presentation (pdf, 3 mb)
TRANSCRIPT
![Page 1: Presentation (pdf, 3 Mb)](https://reader034.vdocument.in/reader034/viewer/2022042619/588089181a28ab19148b6a77/html5/thumbnails/1.jpg)
Nestlé Business Excellence
Chris JohnsonEVP, Nestlé Business Excellence
Nestlé Investor Seminar24 – 25 May, 2016
![Page 2: Presentation (pdf, 3 Mb)](https://reader034.vdocument.in/reader034/viewer/2022042619/588089181a28ab19148b6a77/html5/thumbnails/2.jpg)
2
This presentation contains forward looking statements which
reflect Management’s current views and estimates. The
forward looking statements involve certain risks and
uncertainties that could cause actual results to differ
materially from those contained in the forward looking
statements. Potential risks and uncertainties include such
factors as general economic conditions, foreign exchange
fluctuations, competitive product and pricing pressures and
regulatory developments.
Disclaimer
![Page 3: Presentation (pdf, 3 Mb)](https://reader034.vdocument.in/reader034/viewer/2022042619/588089181a28ab19148b6a77/html5/thumbnails/3.jpg)
One organization leveraging specific skills & capabilities
3
![Page 4: Presentation (pdf, 3 Mb)](https://reader034.vdocument.in/reader034/viewer/2022042619/588089181a28ab19148b6a77/html5/thumbnails/4.jpg)
4
![Page 5: Presentation (pdf, 3 Mb)](https://reader034.vdocument.in/reader034/viewer/2022042619/588089181a28ab19148b6a77/html5/thumbnails/5.jpg)
FUEL FOR GROWTH
5
![Page 6: Presentation (pdf, 3 Mb)](https://reader034.vdocument.in/reader034/viewer/2022042619/588089181a28ab19148b6a77/html5/thumbnails/6.jpg)
SIMPLIFY . STANDARDIZE . SHARE
6
![Page 7: Presentation (pdf, 3 Mb)](https://reader034.vdocument.in/reader034/viewer/2022042619/588089181a28ab19148b6a77/html5/thumbnails/7.jpg)
SIMPLIFY . STANDARDIZE . SHARE
7
Optimize Global End-to-End
Flows
![Page 8: Presentation (pdf, 3 Mb)](https://reader034.vdocument.in/reader034/viewer/2022042619/588089181a28ab19148b6a77/html5/thumbnails/8.jpg)
Idea to Launch
Plan to Execute
Record to Report
Hire to Retire
Order to Cash
Source to Pay
Optimizing End-to-End Flows will bring valueto consumers and customers
8
![Page 9: Presentation (pdf, 3 Mb)](https://reader034.vdocument.in/reader034/viewer/2022042619/588089181a28ab19148b6a77/html5/thumbnails/9.jpg)
2015 2016 2017 2018 2019
End-to-End Flows Optimization Program
Concept Proof of Concept Deployment
DeploymentProof of ConceptConcept
9
![Page 10: Presentation (pdf, 3 Mb)](https://reader034.vdocument.in/reader034/viewer/2022042619/588089181a28ab19148b6a77/html5/thumbnails/10.jpg)
ProvideWorld Class
Business Services
10
![Page 11: Presentation (pdf, 3 Mb)](https://reader034.vdocument.in/reader034/viewer/2022042619/588089181a28ab19148b6a77/html5/thumbnails/11.jpg)
Leveraging skills and scale to drive agility
In-Market (Local)Non-Shareable Category / Business / customer
focused
Shareable Transactional activities - limited
judgment required
Shareable Judgmental or competence-driven
activities Center of Competence
Center of Scale
11
![Page 12: Presentation (pdf, 3 Mb)](https://reader034.vdocument.in/reader034/viewer/2022042619/588089181a28ab19148b6a77/html5/thumbnails/12.jpg)
Regional Service delivery model
Strong multi-functional service
experience
Non-standard flows and non-mandated
service solutions
We have an effective but limited network of transactional shared services
12
![Page 13: Presentation (pdf, 3 Mb)](https://reader034.vdocument.in/reader034/viewer/2022042619/588089181a28ab19148b6a77/html5/thumbnails/13.jpg)
Industry benchmarkNestlé Today
100%
Other Business Services
50%
47%
Information Technology
Source: Deloitte, McKinsey
Opportunities to increase penetration of Shared
Business Services outside of IS/IT
13
![Page 14: Presentation (pdf, 3 Mb)](https://reader034.vdocument.in/reader034/viewer/2022042619/588089181a28ab19148b6a77/html5/thumbnails/14.jpg)
SupportDemand Focused
Organizations
14
![Page 15: Presentation (pdf, 3 Mb)](https://reader034.vdocument.in/reader034/viewer/2022042619/588089181a28ab19148b6a77/html5/thumbnails/15.jpg)
Business Analytics
Social MediaeCommerce
Lean Value Stream
Supporting demand focused organizations
15
![Page 16: Presentation (pdf, 3 Mb)](https://reader034.vdocument.in/reader034/viewer/2022042619/588089181a28ab19148b6a77/html5/thumbnails/16.jpg)
BENEFITS
16
![Page 17: Presentation (pdf, 3 Mb)](https://reader034.vdocument.in/reader034/viewer/2022042619/588089181a28ab19148b6a77/html5/thumbnails/17.jpg)
Time and Effectiveness
Less time on administrative activities and in meetings
More time for value added activities.
Better analytics for better decisions
In the future:• time to hire -30%
• time to on-board -20%
• time to run transactions -30%
As-is:• 95% of process time is “waiting”
• 30’000 hours spent keying in new hire data
twice
17
![Page 18: Presentation (pdf, 3 Mb)](https://reader034.vdocument.in/reader034/viewer/2022042619/588089181a28ab19148b6a77/html5/thumbnails/18.jpg)
Speed and Agility
More focus on innovation
More investment behind our brands.
More organizational flexibility
In the future:• Over 30’000 sales representatives can spend
up to 5% more time with customers.
As-is:• Over 55 m orders processed annually
• 250 order processing centers
• 90% of orders require rework
18
![Page 19: Presentation (pdf, 3 Mb)](https://reader034.vdocument.in/reader034/viewer/2022042619/588089181a28ab19148b6a77/html5/thumbnails/19.jpg)
Quality and Compliance
Better relationship with suppliers, customers and consumers
More visibility and transparency.
More focused and efficient audits
In the future:• E-Catalogue will improve efficiency and
adherence to group sourcing strategies,
reducing overall spend.
As-is:• Over CHF 30 bn in services/indirect materials
purchased annually through over
100’000 suppliers.
• Over 10 m PO’s need to be reworked;
half on paper.
19
![Page 20: Presentation (pdf, 3 Mb)](https://reader034.vdocument.in/reader034/viewer/2022042619/588089181a28ab19148b6a77/html5/thumbnails/20.jpg)
Cost Efficiency
Better ability to leverage scale (e.g. Procurement)
Less operational costs
Less structural costs
Benefits will be tracked within the Group’s existing initiatives.
20
![Page 21: Presentation (pdf, 3 Mb)](https://reader034.vdocument.in/reader034/viewer/2022042619/588089181a28ab19148b6a77/html5/thumbnails/21.jpg)
Employee Engagement
More collaboration, empowerment and fulfilment
Better work-life balance
More fast, intuitive and user friendly tools
Enable employees to re-focus time on added value activities.
21
![Page 22: Presentation (pdf, 3 Mb)](https://reader034.vdocument.in/reader034/viewer/2022042619/588089181a28ab19148b6a77/html5/thumbnails/22.jpg)
NBE for our future
22
![Page 23: Presentation (pdf, 3 Mb)](https://reader034.vdocument.in/reader034/viewer/2022042619/588089181a28ab19148b6a77/html5/thumbnails/23.jpg)
NBE take-aways
1PROVIDE FUEL FOR GROWTHby leveraging Nestlé’s Size and Capabilities for Competitive Advantage to Win in the Marketplace and position
Nestlé to compete in the 4th industrial revolution.
2ENABLE AGILITYwith consumers and customers through leading digital capabilities and within Nestlé through six «best in class»
simplified, standardized and shared End-to-End flows.
3DELIVER WORLD CLASS BUSINESS SERVICESby establishing a global, integrated and highly automated world-class Service Delivery Model for the Nestlé Group.
4TRANSFORM NESTLÉby bringing benefits in time and effectiveness, speed and agility, quality and compliance, employee engagement
and cost effectiveness.
23