Post on 22-Aug-2020
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Fleur Bosland – Head of Vendor, Contract & License Management Department EuropeMichiel ten Kate – former Vendor & Contract Manager @ FrieslandCampina
De vier geboden voor‘eXperience First’
Topics
IntroductionsFleur Bosland
Michiel ten Kate
Introduction FrieslandCampina
FrieslandCampina case: ‘eXperience First’
Next Steps
Introductions
Fleur Bosland
Manager VC&LM
Michiel ten Kate
Independent vendor & contract manager (Monnta)
Topics
IntroductionsFleur Bosland
Michiel ten Kate
Introduction FrieslandCampina
FrieslandCampina case: ‘eXperience First’
Next Steps
Member dairy farmersown the Company
19,006millionsof consumers
Every day
100 Export to over
countries
11.3 billioneuro revenue employees
22,04932
Facilities in
countries
FrieslandCampina at a glance
FrieslandCampina brands
6
consumer food service ingredients
DRIVE VALUE
AreaValue
Focus 2016
Employee WorkspaceProductivity, Mobility, CostDigital Workplace (New Global Workplace Solution)
AreaValue
Focus 2016
Decision Making ProcessSpeed & Quality of Decision Making (Operations & Management)BI: SC & Sales Management, Value Chain Operational, Data & IT Foundation
AreaValue
Focus 2016
Commercial Operations e-Channel Development, A&P Effectiveness, Perfect ExecutionDigital Marketing Transformation, e-commerce, Digital Selling (SFA)
DRIVE VALUE
Area Value
Focus 2016
Value Chain Operations Operational ExcellenceSummit (incl. Cyclops – PLM), Summit Live Opco, Zeus (DMS), Mephis (MES)
AreaValue
Focus 2016
Supporting Operations Operational ExcellenceHR Transformation (Employee central, NL Payroll)
TRANSFORM ICTArea
Driver Focus 2016
ICT OrganizationOrganizational Efficiency & EffectivenessICT Transformation (XX)
FIX THE BASEArea
Driver Focus 2016
ICT OperationsOperational Excellence (Cost, Quality & Speed)Summit, Security, Controls, Infrastructure Upgrade, Unplanned Downtime, Lost Application Optimization
Overall FrieslandCampina strategy
ITstrategy
contract with incumbent
ending
strategy is the starting point
this led to
‘Right Workplace’Project
FrieslandCampina’s Digital Workplace of the Future
Digital Performance
STRATEGIC
We want to relate the performance of service providers to the digital productivity of our employees
ImprovementPaths
TACTIC / OPERATIONAL
Measuring includes collecting feedback from the end users to identify what we can improve in our delivery of IT services
why do we want to measure?
Because of this misalignment steering on End User Satisfaction not possible!
End User IT Factory Supply Base
however KPIs not aligned
eliminating the watermelon syndrome
Why our customers are ‘red’, while our suppliers report ‘green’
service levels?
reduction of complexity needed
Over 80 KPIs, mostly operational
No link, thus no influence on user satisfaction
Old contract
Compact contract | modular approach
Limited number op KPIs | all end user experience based
therefore new contract paradigm needed
XLA concept from Giarte
Digital Empathy, de Achilleshiel van IT – Marco Gianotten
Experience Metrics
No-Hassle
FTR
WorkplaceHappiness
working with Giarte proved invaluable
Starting question:
New KPIs should be related to the user
experience
What does it mean to be an end user?
renewing focus on the end user
1. Session Extended Team
2. Calibration with IT Leadership
Goal
simple andcolaborativeperformance framework
collect feedback, decision making andmoral sign-off new
KPI set
Resultlet-go of old metricsand design new set
of KPIs
broad support fornew way of working
in performance management
Team members
- Business reps.- Service man.- Delivery man.- Legal- Procurement
Senior Management
1 day workshop December 16th 2015
1 day workshop December 16th 2015
resulting in the IT performance pillars
SPEED
IMPROVEMENT & INNOVATION
USER EXPERIENCE
BUSINESS CONTINUITY &
RECOVERY
IT adds value when we adequately
react to changing business needs
Improvement helps us to eliminate
waste in terms of time, costs and
quality.
Innovation brings us new
possibilities to sustain or create a
competitive advantage
IT adds value whenour systems are
running
IT adds value whenour users areproductive
the IT performance pillars
The “trick” was
putting the yellow vision into a “blue jacket”
Between FrieslandCampina and Workplace Service Provider• Monthly• How these contribute to end2end success• Focus on eXperience KPIs (reward / service credit scheme) – operational KPIs
not linked to reward / service credit scheme
Partner Ecosystem• Collaboration board – Partner Ecosystem (currently on hold)• Board is responsible for initiatives to improve quality in end2end processes• Same pillars apply!
Where these pillars will be discussed| multiple platforms
IT pillars: a new basis for collaboration
User Experience
Business Continuity & Recovery
Speed
Improvement &Innovation
Type of KPI Target 2016Baseline Q4 2016
Q2 Average & Trend
End User Satisfaction > 7,5 7,2
7,1 (negative trend)
P1 reduction in # -15% (17 p/m) 20 p/m
7 p/m (positive trend)
P1 reduction downtime1 site <8 h/mth+3 sites <10 h/qtrNo Email <2,5 h/mth
Not measuredin 2015
6 h/mth25 h/qtr (negative trend)1,3 h/mth
Speed (xxx, SSR, RFI) >80%Not measuredin 2015
Being defined
Business satisfaction as per existing measurement
> 1 + quantitativevalidation
Not measuredin 2015
No partner driven innovation cases yet
Better than targetTarget not reached
Improvement helps us to eliminate waste in terms of time, costs and qualityInnovation brings us new possibilities to sustain or create competitive advantage
Joint KPI Model: Performance Q2 2016:
led to first results
first learnings
User Experience
• Requires a different conversation with you business; education is key!
• Requires close alignment between Giarte, FC and Service Provider to get correct UX information
Business Continuity & Recovery
Too early to identify learnings at this moment in time
SpeedSteering on implementation speed is difficult
whilst still being in the middle of transformation
Improvement &Innovation
Learnings only valid once full XLA is operational for a year
the next steps
NOW
• Execution of strategic KPI’s with new workplace services provider
• Review & finetune XLA’s and operational KPI’s
Q1/2 2018
• Implement finetuned XLA’s in other strategic supplier contracts and start execution
Q3/4 2018
• Work together with our partners to grow together in the ecosystem
• Review of XLA’s across the ecosystem
Questions?