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?