unilever_
PROCUREMENT CODE OF PRACTICE
(TOOLS AND PROCESS)

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Unilever – Procurement Code Of Practice  (Tools and Process) 

Our scope – To create a global talent procurement process that would consistently deliver measurable value and efficiencies to the markets.

Historically the company had relied heavily upon their creative and PR agencies to deliver the appropriate talent solutions for their campaigns. Without the required expertise, this was found to be challenging for the majority of companies who prioritised delivering against their official scope versus securing talent in the most efficient manner possible. This internationally resulted in poorly negotiated deals and gross overspending on talent procurement. As budgets became more lean, both marketers and finance were forced to address this problem.
 
The client’s expectation was that we would deliver the specific industry expertise needed to justify the continued spend on talent. The frequency and long term sustainability in the category would ultimately depend on the effective implementation of our recommended structure and support services. We would adapt a three phased approach to our plan. Strategy, procurement and finally amplification would now sit at the centre of every talent related activation.

The key deliverables that showcased success were as follows:

Unilever – Procurement Code Of Practice  (Tools and Process) 

Our scope – To create a global talent procurement process that would consistently deliver measurable value and efficiencies to the markets.

Historically the company had relied heavily upon their creative and PR agencies to deliver the appropriate talent solutions for their campaigns. Without the required expertise, this was found to be challenging for the majority of companies who prioritised delivering against their official scope versus securing talent in the most efficient manner possible. This internationally resulted in poorly negotiated deals and gross overspending on talent procurement. As budgets became more lean, both marketers and finance were forced to address this problem.
 
The client’s expectation was that we would deliver the specific industry expertise needed to justify the continued spend on talent. The frequency and long term sustainability in the category would ultimately depend on the effective implementation of our recommended structure and support services. We would adapt a three phased approach to our plan. Strategy, procurement and finally amplification would now sit at the centre of every talent related activation.

The key deliverables that showcased success were as follows:

1

2

3

Our ability to secure organic internal buy-ins based on a solid structure and process that allowed/encouraged marketers to rethink their approach to talent relationships. 

A consistent reduction in category spend. This would of course occur due to a reduction in the talent fees paid versus the volume of deals being done. 

A significant decline in the volume of talent related litigation cases brought against the company. Professional contracting would help to mitigate against some of the simple mistakes of the past.

  1. Our ability to secure organic internal buy-ins based on a solid structure and process that allowed/encouraged marketers to rethink their approach to talent relationships. 
  2. A consistent reduction in category spend. This would of course occur due to a reduction in the talent fees paid versus the volume of deals being done. 
  3. A significant decline in the volume of talent related litigation cases brought against the company. Professional contracting would help to mitigate against some of the simple mistakes of the past.

The change/results were primarily made possible through the support of the global leadership team, that allowed us to apply our basic three step process (Educate, Arm & Activate). The teams on the ground would first have to understand why such changes needed to be made. Once that had been realised, arming them with the appropriate tools (contract templates, process guidelines etc) and authority to implant change paved the way for a successful launch of the new positioning.

The education and tool creation process took a total of 4 months. There was a slight delay due to the training process, unfortunately taking a little longer than usual, as a result of the unavailability of a few of the markets.
 
Aside from the legal fees associated with the creation of the contract templates, the only financial commitment for the client was the cost of the agency’s service fees.

The change/results were primarily made possible through the support of the global leadership team, that allowed us to apply our basic three step process (Educate, Arm & Activate). The teams on the ground would first have to understand why such changes needed to be made. Once that had been realised, arming them with the appropriate tools (contract templates, process guidelines etc) and authority to implant change paved the way for a successful launch of the new positioning.

The education and tool creation process took a total of 4 months. There was a slight delay due to the training process, unfortunately taking a little longer than usual, as a result of the unavailability of a few of the markets.
 
Aside from the legal fees associated with the creation of the contract templates, the only financial commitment for the client was the cost of the agency’s service fees.
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