Sourcing Outlook

Increase top line growth and reduce bottom line costs

Estee Lauder TD

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EBG | Network welcome Huso Hasanovic, Executive Director Sourcing & Procurement Services at The Estée Lauder Companies Inc. to Sourcing Outlook 2021. Huso will host round table discussions enabled online, limited seats to enable true conversations.

Below what you can expect from joining his sessions. This topics is divided into two – the first group is less mature and the second more. This area being more to-the-point if the groups are more homogeneous.

MISSION STATEMENT

Group 1 are or have until recently had a de-centralized POM and are in the beginning of a transformation journey. Group 2 have a centralized POM, cross function collaboration (more or less) and a category structure. During both sessions you will get practical advice and learn from peers how they are developing their POMs.

How are you developing your procurement operating model ahead?

The operating model of a procurement function (POM) needs to be consistent with a company’s overall strategy, global organization, and culture. Probably not as linked to ”bottom line improvement and savings” any more. Suppliers, customers, and other stakeholders feeding back and expecting adaptation. This session will focus on comparing notes and exchanging experiences on procurement operating model challenges. Discussing how to drive a balanced organization model and embed capacity for change and continuous improvement. How to measure performance and what spend life cycle structures to develop depending on maturity, type organization and industry.

Learn from each other and discuss;

  • Do you have a centralized, decentralized, center-led approach and how has that changed?
  • How are you developing your category structures (ahead)?
  • What elements of your corporate strategy (or value map) are supported by Procurement?
  • What is the Governance approach for Business Engagement?
  • How effective is your Procurement organization at influencing business demand?
  • In what ways have you embedded a spend life cycle perspective in your POM?
  • Has Procurement conducted a Strategic make vs buy analysis of the business?
  • In what ways is technology and improved data management affecting which performance metrics you use?
Register here and start choosing sessions

About Huso

Huso has both strategic and operational experiences from several organizations and industries. Today Huso is Executive Director Sourcing & Procurement Services at The Estée Lauder Companies Inc.. He has experiences from Deloitte, Swissport, Carlsberg Group, DSM, Cap Gemini to mention some organization.

About The Estée Lauder Companies Inc.

The Estée Lauder Companies Inc. is one of the world’s leading manufacturers and marketers of quality skin care, makeup, fragrance and hair care products. The company’s products are sold in approximately 150 countries and territories under brand names including: Estée Lauder, Aramis, Clinique, Lab Series, Origins, Tommy Hilfiger, M·A·C, La Mer, Bobbi Brown, Donna Karan New York, DKNY, Aveda, Jo Malone London, Bumble and bumble, Michael Kors, Darphin Paris, TOM FORD BEAUTY, Smashbox, Ermenegildo Zegna, AERIN, Le Labo, Editions de Parfums Frédéric Malle, GLAMGLOW, KILIAN PARIS, BECCA, Too Faced and Dr. Jart+, and the DECIEM family of brands, including The Ordinary and NIOD.

The Estée Lauder Companies Inc. have 60K+ employees and sells products in 150+/- countries. The Class A Common Stock of the company is listed on the New York Stock Exchange under the symbol EL.