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Michel Philippart

Biography Professor Michel Philippart (Belgium and France)
Michel Philippart
Michel Philippart

Michel Philippart is member of the management committee of the Institute for Research in Innovation in Management of Procurement (IRIMA) at Grenoble School of Management, an Associate of the People Development firm Big Fish International , and a fellow of the ceSCM at University of Louvain. He is also a visiting professor at HEC (Paris) and Vlerick (Ghent) and a frequent speaker at international conferences and corporate events.

Mr. Philippart’s experience spans 20 years of industrial and consulting experience. Following his MBA obtained from Kellogg Graduate School of Management, he joined the Operations Practice of Booz Allen & Hamilton in the Chicago office. After one of his first projects on purchasing, he contributed to a first viewpoint. After transferring to the Paris Office, he developed an expertise in Business Process Re-engineering, working for clients in France, Italy, and Switzerland. In 1994, he joined PepsiCo Foods International / Frito-Lay to develop the international purchasing strategy, and implement it in Asia and Latin America. He moved to Europe where he successively led purchasing for Frito-Lay in France, indirect purchasing in Europe, and lead the transfer to the new Swiss office. In 2000, he returned to consulting, with McKinsey Purchasing Practice. In his most recent responsibility, he led the supplier management activities of GSK Biologicals worldwide, covering direct, indirect, Capex, and Research suppliers, transforming the organization, reducing costs, enhancing access to strategic goods and services and reducing risk.
Recent Publications

Projeto de desenvolvimento de embalagens industriais, DRV

“Collaborative Sourcing: Strategic value creation through collaborative supplier relationship management”; Presses Universitaires de Louvain


Contact Details

Professor Michel Philippart
E-mail: michelphilippart@e-bigfish.com
Tel: +33 1 4562 1980  

 

Module: Strategic Management of participants in an extended enterprise.

Confrontation or Collaboration? Cost Management or Lifecycle Value Enhancement? Making your suppliers tools of competitive advantages

 

Objective

Demonstrate that companies that want to gain or maintain a leadership position need to manage their suppliers not with a cost cutting mentality but a value and competitive advantage creation.

Short Description

Modern supplier management techniques have appeared at the end of the eighties, and were focusing primarily on cost reduction. Today, supplier management has significantly broadened its objectives

  • Total cost of ownership reduction while maintaining or increasing quality and service
  • Innovation identification and capture
  • Multi faceted risk management: availability, protection of sources, ethics, etc.
  • Value creation and generation of competitive advantages by managing suppliers better not only on a historical perspective but also in relation to the position of the other key players in a market.

The course mixes theoretical presentation of all the concepts of modern supplier management with cases, role play, and illustration from companies small and large, in mature and emerging market environments.

Course Structure

Part 1. The bases of supplier management
This section introduces the participants to the bases of modern procurement, focusing primarily on total cost of ownership reduction.
  • Building and analyzing spend databases
  • Total cost of ownership
  •  Cost lever analysis
  •  Negotiation : preparing, engaging the suppliers, follow up
  •  Contracts
  •  Overview of e-Tools

Part 2. Supplier development
Once the procurement department is structured and has optimized its environment, it can develop proactive strategies to manage its supplier pools
 

  • Supplier segmentation
  •  Category management
  •  Sourcing
  •  Supplier development
  •  Supplier performance measurement
  •  Outsourcing and subcontracting

Part 3. Entrepreneurial resources management
The most sophisticated supplier and resource management cultures are analyzed to identify their common traits to create value

  • The position of procurement in the value chain
  • Value creation versus cost reduction: the competitive dimension
  •  Managing a portfolio of suppliers based on value creation potential
  •  Building and managing an international network

Part 4. Building and Managing a Supplier Management Team
A perfect strategy is nothing without the right team to develop it and manage it. This section focuses on the organizational factors of supplier management

  • Position within the company
  •  From single site to multi country organizations
  •  Setting targets and measuring performance
  •  Developing people: assessment, recruitment, training
  •  From practitioner to Entrepreneur: hard skills and soft skills
  • Ethical issues in supplier management

 

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