managing the flexible workforce of the future [paris]

1

David Obadia,

Sales Executive

Managing the Flexible

Workforce of the Future

2

Fundamental Shift in Composition of the Workforce

© 2014 Fieldglass, Inc. All rights reserved.

Proprietary and Confidential.

Full-time Employees Contingent Workers

30-50% of total workforce is

comprised of non-employees

SOW

Consultants

Independent

Contractors

Temporary

Worker

Internal External

Employees

3

External Workers Are Known By Many Names



CONTINGENT

INDEPENDENT CONTRACTOR

OUTSOURCED

EXTERNAL

NON-FULL TIME OFFSHORE

FLEXIBLE

4

Flexible Workforce as a Strategic Initiative



Global Firms in 2020: The next decade

of change for organisations and workers

Take on more contingent workers. The

proportion of contingent to permanent workers

will shift in favour of the former.

Dispelling a myth that all temps are in low-

paid roles

Last year saw the number of people in permanent

jobs stay roughly static and the number of people

in temporary work rise month on month.

The surge in temp hiring is not a sign of a

malfunctioning economy. It is the face of the

future.

5

Common Services Procurement Scenario

Providers Business Enterprise



6

The Solution is Fieldglass

Providers Business Enterprise



7

Industry Landscape

- Contingent workers

- Consulting

- Offshore providers

- Independent contractors

Hiring Managers Suppliers Workers Program Office

MSP | VMS



8

Benefits for our customers



Cost Compliance Efficiency Quality

$33M

savings realized for

SOW projects

75%

reduction in cycle

time for labor

requests

SIGNIFICANT

REDUCTION

in external workforce

safety incidents

#2 largest source of full-

time hires is

contractor conversion

Visibility & Intelligence

9

Requisition Timesheets Candidate

Selection

Work Order

eSignature

Global

Pay Rules

Visualizer

& PMM

Invoicing Reporting

Contingent Workforce Opportunity



BENEFITS

E F F I C I E N C Y C O S T C O M P L I A N C E

10

BENEFITS

Statement of Work Opportunity



RFX

Project Bid

Timesheets Statement

of Work

Worker

Profile Tracking

Deliverables Visualizer

& PMM

Invoicing Reporting

V I S I B I L I T Y Q U A L I T Y C O S T

11

Recognize Common Engagement Patterns



Project-based Services

- Characterized by well-defined projects or

functional areas

Outsourced/Offshore

- Any combination of off-site, near-shore,

or off-shore services

Business Consulting

- High-value consulting; engaged typically

at corporate level

BPO

- Complete outsourcing of a category from

planning to delivery

Re-billable Services

- Engaging vendors to deliver services to

end-clients

Independents

- Engaging independent consultants or a

community of smaller suppliers

13

eBay Experience



14

Delivering Total Workforce Management



15

The future of flexible workforce



16

Largest customer base

- Over $30B in global spend

Global

- Deployed in 100+ countries, 16 languages

Culture of partnerships

- #1 in customer satisfaction (SIA survey)

Industry Leadership

- Highest scoring vendor from leading analysts

About Fieldglass



Source: Forrester Wave™: VMS Contingent Capabilities, Q1 ‘14.

17

Video: We asked our clients



18

Thank you!

Date: 28th October 2014

Procurement Transformation – Albéa Group

Ariba Commerce Summit - Paris

Aurelie Goubin , Best Practices Procurement Manager, Albéa

20 © 2014 Ariba - an SAP company. All rights reserved.

Statement of Confidentiality and Exceptions

The information and analysis contained herein are the confidential and proprietary materials of Ariba, an SAP Company. No part of this publication may be reproduced or

transmitted in any form or for any purpose without the express written permission of Ariba, an SAP Company. The information contained herein may be changed without

prior notice.

Ariba, an SAP Company provides this document as guidance only to illustrate estimated comparisons between the subject company and other companies with respect

to certain key performance indicators and drivers.

These material is based upon survey and product data of the subject company, information provided by other companies and assumptions that are subject to change.

These materials present illustrations of potential performance and do not guaranty future results, or performance . The materials are provided solely for internal review

and use by the subject company. Ariba, an SAP Company makes no representation or warranties of any kind with respect to these materials, and Ariba,an SAP

Company shall not be liable for errors or omissions with respect to these materials.


Agenda

Albéa Group

• Who we are?

• Albéa Procurement Organization

• Albéa 2013’ Procurement Stakes

Albéa Chose Ariba Suite

Global Deployment Planning

Modules’ presentation

Conclusion – Lessons Learned


Albéa Group

Global leader in Beauty & Personal Care Packaging

• 16 000 employees

• 38 plants

• 14 countries

• Sales 2013: US $ 1,6 Billion

Products portfolio based upon 4 core expertise

Tubes laminates, plastic tubes

Dispensing systems fragrance, lotion, foam, samplers

Cosmetic Rigid Packaging mascara, lipstick, lip gloss, jars

Beauty solutions, kitting, soft goods & promotional items


Albéa Group

• July 2010

AP Beauty is acquired

by Sun Capital Partners’

Private Equity fund V.

• November 2010

Alcan Packaging Beauty

becomes Albéa

2010 2011 2012 2013

• January 2011

Betts is combined

with Albéa,

• November 2011

Acquisition of

Eyelematic

• April 2012

Acquisition of Tex China

• December 2012

Acquisition of Rexam

PC and thus the

dispensing systems

technologies

Sales $US900M

9,300 employees

24 sites

13 countries

Sales $US 1.0B

10,500 employees

30 sites

13 countries

Sales $US 1.6B

16,000 employees

38 sites

14 countries

2004

Cebal and Techpack ,

previously a part of

Pechiney Emballages

become Alcan

Packaging (AP)

Beauty

2004


Albéa Group

Some of our main Customers

AMBITION • Be the best global packaging company in the

eyes of our people, our customers and our shareholders

VALUES

• World class partner

• Speed to market

• Quality through continuous improvement

• Broad range of expertise and product innovation

http://www.pg.com/

http://www.avon.com/


Procurement Organisation

Central Procurement team – 2013/4

• Global Lead Buyers per commodities

• Regional Procurement Directors

• Analysts & Ariba specialist

Global spend US$ 1 Bil.

• 70% production items (raw materials,

components, sub-contracting)

• 30% non-production items (energy, transportation,

travel, etc.)

• Global AND diversified Supply Base

Local Procurement team

• Buyers: implement strategies & run projects


Procurement – 2013 Stakes

• 17 different ERP systems: difficulty in aggregating data

• Increase of the supplier base complexity with important growth of suppliers in

emerging markets

o Over 15 000 suppliers worldwide

o Quality & Supply Chain assurance, cultural differences, time zone, etc.

• Cosmetic Industry European and American regulations to be followed by

suppliers but no tool to manage documents or contracts

• Continue growth of Albéa & tensed economic situation lead to higher pressure

on prices & cost down


Albéa Chosen Ariba Suite

Supplier

Management

Implemented Implemented Implemented Possible Imple.

Reporting

CFT Sourcing

Contract

Management Supplier

Management Procure-to-Pay

Implemented

Public: All Ariba

Users (+/-300)

Public: 40 Buyers Public: 40 Buyers

+ 40 Financial

Controllers

Public: 40 buyers

+ 40 QA + 40 SC

managers

Q1 2013 Q1 2013 Q2 2013 Q3 2013 2015


* Data is leveraged from survey as well as product

Global Deployment Planning

Deployment team:

• Procurement BP

• Procurement Director

Timing : 7 Months

Monthly Steering

Committee to follow

process




Sourcing

223 Full Project in 2014 (Q1-3) • Main users: China & Brazil: 70%

• Followed by Europe: 17%

The most challenging module to be adopted

Objectives : • Maximize competition & savings

• Drive internal efficiency through the

events reproducibility

• Insure process compliance : anti-bribe

• Ease Procurement project reporting

Further Developments • Additional RFP templates

• Push for Functionality : Message board and

email posting




Sourcing

3 Sourcing Project

templates available

RFI and RFP Templates

according to commodities




Supplier Information and Performance Management

Objectives : • Enhance collaboration among the different

company’s function and with the suppliers

• Improve communication & actions

efficiencies (limited number of contacts)

• Common & Global tool to Select suppliers

monitor performance

• Improve suppliers overall performance by

monitoring and following up in a

systematic way

Supplier Information Management

initiated in Q2 2013 in waves

Supplier Performance Management

initiated in Q1 2014

(20 Global suppliers)




Supplier Information Management

Buyers questions only: Type of

supplier? Our objectives? Need

for specifics treatments?

EHS: From Regulatory affairs:

Are the suppliers compliant with

regional/global legislations?

Sustainability & Legal: Are the

supplier compliant with Albéa

Policy?




Score easily

accessible depending

on pre-defined weight

Different sources: Report /

Survey

Alerts when score below

target

Scorecard




• Fact based

• Ease the analysis

• Rank suppliers

Reporting available in users’

dashboard or Public Reports

Results were presented to the cap suppliers

during the business review.

Suppliers did appreciate this first trial of 360º

view.

Albéa is one of the most advance customer

for this kind of evaluation

S. Didelot, Global Lead Buyers Caps & Plastic components



Contract - Basic

Objectives :

• Formalize contractual process

• Understand existing type of contracts and

locations

• Share and consolidate information

• Insure compliances

• Anticipate ending period (risks control)

• Measure KPIs (spend covered per contracts)



“Out of the box” self-configuration

Procurement Strategies

Procurement Action Plan

Procurement Budget – “Budget

Form”

From December 2014 to be also used

to register Procurement Savings



•Strong Management mandate needed

•Change management (people) tougher than technical implementations

•You might loose people: capability issues

•System experience to be part of the buyers job descriptions?

•Speed is not the key of success but the accuracy YES (suppliers base, commodity, spend)

•Make it easy and user friendly

•Communication, Communication, Communication!!

•In and Outside your company: Buyers & Suppliers !

•Before, During, After the deployment / implementation

•Trainings sessions to be organized several times per years for the same users + guides + video conference + ….

•Ariba can be expanded to other function than Procurement



Deployment Road map (advised) – Phase 1

Spend visibility

6 months Contract Basic

1 – 3 months

Sourcing

3 – 6 months

SIM

2 months SPM

2 – 4 months

APC (Catalogs)

6 months Contract Pro

1 – 3 months SPM

2 – 4 months

Deployment Road map (advised) – Phase 2

Questions

July 2014

Panel Collaboration Acheteurs-Fournisseurs Nexans - Thièry Bourany, Directeur Achats France

Manutan - Stéphanie Ruffier, Responsable eProcurement

October 28, 2014

* Nexans donne de l’énergie à la vie.

NEXANS BRINGS ENERGY TO LIFE*

Nexans et E-procurement Ariba Commerce Summit

28 octobre 2014

Thièry Bourany

Expert Mondial de l’industrie du câble

Chiffre d’affaires en 2013 d’environ 6,7 milliards d’euros(1)

Coté sur NYSE Euronext Paris

Des usines dans 40 pays 26000 experts locaux

CHIFFRE D’AFFAIRES 2013

PAR ZONE GÉOGRAPHIQUE(2) (1) A cours des métaux non ferreux courants

(2) Par origine, à cours des métaux non-ferreux constants

14 % Amérique

du Nord

9 % Amérique

du Sud

57 % Europe

6 % Moyen-Orient,

Russie et

Afrique

14 % Asie-

Pacifique

Nexans brings energy

to life*

* Nexans donne de l’énergie à la vie.

Au service de besoins essentiels

Allumer une lampe, prendre l’ascenseur, démarrer une chaîne de production, transporter l’énergie du soleil et du vent : derrière chacun de ces gestes, il y a des câbles et des systèmes de câblage.

Nexans accompagne ses clients sur 3 grands marchés : les infrastructures d’énergie (transmission et distribution d’électricité), l’industrie et le bâtiment.

TRANSMISSION, DISTRIBUTION,

ET OPÉRATEURS

Energie

Réseaux de transmission(1) et de distribution(2) d’électricité sous-marins, souterrains, aériens.

Télécommunications

Réseaux cuivre et fibre optique

terrestres et sous-marins.

(1) Haute Tension

(2) Moyenne et Basse Tension

INDUSTRIE

Ressources

Pétrole et gaz, Énergie nucléaire, Énergies renouvelables, Exploitations minières, Ombilicaux.

Transport

Aéronautique, Défense, Construction navale, Matériel roulant ferroviaire et Réseaux ferroviaires.

Faisceaux

Faisceaux automobiles, Harnais industriels.

Autres équipements industriels

Machines-outils, Manutention,

Robotique, Médical.

DISTRIBUTEURS ET INSTALLATEURS

Bâtiment

Usines, Centres logistiques, Centres commerciaux, Hôpitaux, Universités, Musées, Hôtels,

Bureaux, Logements résidentiels, commerciaux et industriels, Aéroports, Centres

de données.

Réseaux privés

Réseaux de données, surveillance

et sécurité.

Nexans et e-Procurement

Nexans utilise une solution de E-procurement depuis 2005 pour ses achats indirects

En 2011, Ariba est sélectionné pour remplacer la solution existante

Déploiement en France et Allemagne 1000 utilisateurs sur 25 sites 25000 commandes 2500 fournisseurs dont 1000 sur AN 50% de facturation électronique

Principaux bénéfices Meilleure conformité du processus achat et traçabilité

Meilleure utilisation des contrats cadre et catalogues

Rationalisation du panel fournisseurs Productivité et conformité du traitement des factures fournisseurs

Thank You !

Ariba LIVE 2015: Save the Date!

April 7-9, 2015

Las Vegas

The Venetian/Palazzo Hotel

June 8-10, 2015

Munich, Germany

Westin Grand