C&BS is responsible for all (co-branding) agreements with banks, retailers and insurance companies, among others, as well as introducing new payment features for Mastercard, Visa and ICS cards.

• Contracting Apple Pay solutions for Mastercard & Visa (including Tieto and UL contracts as service partners).
• Contracting a new five years agreement with Mastercard.
• Credit Strategy - Pay Later Solutions: RFX procedure and set-up master-, project-, and service agreements;
• New branding book (ICS new layout and services) - contracting agile project with the Valley.
• Contracting Visa Spend Clarity for business card holders? solutions.
• Contract Mastercard Back Priority Pass EEA for business card holders.
• Contracting several marketing agreements.
• Overall responsibility for all procurement requests of C & BS.
• Develop an OGSM Procurement Plan 2023.
• Develop a sourcing strategy - plan for production of credit cards.
• Improve the process for purchase requisitions and spend controls.
• Improve and set up Ariba contracts database and TPRM Contract management (EBA controls).

HZPC started in 2020 with a large IT project to improve its IT architecture and landscape. Subsequently, to modernize its processes, methods and apply new IT software functionalities to optimize its supply chain. As part of this transition, a new ERP Cloud application should also be purchased for its Industry: Food & Beverage & Trading.

• Define Project Planning and Execution, RFx, Tender, Contracting, Pre-award and Post Award Contract Management, Service & Deliver Management, Risk management.
• Market research ERP Solutions: Longlist 150 Suppliers to shortlist 7 Suppliers; on platform MS Azure, AWS or Oracle.
• Solutions: MS Dynamics 365, Jeeves, Sap Hana / Business by Design, Enterprise One, NetSuite, Infor ERP, Info Cloud Suite for RFI.
• Composing an RFP: Project scope, Contract & Common Deal Principles, Scripts & Demos.
• Tender & selection en evaluating in Negometrix.
• Demo?s: Top 3 ERP Suppliers. Evaluation and advice ERP Steerco. (OGSM Methodology)
• Select preferred supplier: negotiations and award.
• Contracting: Umbrella-, License-, Project Implementation-, Service & Delivery Agreement.

End of 2018 ABB announced the divestment of its Power Grids business to Hitachi. This will create a joint venture between ABB Power Grids and Hitachi and requires a separation and carve-out of the existing PG business. As part of the JV Creation & PG JV Build-up project, the JV Creation IS Workstream aims at ensuring a seamless separation and carve-out of the IS organization and IS services from ABB into the new joint venture. The global transition / program is managed by a Deloitte ? ABB team with various functional teams.

• Building a Maturity Model for the workstreams IS Target Operational Model, Sourcing Readiness & Future Mode of Operations.
• Develop & implement for several workstreams the following processes and frameworks (includingworking documents): Demand to Source, Strategic Sourcing Strategy, RFx Management, Post Award Contract Life Cycle Management, Contract Change Management, Supplier on- & off boarding, Supplier Relation & Performance Management, Supplier Risk Management, Strategic Supplier Portfolio Management & Requisition process, Escalation & Dispute Management, Exit Management, Service & SLA Management, Supplier segmentation & Tier 1-2 positioning.
• Special task: developed a template for Contract & Common Deal Principles.
• Develop several Governance & Stakeholder Management models.
• Drawing up & implementing an OGSM plan for the department.
• Developing standard Agreements, annexes & appendices for the IT portfolio. 
• As a senior manager / consultant I have an advisory role to support colleagues to convert best practice and innovation into applicable opportunities to bring a higher maturity level to the value chain Strategic Supplier Management.

Eneco decided in 2018 to centrally control its IT activities. A new organizational structure has been set up in collaboration with Andersen MacGyver. The new Tactical Partner Management department was established with reference to this transition program. Objective: to manage contractual relationships with the Outsourcing Partner and strategic-tactical IT service providers.

• Manage and guide a team of Tactical Partner Managers.
• Member of the BTO Management Team to run the daily business.
• Set up an OGSM plan for the next 6-12 months.
• Developing a methodology to determine Tier 1, 2,3 and 4 service providers.
• Selecting low risk - low value service providers. Objective: operation PO?s and invoicing process will be managed on a lower level in the organization.
• Develop a competence & skill model for the members of TMP.
• Optimize the chain process in collaboration with Purchasing.
• Teambuilding meetings TMP & Procurement, recruiting new Tactical Partner Managers.

Kuijpers decided earlier this year to upgrade her ERP software Microsoft Dynamics/Nav with 4PS Construct modules to a new version with more functions in the workflow management system. It concerns a re-implementation and optimization for all 10 settlements. The existing (2006) agreement does not meet the current requirements and through an open source dialogue with 4PS (IT partner Microsoft), a new sourcing & contracting strategy has been launched.

• Develop a vision, strategy and a roadmap for the re-implementation and the sourcing scope.
• Develop and implement a Master Agreement focusing on revision of the Terms & Conditions.
• Compile a project agreement through Agile-Scrum method and tooling to manage the project.
• Other contractual documents: Service Level Agreement, related Schedules and KPI Dashboard.
• Appendixes Contract Management, Governance and Finance.
• Formulate performance appointments for all (part) Agreements.
• Advisee Steering Committee, the project team and related departments on improvements, methodologies and best practices.
• Coaching and support the IT department to change the direction with innovative ideas regarding IT Sourcing and managing their processes.

Support all UMC?s (hospitals) at Groningen, Amsterdam, Utrecht, Leiden, Rotterdam, Maastricht with a sourcing & contracting strategy ?Servers & Storage? to develop synergy and define / implement the right contracting documents in fase I. (Tender process). Guide several temporary teams: Advisory Services, Hard-& Software, Cloud services, Helpdesk & Support, Technical & Operational Management and Procurement with preparing of all the needs / documents.

• Chairman of the temporary teams.
• Manage the process & teams to deliver the right documents for a Framework Agreements, separate Agreements, SLA?s, DAP, DFA and user cases.
• Advise the Procurement departments and the business lines about Terms & Conditions, Service Management and Contract Life Cycle Management.
• Support the team to develop the right strategy in relation with the scope.

NIBC Bank started up earlier this year an ambitious program ?IT Forward? and an RFX for outsourcing TAM, FAM, Client Support and Infrastructure. At this moment, they are working on the Agreements with a Vendor.

• Support the Outsourcing team with reviewing the Schedule Transition & Transformation;
• Review all other Agreement Schedules and contract details.
• Preparing a transition plan to start with the outsourcing program.
  • Transition scheduled at the 1st November is be on hold because the company has to review internal the impact of outsourcing.
  • My assignment will end at 10th October2016.

As part of the Transition ICT Central at KPN, I am responsible for the transition (on boarding) of the IT Vendor Comarch of Poland to the new department NIO ICTM Business Application Market. Comarch is with her SaaS solution end to end responsible for the billing suite for mobile & permanent connections, mms, mobile, applications, the back office and data storage for KPN Business Clients.

• On boarding Transition Plan (Roadmap 2016 with focus on Finance, IT Management, Contract Life Cycle, Business Improvements, Processes, Stakeholder Management and Business Controls).
• Implement controls to manage Opex and Capex spend.
• Implement a Governance Model, Stakeholder Management and Escalation Matrix.
• Service Delivery Management: Improvements SLA, KPI?s and reporting.
• Guide Assurance (SOC-2) & Compliance plans.
• Implement Contract Life Cycle Management and define commercial improvements.
• Guide security controls, policies and plans.
• Responsible for Quotations & Proposals, Contract Changes, and guide negotiations.
• Overall responsible within KPN for all Comarch?s business activities (Single Point of Contact).
• Develop with the Manager a department year plan.
• Implement SharePoint Comarch as communication platform for the operations, store and share data.
• Responsible for workshops, assessments, and business improvements (chain optimization).

RealNext has decided to choose for a new Cloud solution for her IT services & platform and to develop new software with new features and products.

• Vendor selection RFX, including market research.
• Guide commercial meetings with Vendors and be a trusted Advisor for RealNext.
• Lead negotiations with Vendors.
• Select the Contract strategy and the Contracting process.
• Drafting of an Master Agreement, SLA, DAP, Security Policies and a Contract Management Plan;
• Preparing a project agreement for software development with Agile/Scrum conditions.

FrieslandCampina (FC) decided in Q2-2014 to outsource SAP TAM (Technical Application Management) and FAM (Functional Application Management). The Metri Group selected by ?Fast Track? and ?Best Value Procurement? the Vendors. Capgemini India is selected as the new Outsourcing Partner until 2018.

Responsibilities & Deliverables of the Outsourcing Agreement Right Sourcing ? Application Management:

• Selection & evaluating process between Infosys & Capgemini as future Partner.
• Lead the last part of the negotiations of the Umbrella Agreement and existing Schedules.
• Finalize the SLA?s, KPI?s and Service Credit Mechanism conditions and implement the plans with stakeholders and work out the Contract obligations.
• Implement OLA?s between Capgemini, T-Systems and Fujitsu. 
• HR Staff Transfer FC employees Malaysia & The Netherlands: negotiations, finalize the Agreements.
• Implement the Governance structure for the Transition period and the retained FC organization.
• Track & trace and solve all contractual and commercial issues during the Transition and Transformation.
• Managing several tracks of the transition activities during the Due Diligence, Transition and Transformation period.
• Implement a roadmap with all contractual obligations for tactical and strategic Contract- & Vendor Partner Management.
• Implement a Finance control mechanism for Contract Life Cycle Management. 
• As Single Point of Contact during the Transition: implement improvements related to the Outsourcing Agreement.

Consultancy & advisory to the Manager Contract & Supplier Management:

• Support the department to define a strategy and plans to improve Contract Management.
• Define the roadmap Contract Management 2015-2016: standards, cost & value drivers, portfolio reductions, Contract Life Cycle improvements.

• Working together with a partner of an IT Enterprise IT Cloud company to develop a software solution for Vendor Management.
• Develop new contract terms & conditions related to Cloud software vendors.

• The IT Division (ITM&S) serving global services for ASML, 60 locations. The ICT infrastructure is mission-critical for ASML daily operation. ITM&S is striving for operational excellence by implementing extensive improvement programs to boost quality and reliability. One of the programs is outsourcing all connectivity activities to the partner Dimension Data.
• These outsourced services consist the commodity of WAN, user LAN, Datacenters LAN, and perimeter services worldwide. As a Transition Manager, I manage this outsourcing programme on strategic-tactical level.

Deliverables:

• Knowledge transfer between ASML & Dimension Data including people transfer.
• Brake Fix Support: Service Desk Integration, Service Operation Manual, Incident Management Process.
• Implement the Governance between ASML Operations DC & Networks and Dimension Data.
• Service Level Agreements for DC LAN and WAN.
• Change Management (Processes & Procedures).

• Service Reporting Dashboard for Incident Management, Invoicing & Spend analyses, and Quotes.
• Service Integration Management.
• Implement the process Business Request ? Quotation ? Evaluation ? Approval ? Invoicing.

Responsibilities:

• Managing the Connectivity Project Roadmap.
• Approving Purchasing Requests, evaluation & approval.
• Budget & Invoicing Control Datacentres & Networks.
• Progress meetings department DC & Networks and Dimension Data.
• Problem solving and Demand & Supply for the outsourcing program.
• Communication plan worldwide ASML shareholders.
• Vendor Management.

The NAM is a 100% subsidiary company of the Shell with the Head Office at Assen, The Netherlands. The NAM makes use of the services provided by Shell, including the (Global) Agreements. Shell renewed the 5 years Agreement with T-Systems for another 5 years and NAM also use the services of T-Systems (Deutsche Telecom).

• Identifying the required services ICT and Cloud systems for NAM in a temporary project team with focus on the contract scope as an addendum for the existing Agreement between Shell Global Solutions and T-Systems.

• Interview the stakeholders, local IT support department and end users to define the contract scope
• Identifying contract critical issues: internal survey, analyses, risk assessments and define KPI?s.
• Define a Contract Management Plan and implement a roadmap.
• Prepare the contract strategy documents for the local Tender Board of NAM.
• Discuss and improve the plan in cooperation with the Category Manager of Shell Global Solutions (Note: temporary assignment, handover on 5th June2013 to the new Contract Manager at NAM)

• Review and analyse an existing Global Agreement of a Tier 1 Service Provider to make a proposal with commercial improvements.
• Targets: defining quality points, opportunities for cost savings, defining Key Performance Indicators, remove non-contract related matters, contract improvements to measure performance, define strategic direction.

• Establishment of an advisory for the MT; the report will be a guidance for the IT department to define the sourcing strategy for the next 3 years.

The European Parliament awarded in Q3-2011 a ? 120 mln. Contract to the Outsourcing | Service Partner BT to supply The Parliament with networked IT services, including equipment and applications for her telecommunications infrastructure and systems. Across the three sites, BT will provide technologies such as IP telephony, unified communications, video-conferencing, telepresence, security and internet access, as well as equipment including intelligent switches, routers and broadband multiplexers. As Transition Manager, I was responsible to guide the whole process of contracting of the existing and new vendors who deliver the goods and services to EP. I implemented an overall roadmap to improve the procurement function and processes at BT Professional Services in Brussels on a tactical-operational level:

• Set up a roadmap Procurement Transition plan with milestones, targets & deliverables.
• Select and contract 25 Suppliers for the Installed Base Maintenance: networks, communication, security, internet-web access, licensers and management tools & services.
• Implement Post Award Contract Management.
• Implement Supplier and Vendor Operational Management.
• Lead all negotiations with the Suppliers and Vendors.
• Responsible for commercial improvements, cost savings, improve internal processes and purchasing.
• Develop Vendor and Supplier strategies, Spend Management, Category & Commodity Management.

• Responsible for the sales & marketing activities in the Benelux.
• Develop a sales & marketing plan ‘Cloud Storage Solutions’ for the top 25 companies in the Benelux.
  Targets: top 3 Telecom and internet providers.

• Set up different types of pricing / selling strategies for the Cloud Products.

• Improve and optimize the Tender and Procurement Process.
• Set up a spend and risk procurement business plan related to the Contracts portfolio, and execute improvement plans.

• Developed a sourcing business plan 2010 and define core targets.
• Implement a general Contract Management plan.
• Developed Key Performance Indicators for Contract Management & the Contracts.
• Develop a model for a standard Contract review plan for services & maintenance agreements.
• Develop the critical prior-limiting conditions for a Contract Management software program.

Responsible for all daily (out)sourcing and procurement activities (offshore related) on behalf of the ONEGas department

at Shell. Responsible for the total contract value (€ 700 mln.) of the EPCM Integrated Service Contractor AJS

(Amec-Jacobs-Stork). It concerns the outsourcing of projects, engineering, maintenance services and modifications.

• Participant SCM to set up and implement a program with significant improvements for Supply Chain, Contract Management, Procurement, Logistics, Processes, Policy, Quality, Performance and HSSE to be compliance with the guidelines of Shell EP 13.

• Participate as chairman-secretary in structural meetings between NAM - Shell EPE and the Integrated Service Contractors Supply Chain representatives how are working for Shell EPE Europe.
• Developed a SCM Plan, Commodity plans and a control framework for Shell ONEGas SCM department to manage tenders, procurement plans and contracts.
• Implementation of Sub-Contracting (top 20 suppliers) at the contractor AJS: cost savings with more than 10% at the Sub-Contractors.

• Guide the SCM department of the contractor AJS with draw up Contract Management plans for the most important 20 Sub-Contractors for AJS.
• Guide & monitor an Integrated Cost Reduction Program: reduce the cost with 10% by the contractor AJS organizations in NL & UK and decrease the AJS SCM staff with 10 %.

• Execute the ICP-2 CRO tracker (Cost Reduction Operations) for Procurement, Logistic, Warehouse, and all existing Contracts. (saving potential € 13 mln.)

• Responsible for Contract issues and resolving disputes & claims of the AJS Agreement.
• Lead progress meetings with AJS Supply Chain Management and Contract Management departments.
• Reduce the generic Purchase Orders in SAP, reduction in orders and commands that have no PO’s. Set up a monthly reporting for Procurement in NL & UK to control all RFP’s concerning strategy, vendor selection, tender board proposals and commercial issues how must be approved by SCM ONEGas.
• Set up a reporting program to control the process Procure to Pay and Request to Pay.
• Deliver E & M Production SCM contribution to maintain minimum 90/90 RtP performance for Production Directorate.

• Analyse and ensure follow-up of global SAP RtP reporting e.g.:
• Early warning reports. 2) E-Approval reports.  3) Sox Compliance reports.

On behalf of the Management at KPN ‘No Fixed Capacity’ final responsible for all contractual affairs with the strategic

contractor - outsourcing partner Trilink BV.

• Implement a rescission strategy to end the Agreement with Trilink BV. The annulment of this Agreement resulted in an immediate savings of about 7,5 mln., (2008-2009) and an indirect saving about € 5,0 mln. (2010-2012) after KPN transfer all the work to Volker Wessel Telecom.
• Developed and implement a uniform Contract Management model and process with guidelines.
• Draw up a project plan and install a project team to guide the rescission of the Agreement with Trilink and manage all the process changes in the KPN organization.
• Advisor to the Department Manager to develop Contract Management on a higher level.
• Guide and coached Contract Managers to formulate objectives: account plans & fact sheets and improvements.

• As team member responsible to draw up a position paper for the new joint venture with the company Reggefiber. (execute fibreglass projects)

Manage the contractor Trilink with respect to the performance and quality on all allocated new and existing projects

in the districts for telephone connections:

• Solve several contract & financial problems.
• Assessing all proposals that differ from the existing Agreement. (go<>no go decision)
• Set up a relation management and communication model.
• Judge all new projects for telephone connections for award related to the new KPN strategy fibreglass.
• Take over several threatening escalations from the KPN districts and solve them in conformity with the Contract appointments.
• Execute performance measurements at all KPN districts related to the services of Trilink.
• Start up the contractor carrousel: solve problems on operational and tactical level.
• Solve existing claims, disputes and project issues with the contractor Trilink.
• Take over all existing negotiations of the department Procurement concerning the termination of this Agreement.