Learn how to work with prime contractors - what they buy, how they buy, and where to register. Good starting point to know what questions to ask when you have your one-on-one matchmaking visits. Presenters: Gretchen Ebert, Medtronic; Christa Seaberg, Adolfson Peterson; John Taylor, Cargill
3. Global Leader in Medical Technology
* Free cash flow is operating cash flow minus capital expenditures
9,000+ scientists and engineers
around the world
$16.2B
FY12 global sales from continuing
operations which generate $3.9B
in free cash flow*
45,000+ employees, making us the largest
global medical technology company
2,060+ FY12 patents awarded, bringing our
total worldwide to more than 23,000
~45% sales from international markets,
representing more than 120 countries
4. Diverse Businesses to Treat Many Conditions
Spine
CRDM
Surgical
Technologies
Coronary and
Renal Denervation
Neuromodulation
Diabetes Endovascular
Therapies
Structural Heart
Kanghui
Orthopedics
5. Future Growth Driven by Emerging Markets
Central & Eastern
Europe
Middle East
Africa
Latin America
Asia
(Excluding Japan and
Korea)
Estimated Percent of Revenue
in coming years
Percent of Revenue in
FY12
90% 80%10% 20%
6. “Across the world, we are in a
continuous quest to improve healthcare.
People everywhere want better outcomes,
fewer errors, quicker recoveries, and
fewer side effects. We’re developing
medical technology solutions that not only
improve healthcare, but do so while
delivering better economic value.”
| OMAR ISHRAK, Chief Executive Officer
Improving Healthcare
7. Increase in Chronic Disease
Rising Cost of Healthcare
Underserved Populations
Increased Life Expectancy
Global Trends Affecting Healthcare
10. Did you that Medtronic was considered a small business for 20 years?
Medtronic Is a Small Business Success Story
1969
Over a 60 year period
Medtronic grew
from a small business to a
leader in the industry!
11. Annual productivity, operating leverage (reduction in COGS) and quality
improvement goals
Strategic Sourcing Initiatives
Response to Current Economic Challenges
12. • Ensure Equal Access to Compete
• Sourcing, Outreach and Advocacy
• Referrals, Introductions, Pre-Qualify, Preparation
• Training, Reporting and Communication
• Coaching
• Selective Supplier Development
Supplier Diversity Representative Role
13. We Source Our Suppliers Based On Three Factors:
Sourcing Suppliers
14. Decentralized Sourcing
• Multiple sites and sourcing specialists
• Various Sourcing strategies
Strategic Sourcing
Direct and Indirect Sourcing Groups
• Categories and services with high spend
• Drive more catalogs
• Leverage the supply base
• Increase in global, centralized sourcing (also driven by “One Medtronic”)
• Collaboration with key suppliers to meet objectives
o Cost saving proposals
o Ideas for reduction in total cost (i.e. process, packaging, payment
terms, transportation, etc.)
• RFI / RFP / Auction
Sourcing Process
15. Indirect
• Information Technology (limited)
• Site Services
• Travel & Transportation
• Logistics
• MRO
• Engineering & Construction
• Industrial Maintenance
• Capital Equipment
• Media Related
• Professional Services
What We Buy
(timing depends on contract and product cycles)
Direct
Production Materials
Chemicals
Packaging
Contract Assembly
Research
Pre-clinical
Clinical
16. Medtronic Supplier Diversity Recognized Designations
Commercial Program
• MBE
• WBE
Small Business
Program
• SDB
• HUBZone
• WOSB
• VOSB
• SDVOSB
Tier One Goals Only
The Medtronic Supplier Diversity Program encompasses Small
Business Subcontracting and
Minority / Women Owned Business Development.
17. Review Supplier Diversity Website for Program information and certification
preferences
Get certified where eligible!
• Regional Minority Supplier Development Council Cert (NMSDC)
• SDB (SBA self-certification)
• HUBZone (SBA)
• Veteran-owned (www.vetbiz.gov)
• Woman-owned (WBENC or affiliate)
Register in Medtronic Potential Supplier Registration Portal (MSRP):
www.medtronic.com/supplierdiversity
• Upload or fax certifications to DIR
Update company profile annually
Maintain certifications
Suppliers Must…
18. Know your customer (businesses, challenges, industry
environment, strategies).
• Annual & quarterly reports/ press releases, journals, etc.
• Informational interviews
• Be aware of major changes (workforce reductions, mergers/ acquisitions,
divestitures)
Be visible in your industry (industry conferences, tradeshows)
Be flexible
Offer solutions (innovation)
Partner with other firms to increase capacity/ breadth of offerings
Keep certifications/ registrations up to date
Active networking!
Recommendations for Suppliers
21. • Founded 1946
• Revenue $701,000,000
• General Building Rank #32
• Employees 644
• Safety EMR .69
QUICK FACTS
22. From border to border & coast to coast,
Adolfson & Peterson Construction has the
skills and expertise necessary to exceed quality,
schedule and value expectations
REGIONS
Atlantic - North Carolina
Gulf States - Texas
Midwest - Minnesota
Mountain States - Colorado
Northwest - Washington
Southwest - Arizona
West Cost - California
23. In 1946, George Adolfson was a bricklayer, travelling the state to find
work. Gordy Peterson, a naval engineer, had just been let go from
the military, along with another 1,000,000 men. Hard work was the
key to survival. To succeed, both Gordy and George enthusiastically
embraced a changed, uncertain world.
A&P started with no credit available, no bank to support them, and
no clients. Creativity was a requirement, not an option.
Subcontractors worked with them on the verbal promise from Gordy
to pay. Absolute integrity lived with every action of A&P, every day
and it still does today.
Today, we offer construction services that create business value with
a continuous theme: an emphasis on high standards of quality,
integrity, safety, project control and long lasting relationships (both
with clients & subcontractors)
24. Working with
Adolfson & Peterson
Construction
What are you looking for?
Would we be a good fit?
26. - Prequalification
- Scope of work
- Size of company/capacity
- Assistance with
equipment/bonding/insurance
Subcontracting with A&P
27. 14th Annual SADBOC
Government Procurement Fair
April 16, 2013
Earle Brown Heritage Center
Brooklyn Center, MN
“Doing Business with Prime Contractors”
Are You Ready for Prime Time?
28. Supplier Diversity Defined
What is supplier diversity?
• Supplier Diversity is a strategic business
process aimed at providing companies
owned by diverse individuals an equal
opportunity to become suppliers to
major corporations across the US.
• It is an initiative by corporations to
ensure they are being inclusive in their
supply chain practices to suppliers of
diverse backgrounds, while at the same
time capitalizing on the opportunity for
competitive advantage and community
engagement that comes from working
more closely with a broader range of
diverse suppliers.
• Supplier Diversity also offers important
opportunities to create wealth and
employment in our communities.
What supplier diversity is not....
• Supplier Diversity is neither a social
program nor a promise that participating
companies will secure business from
participating corporations. It is also not a
compromise on the quality, cost or
service requirements that are expected
of every supplier. Supplier Diversity is
not a guarantee; it's a market-access
opportunity.
2
29. Supplier Diversity Commitment
At Cargill, we recognize we are a stronger company
when we tap the power of diversity. We have increased
our commitment to purchase from diverse, small business
enterprises that are certified as minority-owned and
women-owned by providing an equal opportunity to bid to
meet our procurement needs. We want our supplier base
to reflect the communities in which our employees
and customers live and work.
We seek diverse suppliers who can provide
competitive pricing, quality products or services and
technical support for our businesses. We are also
looking for diverse suppliers who have the capacity to
meet our needs, and who can increase efficiency through
innovation, technology and low-cost sourcing. While today
we already work with more than 3,000 diverse suppliers,
we continue to expand our efforts to collaborate with
diverse supplier partners, especially in large,
sustainable supply contracts and business
development opportunities.
For Cargill, supplier diversity is a strategic business
imperative, and it is, simply, good business.
Greg Page,
CEO and President
40. Tartan On-Boarding Document40
L.A. Regional
Leader
APAC
Regional
Leader
Global CSS
COE
Manager
Global PM&S
Manager
Global Strategic
Sourcing
Leader
Julian Chase
HR ManagerController
NA Regional
Leader
EMEA
Regional
Leader
Global Strategic Sourcing
41. Tartan On-Boarding Document41
NA Ingredients
Manager
Kim Conboy
Business SS
Manager Team
NA4
Salt
Animal Nutrition
Business SS
Manager Team
NA2/Capital
Project
Corn Milling
Ag Horizon
Global Strategic
Sourcing
Leader
Julian Chase
Business SS
Manager Team NA1
Oilseed Refining
Cocoa & Chocolate
N.A CM&S
Manager
Kate
Westermeyer
N.A. Regional
Leader
Andrew Glass
Global Chemicals
Manager
Laurie
Chamberlin
NextPrevious
North America Regional Leader Direct Reports
Business SS
Manager Team
NA5
Wichita Meat
Busninesses
N.A. PM&S
Manager
Mike Rizor
Global
Packaging
Manager
Brian Lansing
42. Tartan On-Boarding Document42
Business
SS Manager
Team NA4
Natalie
McGrady
Business SS
Manager Team
NA2/Capital Project
Asheesh
Choudhary
Global Strategic
Sourcing
Leader
Julian Chase
Business SS
Manager
Team NA1
Rick
Pribnow
N.A. Regional
Leader
Andrew Glass
Business SS
Manager
Team NA5
Mike
Kennedy
N.A. PM&S
Manager
Mike Rizor
• Building Materials
• Laboratory Supplies And Fixtures
• Safety Apparel Accessories And
Equipment
• Electrical
• Maintenance And Construction Services
• Technical Services
• Equipment
• Plumbing And Piping
• Tools
• Facility Services
• Power Transmission
• General Maintenance Parts
• Professional And Engineering Services
PM&S Categories
43. Tartan On-Boarding Document43
Business
SS Manager
Team NA4
Natalie
McGrady
Business SS
Manager Team
NA2/Capital Project
Asheesh
Choudhary
Global Strategic
Sourcing
Leader
Julian Chase
Business SS
Manager
Team NA1
Rick
Pribnow
N.A. Regional
Leader
Andrew Glass
Business SS
Manager
Team NA5
Mike
Kennedy
Global
Chemicals
Manager
Laurie
Chamberlin
• Acids And Alkalis
• Basic Chemicals And Polymers
• Specialty Fine Distributed Chemicals
• Agrochemicals
• Oil Gas Petrochem Minerals
Chemicals Categories
44. Tartan On-Boarding Document44
Business
SS Manager
Team NA4
Natalie
McGrady
Business SS
Manager Team
NA2/Capital Project
Asheesh
Choudhary
Global Strategic
Sourcing
Leader
Julian Chase
Business SS
Manager
Team NA1
Rick
Pribnow
N.A. Regional
Leader
Andrew Glass
Business SS
Manager
Team NA5
Mike
Kennedy
Global
Packaging
Manager
Brian Lansing
• Bags
• Films
• Packaging Resin
• Binding And Wraps
• Intermediate Bulk Container
• Pallets
• Bottles
• Labels
• Trays
• Boxes
• Packaging Paper
• Cans And Drums
• Packaging Plates And Dies
Packaging Categories
45. Tartan On-Boarding Document45
Business
SS Manager
Team NA4
Natalie
McGrady
Business SS
Manager Team
NA2/Capital Project
Asheesh
Choudhary
Global Strategic
Sourcing
Leader
Julian Chase
Business SS
Manager
Team NA1
Rick
Pribnow
N.A. Regional
Leader
Andrew Glass
Business SS
Manager
Team NA5
Mike
Kennedy
NA Ingredients
Manager
Kim Conboy
• Batter Breadings And Coatings
• Enzymes
• Fruits Vegetables And Nuts
• Carbohydrates Sweeteners And
Fibers
• Fats And Oils
• Health And Nutritional
• Cereals And Bakery Preparations
• Flavors And Colors
• Hydrocolloids
• Chocolate Cocoa And
Confectionary
• Food And Feed Additives
• Proteins Non Dairy Based
• Dry Dairy
• Fresh Dairy
Ingredients Categories
46. Tartan On-Boarding Document46
Business
SS Manager
Team NA4
Natalie
McGrady
Business SS
Manager Team
NA2/Capital Project
Asheesh
Choudhary
Global Strategic
Sourcing
Leader
Julian Chase
Business SS
Manager
Team NA1
Rick
Pribnow
N.A. Regional
Leader
Andrew Glass
Business SS
Manager
Team NA5
Mike
Kennedy
N.A CM&S
Manager
Kate
Westermeyer
• Office Services
• Real Estate
• Marketing And Communication
• Human Resources Services
• Legal Services
• Professional Services
• Travel And Entertainment
CM&S Categories
47. Tartan On-Boarding Document47
Plant Materials and Services
Categories that are currently under review or upcoming:
Electrical Contract Services
Industrial Painting, Coatings, and Lining
Industrial pipefitting, welding, and plumbing
Instrumentation
Insulation services
Maintenance Services Potentially for small sites
Mechanical Services
Millwrights services
Sheet Metal
48. Tartan On-Boarding Document48
Chemicals
Categories that are currently under review or upcoming:
Ammonium Propionate
Ammonium Sulfate
Carbon
Caustic Soda
Coal
Denaturant
Diatomaceous Earth
Dipotassium Phosphate
Distributed Chemicals
Dyes
Enzymes
HCL
Industrial Gas
IsoHexane
KOH
Lactates
Magnesium Bisulfite
Magnesium Chloride
Hexane
Propane
Soda Ash
Sodium Bisulfite
Sodium Sulfate
Sulfuric Acid
50. Tartan On-Boarding Document50
Packaging
Categories that are currently under review or upcoming:
Adhesives
Bags
Bottles, Cans and Drums
Chip Board (slip sheets)
Corrugated
Packaging Tapes
Pallets
Pallets, Binding and Wraps
Steel Drums
Stretch Film
51. Tartan On-Boarding Document51
Corporate Materials and Services
Categories that are currently under review or upcoming:
Advertising
Financial Services
HR Services
Marketing & Communications
Print & Fulfillment
Staffing (end of 2013, beginning 2014)
52. Cargill Supplier Diversity, Confidential
Five Elements of Cargill Strategic Sourcing
52
Define Need &
Establish Team
Research &
Diagnostic
Strategy
Development
Strategy
Implementation
Ongoing Value
Management &
Strategy Refinement
• Project Charter
• Stakeholder List
• Internal Research
• External Research
• Cost Modeling
• Hypothesis Generation
• Identify Diverse
Businesses
• Hypothesis Testing (RFI)
• Strategy Development
• Implementation Roadmap
• Potential TGRC Review
• Determine Carve Out
Opportunity
• Market Testing (RFx)
• Negotiations
• Operating Model Changes
• Policy & Demand Changes
• Tracking & Measurements
• Coordinating 2nd Tier
Requirements
• Category Knowledge
• Strategy Refinement
• Category Performance Improvement
• Supplier Management
• Contract Management
• Quarterly Stakeholder Reviews
• Mentoring
Diverse
Suppliers
Where does Supplier Diversity fit?
• Meeting Cadence
• Status Report
• Name Supplier
Diversity Champion
Category Management
53. The objective of supplier diversity is to increase minority-
owned and women-owned business spend by 10% per year
Contract with new
suppliers
Actively search and
qualify diverse suppliers
prior to RFP
Leverage partnerships
and new technologies to
locate new diverse
suppliers…NMSDC,
WBENC & Cargill
registration portal
Allocate a portion of
spend specifically with
MWBE’s
Determine the diverse
suppliers best
opportunity and scope
within the RFP
parameters
Continue match-making
sessions to better
bench-strength of the
diverse suppliers
Develop 2nd tier
customer requirements
Include 2nd tier language
in new and revised
contracts
Actively educate prime
suppliers on CSS SD
goals
Grow our existing
MWBEs and develop
sustainable partnerships
Explore opportunities
with diversity suppliers
based on our long term
objectives
Utilize our external
relationships with
organizations such as
MEDA to help develop
capacity for diverse
suppliers
There are four pillars to Supplier Diversity
54. Supplier Diversity Execution Process
Identify the up-coming
sourcing opportunities
• SD meets with the Cargill
Supplier Diversity Champions
to review the diverse suppliers
requirements
Using the tools and
relationships to identify
and source the right
diverse suppliers
• Cargill Supplier Diversity Portal
• Partnerships with NMSDC,
WBENC, WBDC, MMSDC,
Industry Groups etc.
• Establish Symposium events
to introduce diverse suppliers
to Cargill
• Creating opportunities for the
diverse supplier to engage with
the sourcing specialist
Mentoring Relationship
• Assisting the diverse supplier
with any questions concerning
the Cargill sourcing process
• Engage if necessary the
sourcing specialist and the
diverse supplier
• Provide feedback
55. Key Challenges and Opportunities
Rationalization of the Cargill
Supply Base
• Engaging diverse suppliers
that have the bench-strength
and capacity to support Cargill
in a large regional opportunity
• Encourage the development of
partnerships with our primes
and diverse suppliers
• Look for opportunities for
diverse suppliers to form JV’s
with other diverse suppliers
Global vs. Local Opportunities
• Explore opportunities where
the diverse suppliers can
participate in a 2nd tier space
• Mentor those diverse suppliers
that have the skill sets to
achieve the next level
Increasing our Percentage of
Spend as required by the
Government
• Develop the training and tools
to understand our contractual
requirements as a government
supplier
57. How to Maximize Matchmaking Results
Gretchen Ebert
Christa Seaberg
John Taylor
58. Matchmaking Tips and FAQ’s
How do I prepare for my Match Making Meetings prior to arriving on-site?
• Step one is to REGISTER as soon as an Alliance Event opens or as close to
that as possible. Match Making Meetings are scheduled on a first-come-first-
serve basis and by date of registration.
• DON’T JUST SHOW UP. DO YOUR HOMEWORK! Research the Agencies
and Primes. VISIT THEIR WEBSITES. Try to determine if the agency or prime
you’re your product on a larger contract. If they do, you may not want to take
the time to meet.
• Target agencies that may have a need for your product or service. If the host
has told us what they are looking to contract; we have listed it on our website.
We also encourage each host to tell us what they are NOT looking for. No
agency buys everything! Know that you are bringing the host a product or
service they can use! If you have something that the host does not buy do
NOT schedule a meeting. Don’t waste your time or the MatchMaking host’s
time. The more you know about each agency and each opportunity, the better
chance you have of building a relationship with the agency.
59. Matchmaking Tips and FAQ’s
How do I prepare for my Match Making Meetings prior to arriving
on-site?
• Prepare a line card. (an 8-1/2” x 11” page) Highlight your company’s
qualifications and unique product or service. Emphasize your niche.
Show a track record of outstanding service. Make sure you list any
certifications on the top of the page. (i.e. 8(a), Service Disabled, etc.)
60. Matchmaking Tips and FAQ’s
What do I do to prepare for my ON-SITE Match Making Meeting?
• Come
• prepared! Write down any questions you have after doing your home
work.
• Be on time and dress appropriately.
• Bring the right person that can answer any questions the procurement
officer may have.
• Meetings are usually 10-15 minutes. SELL YOURSELF and your value
proposition!
– Present your line card and business card/ brochure. Spend the first few
minutes introducing your company overview, including any certifications.
– Spend a few minutes describing your products and services and your
unique niches, your track record and successes.
– Interact with the buyer to find out about opportunities, next steps and how
you plan to follow up.
• Tell the Host “This is how my company can help you.”
Source: Natasha Federova, Women’s Business Development Center
61. Matchmaking Tips and FAQ’s
What do I do after my Match Making Meeting and the show is over?
• Have an advance plan for following up and then DO IT.
• Be Pro-Active (the agency or prime contractor will not come knocking
on your door).
• No matter how many T’s you have crossed an I’s you have dotted you
won’t have a chance of getting a contract if you don’t build a
relationship. Make the connection with the right person. Remind them
of who you are, your track record, solutions you have to problems they
have, the prices you charge etc.
• Be patient and be persistent.
