C&BS is responsible for all (co-branding) agreements with banks, retailers and insurance companies, among others, as well as introducing new payment features for Mastercard, Visa and ICS cards.
HZPC started in 2020 with a large IT project to improve its IT architecture and landscape. Subsequently, to modernize its processes, methods and apply new IT software functionalities to optimize its supply chain. As part of this transition, a new ERP Cloud application should also be purchased for its Industry: Food & Beverage & Trading.
End of 2018 ABB announced the divestment of its Power Grids business to Hitachi. This will create a joint venture between ABB Power Grids and Hitachi and requires a separation and carve-out of the existing PG business. As part of the JV Creation & PG JV Build-up project, the JV Creation IS Workstream aims at ensuring a seamless separation and carve-out of the IS organization and IS services from ABB into the new joint venture. The global transition / program is managed by a Deloitte – ABB team with various functional teams.
As a senior manager / consultant I have an advisory role to support colleagues to convert best practice and innovation into applicable opportunities to bring a higher maturity level to the value chain Strategic Supplier Management.
Eneco decided in 2018 to centrally control its IT activities. A new organizational structure has been set up in collaboration with Andersen MacGyver. The new Tactical Partner Management department was established with reference to this transition program. Objective: to manage contractual relationships with the Outsourcing Partner and strategic-tactical IT service providers.
Kuijpers decided earlier this year to upgrade her ERP software Microsoft Dynamics/Nav with 4PS Construct modules to a new version with more functions in the workflow management system. It concerns a re- implementation and optimization for all 10 settlements. The existing (2006) agreement does not meet the current requirements and through an open source dialogue with 4PS (IT partner Microsoft), a new sourcing & contracting strategy has been launched.
Support all UMC’s (hospitals) at Groningen, Amsterdam, Utrecht, Leiden, Rotterdam, Maastricht with a sourcing & contracting strategy “Servers & Storage” to develop synergy and define / implement the right contracting documents in fase I. (Tender process). Guide several temporary teams: Advisory Services, Hard-& Software, Cloud services, Helpdesk & Support, Technical & Operational Management and Procurement with preparing of all the needs / documents.
NIBC Bank started up earlier this year an ambitious program “IT Forward” and an RFX for outsourcing TAM, FAM, Client Support and Infrastructure. At this moment, they are working on the Agreements with a Vendor.
As part of the Transition ICT Central at KPN, I am responsible for the transition (on boarding) of the IT Vendor Comarch of Poland to the new department NIO ICTM Business Application Market. Comarch is with her SaaS solution end to end responsible for the billing suite for mobile & permanent connections, mms, mobile, applications, the back office and data storage for KPN Business Clients.
RealNext has decided to choose for a new Cloud solution for her IT services & platform and to develop new software with new features and products.
FrieslandCampina (FC) decided in Q2-2014 to outsource SAP TAM (Technical Application Management) and FAM (Functional Application Management). The Metri Group selected by “Fast Track” and “Best Value Procurement” the Vendors. Capgemini India is selected as the new Outsourcing Partner until 2018.
Responsibilities & Deliverables of the Outsourcing Agreement Right Sourcing – Application Management:
Consultancy & advisory to the Manager Contract & Supplier Management:
Operations Datacenters & Networks The IT Division (ITM&S) serving global services for ASML, 60 locations. The ICT infrastructure is mission-critical for ASML daily operation. ITM&S is striving for operational excellence by implementing extensive improvement programs to boost quality and reliability. One of the programs is outsourcing all connectivity activities to the partner Dimension Data. These outsourced services consist the commodity of WAN, user LAN, Datacenters LAN, and perimeter services worldwide. As a Transition Manager, I manage this outsourcing programme on strategic-tactical level.
Deliverables:
Responsibilities:
The NAM is a 100% subsidiary company of the Shell with the Head Office at Assen, The Netherlands. The NAM makes use of the services provided by Shell, including the (Global) Agreements. Shell renewed the 5 years Agreement with T-Systems for another 5 years and NAM also use the services of T-Systems (Deutsche Telecom).
The European Parliament awarded in Q3-2011 a € 120 mln. Contract to the Outsourcing | Service Partner BT to supply The Parliament with networked IT services, including equipment and applications for her telecommunications infrastructure and systems. Across the three sites, BT will provide technologies such as IP telephony, unified communications, video-conferencing, telepresence, security and internet access, as well as equipment including intelligent switches, routers and broadband multiplexers. As Transition Manager, I was responsible to guide the whole process of contracting of the existing and new vendors who deliver the goods and services to EP. I implemented an overall roadmap to improve the procurement function and processes at BT Professional Services in Brussels on a tactical-operational level:
Responsible for all daily (out)sourcing and procurement activities (offshore related) on behalf of the ONEGas department at Shell. Responsible for the total contract value (€ 700 mln.) of the EPCM Integrated Service Contractor AJS (Amec-Jacobs-Stork). It concerns the outsourcing of projects, engineering, maintenance services and modifications.
On behalf of the Management at KPN ‘No Fixed Capacity’ final responsible for all contractual affairs with the strategic contractor - outsourcing partner Trilink BV.
Manage the contractor Trilink with respect to the performance and quality on all allocated new and existing projects in the districts for telephone connections:
Responsible for the domain: Business Applications Solutions.
Guide and lead a temporary project team to develop a uniform Procurement Process with polic ies, guidelines, templates in the form of a Procurement handbook for ING OPS & IT Procurement NL to integrate the departments of Nationale Nederlanden, Postbank, RVS and IBN.
Implement a Procurement Business Process Model from ‘Application form Client <> set up a Contract’
Draw up an activity plan and handbook to start with a new department and program: Vendor Management.
Draw up a manual Portfolio Analysis (Procurement Targeting) and Risk Management to locate strategic & tactical vendors to manage the relationships.
Implement the policy, procedures, guidelines, performance models, segment plans and vendor factsheets and relationship management models for Vendor Management.
Define and draw up with other team members the most important Category and Commodity plans: IT Infrastructure Hardware-Software-Business Applications, Telecommunication, Marcom, HR, Business Specific and Facilities & Infrastructure.
Execute Vendor Management for:
NCR Nederland: cash dispensers Europe
Siemens Nixdorf: cash dispensers Europe
SLTN Group (Business Partner IBM): software, hardware and storage Realize savings, manage the relations, reduce the number of vendors, dissolve claims, disputes & Escalations, control the expenses & invoices and develop commodity plans.
Worked as a temporary Transition Consultant in the reorganization project IS Alignment: bring all activities related to application development, application management and customers IT chain in new IS domains from a decentralized to a centralized organization. It concerns 1200 ING employees, including services and Agreements.
Developed tasks and targets and structure the department Vendor Management related to the top 35-50 vendors.
Identify all the existing Contracts and task packages, new and running projects at the vendors.
Analyse all the expenses, the turnover, the invoices related to a Contract.
Single Point of Contact: guide & manage the vendor, new strategy by vendor, qualification & performance measuring.
Identify the segments (portfolio) at the ING labels where the vendor delivers her goods and services.
Develop category plans for hardware, software and other (out)sourcing activities to support the Procurement departments.
Draw up a part of the program Software Asset Management, Licenses & Maintenance Mainframe, Midrange & Storage with as objective to save € 35 mln. and decreases the number of vendors and Contracts.
In the reorganization - transition team SourcING. The program SourcING 2001-2003 is a methodical integration of all activities related to the IT Infrastructure of all companies in The Netherlands how belongs to the ING group; from decentralized to centralized. It concerns the next companies: Nationale Nederlanden, Postbank, Postbank Operations Money Transfer, ING Baring NL, RVS, Postbank Insurance, CE Bankers, ING Lease and FM. Targets: 15% TCO reduction, 15% reduction on FTE’s and a hierarchical control of all group parties. Responsible for all transitions related to these companies to insource the Procurement & Contract Management activities related to the IT Infrastructure of the ING Group. In scope: Procurement departments, IT scope (hardware and software), about 300 contracts, 25 FTE’s. Contracts turnover € 450 mln.
Supervision and guide shutdowns and plant stops for maintenance, electrical and instrumentation programs and inspections.
I worked 4 years in several positions as a roughneck, derrick man and drilling fluid control engineer and 4 years as a driller on different types of onshore land & workover rigs.
Peter Soetevent is a senior manager- consultant with more the 20 years’ experience on tactical - strategic level in the discipline Contracting, Sourcing, Procurement, Outsourcing, Transition & Transformation, Contract- & Vendormanagement, Service (Level) Management and Process Management.
people manager
team player
relation builder
networker
communicator
well-balanced
reliable
energetic
generalist
conceptual
analytical
creative
pragmatic
adaptability
helicopter view
innovative
collaborator
targeted decision making
result oriented
influencing capacity
conviction strength
organization focused control
leadership (mentor-stimulator-coaching)
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