Meu desafio atual é a criação de RFPs para padronização de demandas. Comecei pela RFP de SAP, depois a de multiplataforma e, por último, a de PME, de IT Services, juntamente com price lists a fim de diminuir o by-pass da empresa e de melhorar a comunicação entre as áreas internas.Nessa commodity tenho a oportunidade de trabalhar em grandes projetos locais ou globais, com os quais adquiro conhecimento da atuação de diversas áreas do mercado como saúde, varejo, manufatura, gás & óleo e serviços e também na solução SAP 4/HANA Cloud e SAP Leonardo em que auxiliei na montagem da nossa nuvem interna de SAP. Ao atuar nesses projetos, tenho a chance de me relacionar com diversas nacionalidades e obter experiência cultural, além de ter contato com outras áreas de compras e trazer as melhores práticas para dentro de casa a fim de otimizar nosso trabalho. Também tenho a chance de superar novos desafios ao assumir projetos deste âmbito que já estejam em on going sem criar impactos para os clientes, garantindo sua satisfação com os serviços da T-Systems.

I am at the IT Services commodity that, currently, is the biggest category in the company with an annual spent of R$ 360 mio, because T-Systems counts with a lot of outsourcing services. My first grand challenge was to define a process to each type of demand inside the area. Therefore, I have developed a process with a responsibility matrix, approved by the company Board, that correlates the involved areas and notifies them as soon as any action is necessary, avoiding that T-Systems suffers with by-pass and that the result get any type of impact. This process is used until nowadays and meetings were made both with suppliers and internal key users to show them the best practices and to align the expectations.My current challenge is the creation of RFPs to standardize the demands. I have started by the SAP RFP, then the multiplatform and, the last, the field services one, along with the price lists in order to reduce the company by-pass and to improve the communication between the internal areas. Besides that, I also always try to search for alternatives to bring savings to T-Systems: annually I bring, on average, a saving of 25%. In this commodity, I have the opportunity to work in grand local or global projects, with which I acquire knowledge by acting in different areas of the market such as health, retail, manufacture, gas & oil, services and also in the SAP HANA Cloud solution, in which I have helped in the installation of our internal SAP cloud. By taking part of those projects, I have the change to get in touch with many nationalities and to obtain cultural experience, besides having contact with others procurement areas and bring the best practices inside our company in order to optimize our work. I also have the chance to overcome new challenges by assuming new projects in this scope that are already at an on going phase without causing impacts to the customers, ensuring the customers’ satisfaction with T-Systems services.

I have had the opportunity to get a permanent job and started acting in the area of indirect materials that supports the following areas: accounting, HR, legal, facilities and marketing. During the 5 years that I have worked in this commodity, I was promoted twice, following the career plan that was proposed to me since I was acquiring more experience in the Procurement area.My challenge in this commodity was to reduce the demand volume of requests and quotations, and that was possible due to the standardization of the RFPs/BIDs, that resulted in a reduction of 50%. In this way framework of thought, I also created price lists to facilitate the product choosing and the negotiation with the supplier without the need to activate the procurement area for new quotations. The price negotiation occurs only once a year and the price list is generated, this way the internal customer can elect only the necessary items and create the shopping cart. This brings time optimization to the three areas involved, besides making it possible for the internal areas to control their budgets. In parallel, I also managed the supplier’s evaluation.

I have started my career in the purchase area by supporting all the commodities in the elaboration of reports and critical analysis, with the organization of the processes and with the promotion of Procurement best practices. My first big challenge was to structure the supplier’s evaluation that, at the time, was inexistent. It was a successful project and it brought many benefits to the company such as the reduction of the SLA break up, the improvement in the relationship with the suppliers and in the communication.In order to further improve this process, I also structured the quarterly positioning relationship that assembled the technology team and the supplier every three months in order to have a positioning presentation of all the projects. Therefore, it was possible to have control over the SLA and to identify critical points, besides aligning the expectations and create an opportunity for feedbacks and suggestions to improve continuously the relationship.