Accountability for all strategic category activities related to suppliers, saving and trading operations Accountability for all overall operational effectiveness of supply chain across categories, procurement company and operations Local accountability for stakeholder management and commercial savings realization in Local Markets The supply chain Journey continues with 6 area of focus: 1) People: organization, skills, career development. 2) Customer obsession: customer centric Kepi’s. ) Global scale: Buying partnerships, geographies. ) Operational excellence: Demand management, end-to-end performance management. 5) Supplier relationship management: Joint governance, transparency of activities, unlock Joint value. 6) Sustainable supply chain: continued focus on environmental and ethical procurement. Supplier All potential suppliers must pass through our qualification process. This involves the our category manager requesting the supplier to complete a self-assessment which feeds into a risk assessment against a set of business requirements and expectations.
The self-assessment covers: – Financial details -Conflict of interest and liabilities Ethics and sustainability -Company code of ethical procurement – Diversity and inclusion – Quality management – Environmental management – Product safety – Health safely – Business continuity – Information security – Payment Card Industry compliance Our company will only engage with suppliers that have successfully completed the supplier qualification process.
Supplier management How we engage and collaborative with our supply chain partners is governed by this supplier management programmer . The program is one of the key tools we suggest use to help build strong relationships as we seek to create greater value. Increase innovation and improve efficiency. Supplier qualification: a pre-requisite before we will engage with a supplier. Supplier Segmentation: a series of reviews conducted across our supply base that helps differentiate how we engage with suppliers.
Supplier performance evaluation: a series of assessments across our local markets and group functions based on nine core performance pillars, utilizing Net Promoter Scoring to underpin our goal of supplier performance excellence. Supplier optimization: the process through which we work with our suppliers to identify and liver improvement, collaborating to set priorities and define clear expectations balanced between short term actions and longer term roadman.
Supplier audits: through our general risk assessments, supplier self-assessments we identify high-risk suppliers who are then scheduled for a more detailed audit and follow up Improvement Finance Health and safety Relationship Innovation Quality Delivery Commercial Portfolio Product development Sustainability Qualification Voice of customer Privacy Creating a culture of privacy across multi-agency corporation : Our communications dude how we conduct ourselves and treat our customers and employees.
Comprehensive operational privacy processes: standard global risk control processes to ensure that how we handle information meets the commitments, complies with law and lives up to customer privacy expectations whiles meeting business needs. Managing critical privacy concerns: Formal assessment and global policy governance of the most critical privacy risks facing our company and industry.
We should have a network of privacy officers across the group whose role is to ensure that privacy concerns or risks are identified, addressed and managed on the ground. To enable them to do this, we have a global privacy risk management system that helps identify and address privacy concerns or risks before they become an issue. This system provides the flexibility to respond to local privacy concerns, legal requirements , or stakeholder expectations more effectively than a one size fits all global policy approach.
It also facilitates collaboration between teams in different markets and providers a common framework which we can use to measure the maturity of our programmer, as well as continually identifying and implementing improvements. In he other hand, certain privacy issues transcend borders and are particularly serious or complex. We should have a formal process for regularly reviewing the most significant privacy risks affecting our business.
We should take into account wider developments in technology and the industry, and develop strategies and policies to tackle these critical risks at a global level. MM strategy Our company should defines MM as including communication between any device and any other device via a central network for a specific purpose. The boundary is formed where connectivity is bundled in as part of the service offering. The strategy s to be the global leader in MM in both connections and revenues via its MM platform, which is being rolled worldwide.
We should be that operators who have partnered for our MM platforms are extracting all the value out of the MM opportunity. While we should racked up a number of clients using our global SIMI. Our company should take a value add to connectivity approach to the MM opportunity. We believes it can play a critical role in the MM value chain between hardware specialists and sis in providing a complete MM solution to the customer.
