to deliver

our growth strategies and plans

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