The Journey to World-Class
Agile Procurement
A New Value Proposition for a Volatile World
Chris Sawchuk
Principal, Global Procurement Advisory
The Hackett Group
September 28th and 29th, 2010
Page 2
Agile Procurement© 2010 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Agenda
Where Have We Been?
– Quick review of the last 2.5 years
So What Do We Do Now?
– Excelling in Uncertainty
What are World Class Organizations Doing?
– Practices of Leaders
Closing Thoughts
Page 3
Agile Procurement© 2010 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Where We Have Been
Page 4
Agile Procurement© 2010 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
To begin, let‟s quickly review where we have been…
“Survival mode”
“Procurement‟s
perfect storm”
1
2
3
Scarce Supply,
Plentiful Demand
• Securing supply
• Staving of price
increases
• Finding talent
• Sustainability
• Evolving
procurement ‘s value
proposition
• Delaying &
scaling back
capital
investments
• Reducing
discretionary
spending
• Freezing hiring
Plentiful Supply, Scarce Demand
• Renegotiating Contracts
• Extending payment terms
• Reducing supplier viability risk
“Proactive and
deliberate focus:
cost, cash and risk”
US Producers Price Index (all commodities) last 2.5 years
Source: www.bls.gov
“The New Normal”
4
Uncertainty Prevails, Agility Is Key
• Increased climate of risk & volatility
• Globalization & emerging market exploitation
• Acceleration of creative destruction cycles:
Innovate..or die
Page 5
Agile Procurement© 2010 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
What is the Estimated Percentage Change that You Expect
During 2009 and 2010 in Procurement for:
Organizations hoped for growth, but also hedged their bets with still lower operating budgets and staff levels
-2.2%
-1.5% -1.7%
-2.6%-2.3%
3.7%
The jobless recovery
(i.e., even fewer
planned jobs going
into 2010)
Staffing Budgets Revenue
Change in number of staff
(FTEs) 2009
Change in number of staff
(FTEs) 2010
Operating Budget
2008-2009
Operating Budget
2009-2010
Revenue 2008-2009
Revenue 2009-2010
Source: The Hackett Group 2010 Key Issues Study
Page 6
Agile Procurement© 2010 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
What have you done in the last year?
2. Do you manage procurement processes as services?
3. Have you added higher-value metrics to your scorecard and gaining associated resources?
4. Have you helped the enterprise become more agile through better commercial risk management and improved variability of asset/cost structures?
5. Have you made procurement more agile to deliver more capacity and savings?
6. Have you extricated procurement staff from low-value processes? Are you obtaining maximum value (and minimizing distractions and risk) in p2p activities?
7. Are your key suppliers innovating with you?
1. Have you added high-value procurement services and related capabilities to your service portfolio?
Page 7
Agile Procurement© 2010 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
13%
23%
40%
47%
53%
57%
73%
Freed up working capital without undue stress on your suppliers (e.g., use of supply chain financing)
Helped critical suppliers through the downturn and garnered their goodwill and commitments in preparation for the market upturn
Extricated procurement staff from low-value processes, but also increased resources in high-value procurement activities
Added higher-value metrics to your scorecard beyond cost savings
Added higher-value procurement 'services' to your service portfolio and increased your brand to the business
Brought additional attention, focus, and resources to supply risk as an enterprise risk issue
Influenced new spending areas and put in place new policies that were not possible before
Percentage of Procurement Organizations that Used the Recession to Make Themselves Stronger
Source: The Hackett Group 2010 Key Issues Study
Many Procurement organizations capitalized on the downturn to evolve Procurement‟s value proposition…
Page 8
Agile Procurement© 2010 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
So what will happen next?
“Survival mode”
“Procurement‟s
perfect storm”
1
2
3
“Proactive and
deliberate
focus: cost,
cash and risk”
US Producers Price Index (all commodities) last 2.5 years
Source: www.bls.gov
“The New Normal”
4
Would the same purchasing efficiencies be
available second time around, if we see a
“double-dip”?
Will procurement‟s contribution quickly be
forgotten if a global recovery emerges
instead?
What if nothing changes, can we sustain
this new normal?
?Uncertainty Prevails,
Agility Is Key
Page 9
Agile Procurement© 2010 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
So What Do We Do Now?
Page 10
Agile Procurement© 2010 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
How do we deal with uncertainty?
Be Agile – ready to react to the environment
Build your value proposition – more value in the right areas
Drive performance – increase efficiency and effectiveness
Get back to the basics – build capabilities
Page 11
Agile Procurement© 2010 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
In this time of uncertainty, Procurement must evolve its value, build its execution capabilities and align performance
Procurement
Value:
Evolve the Service Value
“What do we aspire to be?” which
becomes “What to execute?”
Procurement
Performance:
Recalibrate the Service Execution
“What is the level of performance
for both efficiency and
effectiveness?”
Procurement
Capability:
Redevelop the Service Capability
“What capabilities do we have
today or need to acquire to
change?”
Business
Requirements
(and investments)
Procurement Value
Procurement Suppliers
Requirements & Spend
Spend / Supplier ValueBusiness Environment
“The New Normal”
Increased climate
of risk and
volatility
Exploit emerging
market
opportunities
Innovate or die (or
be acquired)
Page 12
Agile Procurement© 2010 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Every Procurement organization must define the value they want to deliver to their stakeholders
Procurement
Value:
Evolve the Service Value
“What do we aspire to be?” which
becomes “What to execute?”
Procurement
Performance:
Recalibrate the Service Execution
“What is the level of performance
for both efficiency and
effectiveness?”
Procurement
Capability:
Redevelop the Service Capability
“What capabilities do we have
today or need to acquire to
change?”
Business
Requirements
(and investments)
Procurement Value
Procurement Suppliers
Requirements & Spend
Spend / Supplier Value
Page 13
Agile Procurement© 2010 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
SUPPLY ASSURANCE
PURCHASE COST
REDUCTION
TCO REDUCTION
DEMAND
MANAGEMENT
VALUE MGT
It starts with “doing the right things” as procurement continues to evolve its value proposition…
Value Proposition Role of Procurement
Safely harnessing the power of supply
markets for competitive advantage
Negotiations, n-step
sourcing process
Customer relationship
management; money management;
demand/specification influence
Cost modeling; supplier/market
analysis; supplier management;
SRM; supply planning; project
management; risk mgmt
Site-level tactical
sourcing, ordering
and expediting
Right goods and
services at the right
time at the right
place…
And at the right price…
…by reducing total supply
costs (not just supplier
profits).
…ultimately stimulating good demand and
increasing business value derived from spend
(and supply markets) rather than just reducing
spend magnitude.
Reducing unneeded demand activity,
complexity, immediacy and
variability…
Inc
rea
se
va
lue
(a
nd
re
qu
ire
d c
ap
ab
ilit
ies)
Lagging“Firefight”
Achieving“Reduce Costs”
Exceeding“Support the
Business Strategy”
Leading“Influence the
Business Strategy”
Procurement
Service Deliver
y
INFORMA
TION
SERVICE
PLACEME
NT PROCESS
SOURCIN
G
PROCESS
DESIGN
ENABLIN
G
TECHNOL
OGY
SKILLS &
TALENT
ORGANIZATION
Page 14
Agile Procurement© 2010 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Source: The Hackett Group Procurement Value Proposition and Capability Study, 2010
SUPPLY ASSURANCE
PURCHASE COST
REDUCTION
TCO REDUCTION
DEMAND
MANAGEMENT
VALUE
MGMT
Value Level
Supporting
Strategic Initiatives
Managing Demand
Reducing
Total Cost of Ownership
Reducing
Purchased Costs
Assuring Supply 15%
17%
23%
20%
25%
19%
26%
15%
21%
18%
Percent of time spent on procurement activities
by non-transactional FTEs
Current Allocation Desired Allocation
Capabilities
via Investment in „Services‟Performance MeasurementPercent of firms measuring value element
on primary Procurement scorecard
43%
77%
50%
27%
40%
To ensure you are investing enough time in strategic activities you must measure the right things
Procurement
Service Deliver
y
INFORMA
TION
SERVICE
PLACEME
NT PROCESS
SOURCIN
G
PROCESS
DESIGN
ENABLIN
G
TECHNOL
OGY
SKILLS &
TALENT
ORGANIZATION
Page 15
Agile Procurement© 2010 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Achieving high performance requires an increase in the level of efficiency and effectiveness
Business
Requirements
(and investments)
Procurement Value
Procurement Suppliers
Requirements & Spend
Spend / Supplier ValueProcurement
Value:
Evolve the Service Value
“What do we aspire to be?” which
becomes “What to execute?”
Procurement
Capability:
Redevelop the Service Capability
“What capabilities do we have
today or need to acquire to
change?”
Procurement
Performance:
Recalibrate the Service Execution
“What is the level of performance
for both efficiency and
effectiveness?”
Page 16
Agile Procurement© 2010 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
EFFECTIVENESS
Economic return
Supply base leverage & performance
Role of procurement
Process quality
Examples:
144% higher spend cost reductions
90% higher spend cost avoidances
58% less suppliers per $B
22% less suppliers that represent 80%
of direct spend
10% less suppliers that represent 80%
of indirect spend
50% higher spend influence in direct
materials/services
33% higher spend influence in indirect
materials/services
42% less PO Pricing errors
EFFICIENCY
Process costs
Productivity
Cycle times
Costs per transaction
Staffing Levels
Examples:
16% lower Cost of Procurement as a % of
spend
28% lower Direct - PR Cost as a % of Direct
Spend
19% lower Indirect - PR Cost as a % of
Indirect Spend
32% lower Purchase Operations cost as a %
of spend
12% higher Span of Control
174% more POs processed per FTE
54% faster Direct Receiving cycle time
63% less cost per PO
23% less FTEs per $1B of spend
– 39% less direct FTEs per $1B direct spend
– 29% less indirect FTEs per $1B indirect spend
– All cost, FTE, and wage rate data available at
a process group level
Hackett Value Grid™ − the foundation for how Hackett defines world-class performance
Hackett Value Grid™ (Procurement)
* Many of these metrics are also available at a more granular spend category level below the indirect/direct materials and services levels
But Procurement performance must start with the Value of the Procurement
“services” promised…and deliveredSource: The Hackett Group 2010
Procurement
Service Deliver
y
INFORMA
TION
SERVICE
PLACEME
NT PROCESS
SOURCIN
G
PROCESS
DESIGN
ENABLIN
G
TECHNOL
OGY
SKILLS &
TALENT
ORGANIZATION
Page 17
Agile Procurement© 2010 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Procurement organizations used the recession to improve along traditional metrics – and saw the payoff in ROI
Effectiveness: Total spend cost savingsTotal spend cost savings (reduction and avoidance) as a percent of
annual spend
2.7%2.1% 2.3% 2.3% 2.0%
3.1%
5.5%4.9%
4.4%5.2%
4.8%
7.0%
0%
1%
2%
3%
4%
5%
6%
7%
8%
2005 2006 2007 2008 2009 2010Non-World-Class World-Class
Return on investmentRatio of total spend cost savings to the cost of
procurement, 2010
4.1
11.3
Non-World-Class World-Class
174%
Procurement
Service Deliver
y
INFORMA
TION
SERVICE
PLACEME
NT PROCESS
SOURCIN
G
PROCESS
DESIGN
ENABLIN
G
TECHNOL
OGY
SKILLS &
TALENT
ORGANIZATION
1.10% 1.07% 1.04%0.98% 1.01%
0.85% 0.85% 0.82% 0.82% 0.80%0.74%
0.80% 0.81% 0.83%
0.61%
0.74%0.68%
0.64% 0.63% 0.64%0.60%0.62%
0.0%
0.2%
0.4%
0.6%
0.8%
1.0%
1.2%
1996 1998 2000 2002 2004 2005 2006 2007 2008 2009 2010Non-World-Class
Efficiency: Cost of procurementProcurement cost (labor, outsourcing, technology, other) as a percent of spend
Page 18
Agile Procurement© 2010 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Once service mix (value) and performance levels are established, capabilities can and must be built
Business
Requirements
(and investments)
Procurement Value
Procurement Suppliers
Requirements & Spend
Spend / Supplier ValueProcurement
Value:
Evolve the Service Value
“What do we aspire to be?” which
becomes “What to execute?”
Procurement
Performance:
Recalibrate the Service Execution
“What is the level of performance
for both efficiency and
effectiveness?”
Procurement
Capability:
Redevelop the Service Capability
“What capabilities do we have
today or need to acquire to
change?”
Page 19
Agile Procurement© 2010 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Service
Placement
Where?
Process
Sourcing
Who?
Process
Design
What?
Enabling
Technology
How?
Skills and
Talent How?Organization
InformationHow?
The Service Delivery Model provides a framework to answer key questions
Service
Delivery
Components
Who?
Procurement
Service Deliver
y
INFORMA
TION
SERVICE
PLACEME
NT PROCESS
SOURCIN
G
PROCESS
DESIGN
ENABLIN
G
TECHNOL
OGY
SKILLS &
TALENT
ORGANIZATION
Page 20
Agile Procurement© 2010 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Clear understanding of
which activities and
processes are to take
place where
Shared services (SSCs)
Centers of Excellence
BU or Corporate Center
Decision-making
frameworks
Single version of the
truth, global master
data standards
Scorecards, KPIs,
master data
elements, and
reporting
Defined roles and
responsibilities,
organizational
entities, structure
and reporting lines
for service delivery
Independent or
integrated services
organization
Skills in functions and
business operations
Formal training and skills
development opportunities
Retention of top performers
Skills needed to
deliver and
successfully
transform services
How and where
processes and
sub-processes are
sourced
In-house versus outsource
Onshore versus offshore
Physical versus virtual
Processes,
exception- handling
rules, mappings, etc.,
associated with
functional roles and
responsibilities
BU-level
standards
Enterprise-wide
standards
Local standards
Service management
Architecture of the
technology platforms
required to support
service delivery
Automation
Online self-service access
Online and Web access
Digitization
Level of IT and systems
integration
Service
Placement
Process
Sourcing
Process
Design
Enabling
Technology
Skills and
Talent Organization
Information
Service
Delivery
Components
Consider each component of the service your Procurement organization provides, to build an agile organization
Procurement
Service Deliver
y
INFORMA
TION
SERVICE
PLACEME
NT PROCESS
SOURCIN
G
PROCESS
DESIGN
ENABLIN
G
TECHNOL
OGY
SKILLS &
TALENT
ORGANIZATION
Service
Placement
Process
Sourcing
Enabling
Technology
Skills and
Talent
InformationInformation
Page 21
Agile Procurement© 2010 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Organization
Skills and
Talent
SDM
Components
Process
Design
Service
Placement
Enabling
Technology
Information
Process
Sourcing
Procurement capabilities: Service Placement
5%
6%
8%
10%
15%
17%
15%
19%
29%
29%
43%
42%
27%
35%
7%
26%
3%
15%
20%
11%
17%
16%
24%
9%
10%
17%
16%
17%
14%
7%
35%
36%
41%
46%
68%
41%
66%
49%
37%
53%
Sourcing & Supply Base Strategy
Function Strategy
Sourcing Execution
Compliance Management
Receipt Processing
Supplier Management & Development
Supplier Scheduling
Customer Management
Supply Data Management
Requisition & Purchase Order Processing
% Process Allocations to Model Type(by transactions for P2P; by spend for rest)
Shared Services COE Corporate Center Local/BU
Shared Services and COEs are increasingly serving as the delivery model for Procurement
services versus just the corporate versus SBU debate
Source: The Hackett Group Procurement Benchmark
Page 22
Agile Procurement© 2010 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Organization
Skills and
Talent
SDM
Components
Process
Design
Service
Placement
Enabling
Technology
Information
Process
Sourcing
Procurement capabilities: Process Sourcing
27%
31%
31%
38%
38%
46%
62%
Supplier qualification and certification activities
Tactical sourcing (non-recurring / spot / one-time buys / three-bids-and-a-buy)
Full category management of non-strategic spend areas
Supply data management (e.g., catalog management, supplier master updates, etc.)
Market intelligence and supply risk data gathering
PO processing and PO communications to supplier
Invoice processing
Percent of Firms Citing Processes Where BPO Will be Used as Major Strategy
New capability building
Transactional
Transactional
Transactional
Source: The Hackett Group 2010 Key Issues Study
Today, Procurement BPO is still heavily transactional, but market intelligence, tactical sourcing,
and full category management are increasingly in play
Source: The Hackett Group Procurement Benchmark
Sourcing
Sourcing
Page 23
Agile Procurement© 2010 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Organization
Skills and
Talent
SDM
Components
Process
Design
Service
Placement
Enabling
Technology
Information
Process
Sourcing
Procurement capabilities: Enabling Technology
Technology Cost per FTE, 2010World-Class: $16,960
Non-World-Class: $13,118
55%
88%
Non-World-Class World-Class
60%
Percent of organizations with greater than 75% utilization of
primary business application functionality
Investments are required, but utilization is the key to performance improvement
Source: The Hackett Group Procurement Benchmark
Page 24
Agile Procurement© 2010 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Organization
Skills and
Talent
SDM
Components
Process
Design
Service
Placement
Enabling
Technology
Information
Process
Sourcing
Procurement capabilities: Skills and Talent
5%
Non-World-Class World-Class
400%
25%
Percentage of Organizations with a High Degree of High
Potential and Critical Staff with Formal Retention Plans
• World-class organizations spend 18% greater time
training their staff than non-world-class
organizations and have a workforce with 29% more
professionals.
A key success factor for world-class organizations is that
they fundamentally place a higher degree of importance
and focus on developing cost analysis skills.
Talent is the number one area of focus across G&A in 2010
Source: The Hackett Group Procurement Benchmark
Page 25
Agile Procurement© 2010 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
What Are World Class Organizations Doing?
Page 26
Agile Procurement© 2010 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Ten Things Done Well by World-Class Procurement Organizations1. Leverage the full capabilities of its supply marketsHelps the firm safely harness the power of supply markets to get more value from external spending (i.e., gate opener –not
just gatekeeper).Value can mean spending less, but also to get more utility from spend to influence (not just support) the
business strategy.
2. Have flexible rather than rigid operating modelsAdapts its “service delivery” and transformation model to an extremely diverse set of budget owners (and functional partners)
in the value chain rather than fixating on just how to organize, control the resources, or follow a rigid n-step sourcing
process. It also takes a leadership role in helping construct not just product supply chains, but internal service chains as
well.
3. Create clear value propositions that are understood and valued by stakeholdersCreates a very clear value proposition and “brand” that can be understood, articulated, and championed by the spend
owners themselves. Performs “customer management” processes to ensure that they’re getting most value from not just
suppliers, but Procurement itself too.
4. Engage in business spend planning, not just “spent analysis”Works with the business to perform “spend planning” as part of financial/operations planning and budgeting, gaining earliest
influence, and providing forward-looking economic spend/supply information rather than forensic “spent analysis” activity.
5. Explicitly align to the business through a project portfolio plan“Connects the Dots” in tying metrics, processes, and capabilities to this value proposition in the trenches (rather than work ing
on these individually).There are currently too many disjointed activities within a typical Procurement project portfolio.
Page 27
Agile Procurement© 2010 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Ten Things Done Well by World-Class Procurement Organizations
6. Protect the business from supply risk and from itselfUses formal risk management and market intelligence techniques to provide the business not only with visibility into risk,
but also with a governance structure and process to gain consensus with Finance /Business on which risks to treat and
how to best systematically treat them with limited funds.
7. Shift the game from talent to knowledgeMoves from a purely talent management model (“throw the best people at it”) to a knowledge management model by 1)
shifting from current FTE staffing models to more flexible/variable resourcing models and 2) providing better IT support for
better capturing and re-using knowledge/intelligence.
8. Turn data into information, intelligence, knowledge and insight.Uses information management as a weapon to transcend basic ERP/e-sourcing to a more thoughtful information
architecture that helps manage extended supply chains and external intelligence.
9. Measure suppliers, but also tap their hearts, minds, and budgetsNot only measures the suppliers through automated scorecards, but works collaboratively with suppliers to reduce total
supply costs (not just supplier margins) and create innovations that will deliver economic value. Becomes a “Customer of
choice” not just when you most need them, but also when they most need you.
10. Use P2P transactional processes as an asset – not a liabilityProvides not just “hands free” processes to make life easier for Procurement, but rather a failsafe “guided buying”
experience to channel employees to preferred buy-pay channels. This implies integration between P2P and sourcing as
well as a deliberate “P2P transactional channel optimization” methodology (i.e., think about applying Lean to the P2P
“transaction factory‟).
Page 28
Agile Procurement© 2010 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Closing Thoughts
Page 29
Agile Procurement© 2010 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Especially When Uncertainty Prevails, we must…
Continue to Evolve our Value…
…and Do More with Less…
…but we must Develop our Capabilities….
…To Be More Rapidly Flexible for Growth and Contraction
Agility!
Page 30
Agile Procurement© 2010 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
The Hackett Group Contact Information
1117 Perimeter Center West
Suite N500
Atlanta, GA 30338
1001 Brickell Bay Drive
Suite 3000
Miami, FL 33131
One Magnificent Mile
980 N. Michigan Avenue
Suite 1400
Chicago, IL 60611
225 Washington Street
Conshohocken, PA 19428
Chris Sawchuk
Principal, Global Procurement Advisory
+813 994 1822
Strawinskylaan 3051G, 1077 ZX
Amsterdam, The Netherlands
AMP Centre
50 Bridge Street
Sydney NSW 2000
8-2-120/112/88 & 89
1st Floor, Aparna Crest
Road 32, Banjara Hills
Hyderabad 500034
Martin House
5 Martin Lane
London EC4R 0DP
Torhaus Westhafen
Speicherstrasse 59
60327 Frankfurt am Main, Germany
8, rue de Port Mahon
75002 Paris, France
6183 Paseo del Norte #140
Carlsbad, CA 92011