Relatorio de gestao_2010_INGLES.indd - Efacec

offered books (Histórias da Ajudaris 2010, an initiative of the Ajudaris
institution, a social charity association of Porto) to the children of S.
João de Deus School, which belongs to Agrupamento António Nobre,
the partner of Efacec in the Porto de Futuro programme.
In 2010, Efacec was again honoured for its innovation, quality and
sustainability practices. At the beginning of the year, the company
received the Innovation Initiative Award (in the scope of the Corporate
Citizenship Award - 2009) and by the end of the year, received the
Corporate Citizenship Award – 2010 (under the Industrial Products
category), organized by PricewaterhouseCoopers in partnership
with AESE. These awards were added to the Innovation Award for
Sustainability in Portugal (received in the scope of the European
Business Awards for the Environment) and the Improvement Teams
Award awarded by APQ (Portuguese Quality Association). With the
general objective of levelling with other organizations, Efacec also
applied to the Energy Effi ciency Awards, whose result will be known
in 2011.
Procurement Strategic Management
With activities focussed on Efacec’s economic environment, Efacec’s
Purchases and Procurement (C&P) activity is characterized by its
complexity as a result of the diversity of sold products, integrated in
a supply chain basically characterized by its intensive sourcing. The
reason for this is the company’s business activity as a main driver
for the acquisition of materials with little predictability regarding
demand, complex products and short life cycles. Efacec’s purchase
model has been following a hybrid structure, since the responsibility
for purchases and negotiation is shared between the several Business
Units and family managers for families of strategic items.
One of the company’s missions is to develop management conditions
in order to create a multidisciplinary team that includes all areas
of Procurement, instilling a functional and corporate development
dynamic without sacrifi cing autonomy and spirit of initiative from
the several Business/Market Units. As such, the purpose of the
Procurement Strategic Management area is to enhance, standardize
and monitor the Efacec Group’s Supply Chain strategies.
For this purpose, by the end of 2009, a Chief Procurement Offi cer
(CPO) was assigned. So, a corporate structure composed of family
managers (managers of purchase categories) and by a process and
controller analysis area was created. Their main objective is to
improve and monitor C&P processes in Market/Business Units as well
as develop strategic partnerships with Suppliers and enhance the
procurement of new supply solutions.
During this fi rst year of activity, the Procurement Strategic
Management characterized in detail the procurement activity of the
main Business Units of Efacec in Portugal, creating and implementing
the necessary control and reporting methodologies.
On a process and control level, it is worth to mention the
implementation of a quarterly tableu de bord in the majority of the
Business Units in Portugal and a monthly scorecard, dedicated to
the purchases and procurement activity. New General Conditions for
Purchases (adapted to the new market tendencies and valid for all
companies of the Group in Portugal) were also issued along with the
specifi cation of a codifi cation system for corporate items.
For Efacec, the relation with suppliers must comprise a partnership
with advantages for both parties. This way, taking into consideration
that the main objective is to improve the collaboration and cooperation
with partners/suppliers, during the year 2010, a specifi cation of
Supplier Relationship Management (SRM) was developed. This tool
is part of a selection of IT applications dedicated to this activity
area, called Efacec Strategic Sourcing Tools (efasst), which will be
implemented in all companies of the Efacec Group and promote a
wider transparency, visibility, communication and collaboration
between all supply chain elements. This selection of applications will
also include a codifi cation system for corporate items, along with a
specifi cation that will be developed during this year.
In the scope of the strategic cooperation between the several business
units, family managers (through mixed work groups specialized in
several fi elds) were able to: enhance strategic synergies; promote the
suppliers’ cross-functionality; and establish worldwide agreements
and partnerships for the entire Efacec Group.
Thus, Purchases is regarded as an object of economic development in
the geographical areas where it is mainly focussed.
Report and Accounts 2010 | 55