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MONASH

BUSINESS
SCHOOL

Delivering Projects

Dr Sajad Fayezi
Monash Business School
Activity 1a: Opening

▪ Agenda
No Activity Description Duration
A1 Opening Introductions; agenda, objectives, muddiest point 9am-9:15am
A2 Seminar: Step 1 Category manager (interview with Gary) 9:15am-9:45am
A2 Seminar: Step 1 Responsible sourcing DA1.3 9:45am-10:30am
A3 Break Morning tea 10:30am-10:45am
A2 Seminar: Step 1 Kick-off meeting; Define scope of category strategy 10:45am-11:45pm
A4 Breakout Kick-off meeting of category teams 11:45am-12:30am
A5 Break Lunch 12:30pm-1:30pm
A6 Seminar: Step 2 Profile spend; requirements DA2.1 1:30pm-3pm
A7 Guest speaker Sourcing from the poor - Mr Mark Ingram 3pm-4pm
A8 Break Afternoon tea 4pm-4:15pm
A9 Seminar: Step 2 Profile spend; make or buy DA2.2 4:15pm-5:30pm
A10 Closing Consolidate and reminders (both module and workshop) 5:30pm-6pm

Assignment
A11
artefacts Students to draft AT3 artefacts; Students to work on DAs 6pm-9pm
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Activity 1b: Objectives of Day 2 Workshop

▪ Diving deep into Step 1 and Step 2 of CSD


– Making progress towards Step 1 deliverables
– Lay out foundation for Step 2 deliverables
– Finalizing category decision

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Activity 1c: Muddiest point

▪ Individual: What concepts did you learn from Day 2 module?


▪ Individual: Which one of these concepts did you find most difficult to
understand?

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Activity 2a: Step 1 – [30 min]

▪ Who is Category Manager and What he/she does?


– Let’s review my interview with Mr Gary van der Staay
– https://drive.google.com/open?id=15eaYFKWDFypquhxfoyHQ1sDP1TB2E_Gv
– Take a note on your top three learnings from this video
– What would you add to this (or reinforce) from your experience? Or what are some of the
other issues that you think deserve more attention by Category Managers

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Activity 2b: Step 1: 30min

▪ Quick pitch on responsible sourcing (based on DA1.3)

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Activity 3: Morning tea break – [15 min]


Activity 2c: Step 1 [45 min]

▪ Stakeholder mapping examples

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Step 1: Build the Team and the Project Charter

▪ Identify key people and subject matter experts


▪ Assign knowledgeable project leader
▪ Define scope of category strategy
▪ Publish project charter
▪ Develop work and communication plan

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Step 1: Build the Team and the Project Charter

▪ Project summary document


– What is “burning platform” for project?
– What is scope of category?
– Who will be impacted by decision?
– What is process that will be followed?
– How much time and effort will be required?
– What is nature of potential savings and value to be created?

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Step 1: Build the Team and the Project Charter

▪ Consider stakeholder needs


– Draw map of stakeholders and verify with key stakeholders
– Identify success criteria for each stakeholder
– Check perceptions of each stakeholder’s success criteria
– Ensure success criteria are mutually consistent and deliverable
– Work with stakeholders to reconcile gaps and differences
– Check and amend success criteria on ongoing basis

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Steps in Identifying Stakeholders

▪ Identify and name each stakeholder


▪ Note degree to which they are ready for change
– H, M, or L
▪ Note their capability for change
– H, M, or L
▪ Note their power (formal or informal) to make change happen
– H, M, or L
▪ Identify factors which will help or inhibit the change
▪ Identify stakeholders and factors you need to work with to make change
happen

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Sample Stakeholder Map

Stakeholder Example Needs


• Creation and capture of both current and future value
Senior Management
• Adherence to the corporate business strategy
• Assurance of supply and no discontinuity in deliveries
Operations
• Compliance to GMP quality standards
• Reduction of temperature control deviations
Supply Chain Management
• Inventory visibility and control of expired product
• Product characteristics satisfying brand equity criteria
Strategic Marketing • Superb product quality
• Customizable product design
• Transactional service operational efficiency
Transactional Services
• Feasibility of planned information sharing arrangements
Non-Direct Material Internal • Freedom to customize specifications
Customers • Lowest achievable purchase price and ownership cost

Procurement (other) • Absence of possible negative effects on other categories and geographies

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Stakeholder Needs Analysis Tool

Change
Stakeholders Example Needs
(H, M, L)

Conclusions
(Issues to Address)

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Sample Change Summary

Readiness Capability Power


Stakeholder
H M L H M L H M L
President, Division A X X X
Vice President, Marketing X X X
Senior Vice President, Finance X X X
Regional Director, Europe X X X
Regional Director, East Asia X X X
Vice President, Global Logistics X X X
Vice President, Human Resources X X X

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Level of Commitment Analysis Steps

▪ Name individual or groups of stakeholders


▪ Mark current status
– Opposing the change
– Passively letting it happen
– Actively supporting it
– Forcefully making it happen
▪ Mark where stakeholder needs to be for project to be successful

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Sample Commitment Analysis Model

Individual (or Group) Oppose Let Happen Support Make Happen


CEO X √
Sourcing Council X √
Quality X √
Manufacturing X √
Supply Management X √
Business √ X

Key:
X = current position
√ = where needs to be

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Activity 4: Kick-off meeting of category teams – [30min]

▪ Use the meeting to


– Initiate conversation on Step 1 (create a prompt list here)
– Organize for a preliminary draft of the relevant deliverables (to be processed further
outsides the workshop)

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Activity 5: Lunch break – [60 min]


Activity 6a: Step 2 – [30 min]

▪ Requirements analysis (internal customers)


– Spend analysis:
▪ Requires working with historical consumption data
– Categorization:
▪ See the United Nations Standard Products and Services Code® (UNSPSC®).
▪ See the VGPB http://www.procurement.vic.gov.au/Buyers/Policies-Guides-and-Tools/Governance-
Policy
– Category risk analysis:
▪ Use the Kraljic's matrix to help you define a risk level for each category and its impact on company
performance
– Scope selection:
▪ It is important to select a feasible scope
– Cost structure analysis:
▪ Almost every company performs a cost analysis when calculating its own product price, but not many
try to do it for purchased items.

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Conducting a Spend Analysis

▪ What did the business spend its money on over the past year?
▪ Did the business receive right amount of products and services, given what it
paid for them?
– Sarbanes/Oxley Act issue
▪ What suppliers received majority of business?
▪ Did suppliers charge accurate price across all divisions vs. P.O. requirements,
contracts, and SOWs?
▪ Which divisions spent their money on products and services that were
correctly budgeted for?

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Conducting a Spend Analysis

▪ Are there opportunities to …?


– Combine volumes of spending from different businesses
– Standardize product requirements
– Reduce number of suppliers
– Exploit market conditions for better pricing

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Challenges in Conducting a Comprehensive Spend Analysis

▪ Difficulty in obtaining timely and accurate information


▪ Impact of mergers and acquisitions
– Different recording procedures
– Different accounting systems
– Difficulty in translating data between systems

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Best Practices in Spend Analysis

%
Average Best-in-class
90
80
70
60
50
40
30
20
10
0
Spend under Current year cost % of spending that is % of supply base % of suppliers
management reductions non- compliant accounting for 80% electronically
of spend enabled

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Spend Analysis Spreadsheet

▪ Sort data by category


▪ Find total spend by category
▪ Chart top 10 by descending $ spend
▪ Find number of suppliers by category
▪ Chart top 10 by descending number of suppliers
▪ Find average spend/supplier/category
▪ Apply Pareto analysis for opportunities

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Sample Spend Categories
Supplier Commodity Annual Spend
Rebate Company Rebate fulfillment call center $329,873,663
Invest Company Investments $130,328,512
Advert Company Advertising $56,134,490
Repair Company Service repairs $49,339,218
Benefits Company Benefits $48,969,149
Hardware Company Hardware $40,572,450
Partco Service parts $39,910,372
Telecom Telecommunications $31,055,599
Display Company Store displays $30,020.969
Penpaper Company Paper $29,175,843
Labor Company Contract labor $27,880,363
Supply Company Paper $23,844,707
Contract Company General contracting $22,579,113
Office Company Paper $22,257,690
Graphics Company Graphic design $21,966,989
Payment Company Business management services $20,380,275
Freight Company Surface freight $19,369,010
Paper Company Paper $15,603,682
Service Plan Company Service plan $15,478,827
Service Company Service parts $14,868,023
Consumer Company Consumer financing $14,833,333
Energy Company Energy $14,087,177
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Spend by Category

400
Total Annual Spend
350
300
250 Millions $
200
150
100
50
0

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Suppliers by Category

3,000
# of Suppliers
2,500
2,000
1,500
1,000
500
0

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Spend/Supplier by Category

$6,000
Spend/supplier (Million $)
$5,000
$4,000
$3,000
$2,000
$1,000
$0

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Percent of Total Spend by Category

16%
Percent
14%
12%
10%
8%
6%
4%
2%
0%

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Activity 6b: Step 2 – [60 min]

▪ Kraljic’s matrix (overview)


– Largely focusing on Phase 1 and DA2.1
– Opportunity to self-assess/revise your category decision

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Activity 7: Guest speaker – [60 min]

▪ Mr Mark Ingram – CEO, Business for Development


– Prior to his appointment as founding CEO of Business for Millennium Development, Mark
Ingram served as the New Zealand Consul General to Victoria and Trade Commissioner for
Biotechnology from 2003 – 2007. During that period, Mark brokered the establishment of the
Australia New Zealand Biotech Alliance, founded the New Zealand Victoria Business Group,
and led the first official visit of the Victorian State Premier (Hon Steve Bracks) to New Zealand
in over 50 years. Prior to his diplomatic posting, Mark had worked for New Zealand Trade and
Enterprise as an Export Consultant from 2001-2002, 7 years working in international trade with
Anthony Marquet Ltd (1999 – 2001) as Trading Manager and with the large Japanese trading
house Kanematsu Corporation (1994 – 1998) as Metals Division Assistant Manager.
– Mark graduated from Auckland University with a Bachelor of Arts in Philosophy and Education
and is currently undertaking a Master of Arts in Vocational Practice (MAVP) at Tabor College.
Mark is a member of the Australian Institute of Company Directors, a member of the Advisory
Committee for Human Security at La Trobe University and a Fellow of the Royal Society for the
encouragement of Arts, Manufactures and Commerce (RSA).

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Activity 7: Guest speaker – [60 min]

▪ Please post into the discussion forum


– What were your most important learnings from Mark’s talk?
– How this leaning will contribute to your life, work and study?

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Activity 8: Afternoon tea break – [15 min]


Activity 9: Step 2 – [60 min]

▪ Make or buy decision

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Activity 10: Closing

▪ Closing remarks
▪ Reminders for tomorrow
– complete DAs
– read about Step 1 (see day 1 / section 8.1) for tomorrow
– work on the Step 1 and Step 2 deliverables

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