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Executive board Director General: Kenneth Plummer Media Director: Lars Grarup Director of Programmes: (vacant) Director of Economy: David Hellemann 2
Strategic goals • 01 DR will create value for everybody • 02 DR must engage, inspire and challenge • 03 DR must provide unique experiences • 04 DR whenever and however you like • 05 DR means efficiency and job satisfaction 3
Facts Income: • appx. 3, 5 mia. DKK (2006) / 470 million EUR Expenses: • 3, 3 mia. DKK (2006) / 442 million EUR Employees: • 3300 Procurement: Appx. 1 mia DKK/120 million EUR 4
Organisation Procurement in DR 5
Procurement in DR 6
Agenda • Procurement – – Procurement analyses Procurement policy Fewer suppliers – the use of SKI Internal storage in DR • The procurement process – the use of Oracle ebusiness suite – E-matching - order and invoice – E-invoice – the experience – Use of electronic tools – i. e. marked places • The future of procurement – case DR 7
Procurement policy in DR • • • Plans for development of suppliers Plans for reporting Plans for the use of e-commerce Plans for the use of central contracts Plans for co-operation with other institutions Often forgotten Guidelines for which persons have the authority to enter contracts • Plans for how to uphold the principles • Plans for development of competences • Plans for how to develop procurement in DR Many companie s have this Procurement policy Procurement strategy Plans for items and supplier 8
Supplier policy in DR DR uses contracts made by SKI (National Procurement Ltd. ) in the following circumstances: • Contracts of little value to DR • Contracts where DR are not able to obtain better terms than SKI DR has co-operated with SKI on EU-tenders i. e. tender for chairs and tables for office purposes 9
Procurement analyses in DR • We do them ourselves – Analyses on the procurement pattern in DR • Procurement Project in DR – result 180 mio. DKK / 30 million EUR in savings – Analyses of the procurement process in DR 10
Method • Analysis on: –Costs on goods and services –Cost on processes 11
Procurement analyses in DR 12
Target – Procurement project 13
Loyalty – procurement contracts 14
Loyalty – procurement system 15
The procurement process – the use of Oracle e-business suite • We store the invoice images in Oracle • We store the list of the approvers in Oracle • We use Microsoft Outlook to forward information about invoices • We keep the invoices inside Oracle as long as the financial transactions – in DK 5 years 16
Previous to e-handling of invoices • 64. 000 invoices handled manually • The lowest benchmark cost of handling an invoice manually was DKK 350 / 47 EUR o The cost in DR was much higher • DR paid around DKK 300. 000 / 40. 000 EUR annually in interests • 3. 000 invoices disappeared in DR • 30 days from receiving an invoice, until it was approved • 11 staff in AP department 17
Today with Fakturius • • All invoices are handled via the electronic system – 40. 0000 The cost of handling an invoice is now DKK 150 / 20 EUR DR pays DKK 50. 000 / 6. 700 EUR annually in interests Very few invoices disappear in DR (and only because they’re not being sent directly to the credit bookkeeping) • 6 days from receiving an invoice, until it is approved • 6 staff in AP department 18
Focus in 2007 – Contracts module 19
Case: e-auktion – IT hardware Prisniveau Price before auction Expecxted longterm price Winning bid price Savings : 10% 20
Internal storages in DR • Used to have a large internal storage • Cost benefit analysis – not financial sound solution for DR 21
DR BYEN - a world class media house What the future holds – Coherent services for the customers case: Analyses on services in DR 22
DR BYEN – a world class media house • For the Danish public this means: – Better programs – More to choose between • For the employers in DR this means: – A flexible and open workplace – Cooperation and creativity 23
The task in 2005 • Find the service solution, that is best for DR – in terms of quality, competences, flexibility and finance – Goal – savings 8 mio. DKK / 1 million EUR 24
How to choose the best solution • Description of possible solutions • Analysis of how to obtain the goal of savings • Pros and cons of the chosen scenario • Risks and considerations 25
Two possibilities where investigated Option 1 All services to be outsourced EU tender Option 2 Some are outsourced others are remaining internal EU tender Service contract that ensures the level of quality and 8 mio. dkk in yearly savings 26
Parameters for choice of solution • Quality in the solution • Steering of services - organisation • Good-will • Finance • Innovation in services • Flexibility in services • Know-how • Time • Image 27
Choice It is about making decisions • Capacity • Quality • Culture • Co-operation 28
The chosen solution Internt i DR Internal services 1 Intern service Omstilling Reception Intern post Distribution Kopiservice Mødelokaleadministration Viceværtopgaver Kontrollører og Garderobe Udbydes i projektkonkurrence Outsourced service 2 Ejendomsservice Rengøring, vinduespolering og udvendig renhold Indvendig og udvendig bygnings-vedligehold Inventarvedligehold Terrænvedligehold Tilstandsvurdering Flytninger Brandberedskab Parkeringsadministration og service Renovation og afløb vagt Forretningsservice Medarbejder Restaurant interne spisesteder Restaurant Bistro Kiosk 3 29
The contract: partnership – Joint DR/ISS project group was formed with the purpose to analyze, negotiate and establish the contract. – Yearly budget DKK 34 mio. / 4, 6 million EUR – 5 year contract 30
Co-operation Negotiation of service contract Service requests Payment Evaluation – satisfaction with services supplied Customer Service management and administration Supply of services Evaluation of services and partnership Service supplier – internal and external 31
The ordering of services • On the intranet • Service rapport • Tracking of services • Controlling 32
Balanced scorecard Measurements via joint balanced scorecard 33
Joint goals for the process • High quality • Service level agreements must be followed • Good working environment • Yearly innovation plans 34
The future of procurement Focus • The role of the procurement department, responsibility and tasks • Competencies of the future procurement consultant Role, responsibility and tasks • Innovative thinking • Look at procurement as part of a larger entity 35
To create value • Lower procurement prices • Administrative effectiveness – lower cost of processes • More competent suppliers and partners • Focus on total cost of ownership • Focus on total solutions for customers 36
The future – reinventing procurement Clear vision/mission Logic and effective processes Full potential Value creation Procurement strategy Procurement analysis Contracts with the chosen suppliers Integrated procurement solutions Supplier management Reduction of suppliers 37
The challenges • Develop bullet proof analysis and foundation for measurements • Internal focus on the importance of loyalty towards supplier contracts • Measurements • Holistic approach • Controlling • Marketing and customer focus 38
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