I interviewed Felipe Araujo who discussed Business Process Management.

 

 

 

 

 

 

Please provide a brief background of yourself

I am from Brazil. I am a production engineer with MBA. I have over 20 years experience in consumer packaged goods companies, 5 of those in international assignments in the USA and Venezuela. I worked in companies like Price Waterhouse Coopers, British American Tobacco, Anheuser-Bush Inbev, Kraft/Mondelez and lately at Calvo Group.

 

I have experience mostly in the Supply Chain area, my strongest discipline in Supply Chain is Procurement, which ranges from strategic sourcing and negotiation to overall organization and process design. I have managed spends up to US$ 1,0 Bn, organizations with 100 people and stakeholders in all regions across the globe.

 

What is business process management?

Is a field that focus on improving corporate performance via standardizing, managing and optimizing its processes.

It shifts from traditional functional silo organizations to process oriented end-to-end approach.

 

What are the challenges involved with its design and implementation?

Not having top management engaged and proper decision rights. Regional involvement doesn´t necessarily mean resources prioritization.

The power of the countries/regions to resist the “standard way” and focusing their efforts in building/keeping local solutions

 

How is it done effectively?

• Benchmark early on in the process.
• Benchmark leading companies to help gauge where we should focus and gain some learnings on what they said worked and didn’t.
• Don´t forget to look inside
• Establish a goal of global solution early on. Establish that regions had to provide a solution that would work for everyone and variations by any region needed to be justified with the global team.
• Get all the regions involved with the build of the solutions from the start. It built ownership early on in what was being developed and regional reps became champions of the solution.
• Always solve for the process flow, metrics and control issues first and then technology – “there is no point putting lipstick on a pig”
• Identify scope and capitalize on quick wins quickly. That will bring momentum and more support later on the process.

 

    

About Felipe Araujo

 

 

 

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Felipe Araujo

 

Strategic Procurement Director Americas at Gomes da Costa (Calvo Group)

 

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