From best to Next S Procurement ATK

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(1)  From Best Practices to Next Practices: Procurement in the Decade Ahead          ,       1 :. EXECUTIVE. AGENDA  and  for  .

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(3) EXECUTIVE AGENDA. From Best Practices To Next Practices: Procurement in the Decade Ahead Albert Einstein once said, “I never think of the future. It comes soon enough.” Ignoring the future may have fostered the theory of relativity, but CEOs who follow Einstein will likely lead their companies out of existence. Part foresight and part guesswork, peering into the future offers critical insights into today’s best practices and tomorrow’s next practices. eading today’s press, it seems that the answers to virtually all of the wworld’s business concerns can be found in e-business. Such e-hype promises that by going online and using the “right” software, everything can be done better, faster and cheaper. Take procurement activities: Executives are bombarded daily. R. with lectures on how to maximize the value of procurement by automating systems, joining net markets and participating in online auctions. Certainly, the promises of business-to-business e-commerce powerhouses Ariba, Commerce One and Oracle are enticing. Ariba proclaims that its customers can save 5 percent of total operating. .. .

(4) . P RO C U R E M E N T I N T H E D E C A D E A H E A D. resource costs, leading to a 28 percent gain in profits; Commerce One has said that the cost of a purchase order under its system can plummet from US$79 to US$6. And, by using such e-procurement technologies, a company can, for the first time, understand and get control of what it buys, when, where, at what cost, and from and by whom — all on a global basis. This is the stuff e-dreams are made of. Moreover, shrewd executives are stepping back from today’s headlines to examine the implications. Certainly e-business will create greater market and transaction efficiencies for buyers. But it will also change industry structures, company roles, and our understanding of how and where value is created. Virtual companies, using the assets of others, will shift the balance of power among companies and across borders. Innovation will hyper-accelerate as companies find new ways to employ technology in products and services and the channels that bring them to market. As consumers shop the world from their homes, they will place higher customer relationship requirements on both cyberstores and bricks-and-mortar merchants, creating a domino effect that will ripple through every buyer-seller relationship. Customized products and services will be the norm, taxing traditional supply chain models. In such a rapidly changing environment, legacy decisions and traditional approaches will threaten the future of the business. While it’s true that tomorrow’s best procurement processes will rely on e-technology, creating strategic value from procurement. will depend more on the skills of executives who lead the department. With the right leaders at the helm, the benefits will overshadow even the most unbelievable cost savings that are being touted today. In addition to squeezing out inefficiencies from their supply relationships, tomorrow’s leading procurement departments will help their companies strengthen their strategic positioning, create more innovative products, speed time to market, and improve marketing and customer service. :    In the 1990s, leading procurement organizations stayed several steps ahead of the competition by constantly seeking out and adopting best practices. But this strategy does not account for the massive changes now underway in business. The new goal will be to examine the future possibilities, imagine the next practices and begin to move in those directions. From our work and research, we see five areas where next practice thinking about procurement and supply markets will be key to success in the coming decade. 1. Supplying markets of one. From customized computers to custom-fit jeans, successful companies in the 1990s learned that one size does not fit all. In the coming years, this trend of tailor-made everything will continue to win over consumers and it will steamroll over monolithic supply chains. Traditional supply chains were designed to service a standard mix of products and. .. .

(5) EXECUTIVE AGENDA. a standard set of customers. But the move to mass customization means that companies will need to tailor their supply chains to serve the exploding number of smaller and more diverse customer segments. Consider Dell, the quintessential “make-toorder” company that custom configures desktop computers in a near-zero inventory environment. Dell’s story has become legend, but an often-overlooked part of its success was how it created its supply chain. It selects its suppliers in large part for their ability to support its build-to-order model, and it tightly integrates production planning and component parts ordering with. . tomer markets. To choose the right supplier relationships for each situation, procurement executives will need keen insight into the company and its markets. Understanding what each customer segment requires and what the company is capable of delivering gives procurement executives the knowledge they need to find and manage suppliers that best fit the bill. Still, finding the right partners is merely the first step. To achieve the customized supply chains of the future, the mandate for procurement will be to harness supplier innovation to support rapid product development, and to link the suppliers with the. In the coming years, the trend of tailor-made everything will continue to win over consumers and steamroll over monolithic supply chains. them. Without this strong, interconnected relationship with its suppliers, Dell’s road to success would have undoubtedly been much bumpier. But the leadership position in customization is not limited to dot.coms; traditional bricks-and-mortar companies are keeping pace as well. Toyota, for example, has announced that it can take an order over the Internet and deliver a customized automobile in one week. To follow the lead of today’s Dells and Toyotas, companies will need to reach beyond their traditional supply chain partners for additional sources of value, drawing from a broad trading net of relationships to pursue new opportunities in specific cus-. company’s operating processes through standardized processes and interfaces. The result will be fast and flexible solutions to help the company serve markets of one. 2. Shopping the e-markets. Technology is bringing new meaning to the adage “death of a salesman.” The whole concept of the salesman — toting a bag of products and driving from customer to customer day in and day out — will soon become a quaint reminder of a bygone era. Increasingly sophisticated approaches such as online B2B markets, buying consortia, and auctions and exchanges will allow companies to find and exploit supply market opportunities.. .. .

(6) . P RO C U R E M E N T I N T H E D E C A D E A H E A D. The Pluses and Perils of B2B Markets On the positive side, B2B markets can provide buyers with multiple benefits: Reduced costs of purchased goods and services. Companies can access a larger, more competitive supplier base, leverage buying power via consortia and capitalize on “spot buy” opportunities due to market imbalances. Online auctions will also create even more competition and drive down prices (although sellers may increase other marketing and selling costs to offset commoditization of their offerings). Lower transactionprocessing costs. Web-based. catalogs and purchasing systems will go a long way in automating supplier searches, requisitioning, order placement, receipt, and payment functions. Administrative overhead and errors will be significantly reduced by using common catalogs, coding systems, data exchange protocols and embedded demand and compliance management logic. Improved supply chain performance. Synchronizing production and inventory plans. will reduce inventories, along with production and handling and transportation costs. Also, creating a shared production pipeline between the company and its key suppliers will increase customer service and satisfaction. Improved product development. Collaborative design systems will increase productdesign effectiveness, lower costs and time-to-market. They will also expand the company’s knowledge of, and access to, potential design partners.. On the downside, B2B e-markets can expose buyers to unexpected costs: Unqualified suppliers. An IBM TV ad shows a Japanese manufacturer receiving an online bid for half the price of its existing supplier. The bid arrived from MitchCo in Texas — a one-man shop, working out of a back room. Miscommunication. This can happen even with close relationships. Consider the US$327 million Mars probe that crashed when LockheedMartin technicians and NASA technicians mixed English and metric system measures. Failed promises. Suppliers that over-promise and are unable to meet specific com-. mitments do so either because they do not fully understand the customer’s needs and their inability to meet them, or they get caught up in the excitement of the auction. Hidden switching costs. These include certification and testing, plus the learning curve costs of understanding your business processes. Internal constraints. Many companies will need to spend time and money bringing their internal systems in line with those of their new trading partners. For example, before it could full apply its buying power in e-markets, one consumer. .. . products manufacturer first had to standardize its reference databases and transaction systems — and much to its embarrassment, it found more than 60 separate specifications simply for purchasing water throughout its North American operations. Missed value-creating opportunities. A company that focuses myopically on digital marketplace trading may miss value-creating opportunities in product development collaboration and supply chain integration. For the A.T. Kearney white paper “Building the B2B Foundation,” go to www.atkearney.com..

(7) EXECUTIVE AGENDA. Bringing buyers and sellers together. The Economist recently reported that there are 1,700 business-to-business online markets, and this number seems to rise by the day. In just one two-week period, for example, four major industries — automotive, grocery, paper, and aerospace and defense — announced that they were creating new online trading markets. An optimist would say that these are smart moves that will create market efficiencies by bringing suppliers and customers together over the Internet. A cynic would see it as a series of land-grabs in search of IPOs with little substance behind them. The truth lies somewhere in between. Despite today’s blizzard of announcements, the glut of e-markets will disappear as they inevitably consolidate and rationalize. Over time, two main models will emerge. In industries where there are large numbers of buyers and suppliers, thirdparty exchanges will organize and manage online forums. Current examples include E-Steel.com, for purchasing steel; EChemicals.com, for chemical trading; and i2i Construction, for procuring construction materials and supplies. In industries where there are few buyers and a large number of sellers, on the other hand, the buyers will own and run the markets. (However, once the potential is demonstrated, the buyer may choose to spin off the online exchange to unlock market value.) One of the latest examples of this is the marketplace announced by General Motors, Ford Motor Co. and DaimlerChrysler. The joint effort will be. . an online automotive-parts exchange which, when fully operational, is expected to process US$240 billion in annual spending by the three partners, and garner US$3 billion in annual revenues from transaction fees, advertising and services. Because power is so condensed with the major players that have already signed on, most suppliers will have little choice but to participate. Consolidation will also occur as portals emerge that allow member companies to access a variety of connected markets through a single interface. Ventro, formerly Chemdex, is a great example of an online company that went from a B2B chemicals exchange to a series of vertical (along an industry value chain) markets, offering access to separate but linked online marketplaces. Tradematrix, part of i2 Technologies, is also a cutting-edge company that links multiple digital marketplaces, providing a single portal for information exchange and decision-making for activities including procurement, product development and fulfillment. Creating additional market leverage. For horizontal — or cross-industry — markets, some companies are not content with their current market power. They are turning to buying consortia, proving the old adage that there is indeed strength in numbers. Aimed at indirect purchases, and managed either directly by the members or indirectly via specialized agents, so-called sourcing networks reduce total costs through volume purchases. They also offer additional services such as supplier management and e-procurement services.. .. .

(8) “Procurement offers a RICH SOURCE of options for reshaping a business from the INSIDE OUT and building new forms of competitive ADVANTAGE .” — Assessment on Excellence in Procurement, a 1999 A.T. Kearney study..

(9) EXECUTIVE AGENDA. An example is EDS’ CoNext, which provides online auction services and, with its alliance partner Ariba, is a player in e-procurement and B2B markets. CoNext also adds value by providing consulting services to companies in the B2B marketspace. Consortia can create options to increase leverage that may not be available to individual companies. They let the company go deeper into its purchasing portfolio to find and release value creation opportunities. For example, combined volumes across consortia members can increase buying power by five to 10 times. Also, with more scale, the consortium members can create more supply market options and break bottleneck situations. Potential for significant volume attracts new suppliers to the market. Plus, with the joint scale it offers, the consortium can consider joint investments to develop new sources of supply. Finally, consortium members can jointly develop or purchase infrastructure that would be too costly for a single company. They can also share inhouse “best of breed” skills across members, and combine resources to acquire and pay for outside expertise. Applying tools for dynamic markets. Online auctions allow suppliers to bid on goods and services in an open, transparent, interactive process managed by the buyer, either directly or through an agent. Taken a step further, hyperauctions or liquid exchanges can automate the auction process and allow buyers to define and standardize the criteria they use to make purchasing decisions. These approaches can dramatically reduce time and money spent soliciting and ana-. . lyzing bids. Done in the traditional manner, this task takes days or weeks and requires heroic feats of paper shuffling. Online auctions and exchanges reduce it to a paperless process that can be finished in a matter of hours, and sometimes even minutes or seconds. But with anything that sounds this good, risks need to be understood and addressed. Widespread use of Internet technology provides a company with unlimited options by making its supplier pool global when conducting an online auction or using an exchange. Companies of any size, from any location, have an equal chance for consideration. A continual, closely monitored and rigorous vetting process requires that any supplier who wants to participate in the auction must fulfill an extensive list of criteria. The criteria can be fine-tuned on a case-by-case basis, depending on industry and type of product involved. But unless the procurement department establishes — and follows — stringent rules and processes to ensure that the best supplier is chosen, companies can open themselves up to potentially costly mistakes. In addition to the golden rule of “buyer beware,” the procurement organization must also understand the new rule of “seller beware.” Getting caught up in the frenzy of an auction can lead sellers to underbid, even to their own detriment. In the scramble to grab market share, dot.com upstarts are more susceptible to making poor pricing decisions, but market incumbents are not immune to making bad calls either. Thus it is critical for companies on the sell. .. .

(10) . P RO C U R E M E N T I N T H E D E C A D E A H E A D. Figure 1: Supply E-Markets Can Provide a Broad Range of Value. Highest.     ’     .  Automotive examples:. Primary basis of competition:. Lowest. . Seating systems, brake systems. Stampings, fuel injectors. Fasteners, MRO, tires, PCs, office supplies, batteries. Innovation and product differentiation. Quality and delivery, cost control. Price. Design collaboration.   . Program management and scheduling collaboration Product data management Resource management.  . Logistics and transportation.   . Electronic customs and trading documents Supply chain planning and execution Build to order eRFI/eRFP/eRFQ.   . Supplier database/supplier ratings Electronic settlement Online auctions Catalog purchasing Dynamic exchanges Purchasing consortia Demand management. Source: A.T. Kearney. side of auctions to understand their own economics so that they can price in a way that does not bankrupt the business. This requires knowing the marginal and total costs of the items they bid on, and constantly adjusting prices to account for their order backlog and mix, their available capacity, and for changing costs of materials from their own suppliers.. Gaining additional benefits. Clearly, emarkets create efficiencies by bringing buyers and sellers together around a specific deal. But even greater potential lies ahead as companies begin to use e-business technologies to help create value through supply chain efficiency and supplier-customer collaboration on marketing and product development efforts (see figure 1). Various. .. .

(11) EXECUTIVE AGENDA. market makers and applications providers are moving outside their original market spaces to offer an integrated set of procurement and supply chain offerings for the B2B markets. This is happening via alliances (IBM, Ariba and i2 Technologies) or acquisitions (FreeMarkets has acquired iMark; i2 Technologies has acquired Supplybase). Even sellers are entering the game: Six major auto suppliers recently announced an industry initiative to explore ways to use e-business technologies to improve supply chain management, customer support initiatives and independent aftermarket activities.. . best to pursue new opportunities afforded by product development collaboration and supply chain integration. Finally, it needs to consider how to transfer knowledge of supply-side e-markets from the procurement organization to marketing and sales so the company can successfully market and sell via the Internet. 3. Managing fluid supply relationships. The move toward trading nets and multiple supply chains, coupled with the transparency created by the free and instant exchange of information, will fundamentally alter buyer-seller relationships. Instead. Executives must learn how to differentiate their companies when the primary means of customer contact is through B2B market auctions and exchanges. A host of new issues emerges from these changes, each requiring next-practice thinking. For example, the company must decide in which B2B supply marketplaces to participate, and whether to create additional wealth by creating (and spinning off ) an external marketplace. It must decide the right combination of upgrades, interfaces and replacements to link its existing ERP system to B2B markets. To avoid a “Tower of Babel” of communications, the company must synchronize coding and classification systems across the markets in which it participates. Further, the company must change the supplier certification process to reflect the risks of electronic trading communities. The company must also determine how. of today’s continuum of transactional, tactical and strategic relationships, there will be a distinct polarization into two main categories: opportunistic relationships and trading net relationships. Opportunistic relationships will represent the rebirth of power-based purchasing, where the price-oriented purchaser meets the margin-obsessed supplier. When the cost to switch suppliers is low (both in terms of money and goodwill), when the impact on end-customer value is minimal and when cost savings can be quite large, such relationships make sense. And because e-markets reduce problems of distance, communication and other traditional barriers, the pool of possible partners for this. .. .

(12) . P RO C U R E M E N T I N T H E D E C A D E A H E A D. type of relationship will expand. Once the transaction is complete, suppliers either return to the pool, or, if they prove that they can add value to an ongoing business supply chain, they could become a part of the company’s trading net on a selective basis. This in turn raises an interesting issue on the sell side of these relationships: Executives must learn how to differentiate their companies when the primary means of customer contact is through B2B market auctions and exchanges. Trading net relationships will ebb and flow, as market needs dictate. With this comes a delicate balancing act. When companies combine to pursue a specific opportunity, they will integrate their value chains. Participants will form tight relationships to design, manufacture, market and sell, manage fulfillment, or provide and maintain support services. Such relationships will not function without deep knowledge and open, two-way communication, all built on trust. The relationships between parties may also take on richer dimensions, such as risk and opportunity sharing. However, even close trading net relationships have a finite life and will last only as long as the joint objective that brought them together. Examples include planning and executing a capital project, manufacturing a particular automobile model, and operating a supply chain for a specific market channel. Identifying when the relationships should change, and knowing how to gracefully decouple from them, will require considerable management attention. Plus, specific opportunities within the trading. net will position suppliers as customers, competitors as collaborators. Maintaining simultaneous arms-length and intimate relationships with the same parties in the trading net will challenge thinking at the strategic level, as well as at the procurement and selling level. 4. Avoiding the outsourcing squeeze play. With higher expectations for returns on capital internally and more numerous, more capable external suppliers, is there any wonder that outsourcing is on the rise? Along the entire length of the value chain — from raw materials, to production, through selling and distribution, to maintaining the end-customer relationship — companies will continue to decide which activities are best kept in-house and which should be outsourced. These decisions have been coming down firmly on the side of outsourcing, even to the point where in some companies, 70 to 80 percent of supply chain activities is contracted out — and this trend is expected to continue well into the next decade. Outsourcing value-creating activities such as R&D, production and even customer contact to suppliers is unstoppable. Witness IBM. In 1986, IBM spent 28 percent of its revenue with outside suppliers, by 1998, that number jumped to 51 percent. John Paterson, vice president, production, procurement and reengineering, explained that until 1997, the company manufactured almost all of its PCs, while today “we outsource from US$3 to 3.5 billion per year to contract manufacturers.” In the process, Big Blue has reduced its. .. .

(13) EXECUTIVE AGENDA. . High Low.    . Figure 2: Determining the Value and Risks of Outsourcing. 4. 3.  .  . 1. 2. -.  . Weak. 1. • Outsource if customers derive little value and the company is noncompetitive. 2. • Examine whether assets can be put to better use in ways that will generate more value for customers. 3. • Move assets and resources to this area of the business • Seek opportunities to insource. 4. Strong. • Understand size of gap, actions needed to reach competitive parity • Consider allying with suppliers or developing alternative suppliers to mitigate risk of being bypassed.       Source: A.T. Kearney. annual manufacturing costs by an impressive 20 percent. One of the keys to IBM’s successful outsourcing program was careful scrutiny of the process by its executives. For each product manufactured in-house they asked whether the company was making the product simply because it was good at making it, or because in-house production was actually adding customer value. Such “make-or-buy” decisions do not focus entirely on cost, nor are they made individually or in isolation. Each function must be analyzed and considered with regard to the impact it has on the entire process in which it is embedded. The new question is not “Does it cost less?” but rather “How does this make us better off in the long term?” In determining which functions to outsource, it will not be enough to merely. understand the company’s core competencies, assets and capabilities and those of potential suppliers — executives must also understand the value that the activity delivers to their customers (see figure 2). For companies that fail to understand where they add value to the process, outsourcing may pose a major threat. Consider the automotive industry in Brazil. Ford, GM, Chrysler and Volkswagen have all created systems in which they are bringing outsourcing in-house. Ford’s suppliers/partners share space on the factory floor with Ford workers. Similarly, GM’s suppliers build entire sections of the car, while GM workers simply do a final assembly. Although such arrangements can build long-term strategic relationships that benefit all participants, they also open the company up to risk. Taken only a few steps further,. .. .

(14) . P RO C U R E M E N T I N T H E D E C A D E A H E A D. a coalition of such suppliers could compete directly with the automobile manufacturers. What prevents a marquee brand name (Wal-Mart, Microsoft, Sony or Virgin) from coupling with a lead supplier or system integrator (like Magna International) to bypass the OEMs completely? Clearly, companies need to be increasingly guarded about protecting their competitive advantage. In the rush to cut costs, executives must ensure that true valueadding functions are not being handed over to potential competitors. It will be critical to establish proper safeguards with suppliers to protect their company’s intellectual property.. tion of tomorrow. Once hidden, and seemingly peripheral, the future could bring “360degree” procurement in which the requisite knowledge, thinking and skills are embedded in every key process of the business: strategic planning, technology management, capital expenditures management, production — even marketing and selling. How far might 360-degree procurement go and what will this mean to the formal procurement organization structure? Will it ultimately “hollow out” the department, or just make it more virtual? Will certain activities be outsourced to free up procurement resources for high-valued activities?. In predicting the future of procurement, and of business as a whole, one thing is absolutely certain: the biggest battle will be for talent. In such a world, procurement will be a company’s first line of defense. A key task will be to research and understand supply market capabilities and supplier strategies, and help assess in-house capabilities against them. Using this information, procurement executives can provide strategic insight for the company in terms of how to add value to customers. Using techniques such as supply market analysis, benchmarking and technology scanning, procurement can bring knowledge of new technologies and approaches that can strengthen internal capabilities. 5. Organizing to make it happen. The words “back office” will be long gone when defining the procurement organiza-. How will the company ensure it attracts and retains top-notch procurement talent? This last point is critical. In the coming decade, procurement executives must be highly skilled strategists with strong analytical skills. They must be able to lead complex projects, and manage multiple relationships and diverse teams successfully. And of course, they must be up to date, and fully fluent in e-business, understanding both the technologies as well as the seismic shifts caused by e-markets. Sound familiar? It should, for it is the same profile sought after by every other department in the company, every other competitor, and for that matter, every company. In predicting the future of pro-. .. .

(15) EXECUTIVE AGENDA. curement, and of business as a whole, one thing is absolutely certain: The biggest battle will be for talent. Failing to win this battle will most certainly leave the promise for a strategic, value-adding procurement department unfulfilled.    During the 1990s, procurement grew in importance as top managers began to see its strategic role in obtaining cost leadership or boosting profits. However, the best practices that brought leadership in procurement answer yesterday’s needs; they will not be enough in the turbulent decade ahead. Tomorrow’s challenges are too great: serving markets of one, navigating e-markets, managing fluid relationships, outsourcing without destroying the company, and gaining, retaining and applying the needed skills to manage the new complexities.. . Procurement can fill the unique strategic role of managing, coordinating and optimizing external expenditures and bringing clear and measurable benefits to all phases of the business — R&D, manufacturing, marketing and sales, and even customer support. But to realize these opportunities, companies must now begin to consider procurement in tomorrow’s business world. As this article indicates, images of next practices in procurement are emerging on the horizon. Although many questions are still unanswered, some things are very clear. Managing procurement effectively in the next decade will require the vision and creativity to prosper in truly free e-markets, the leadership and discipline to organize and operate within trading nets, and the confidence and capability to extend supply management knowledge throughout the organization..   F. Nikolaus Soellner is a vice president and heads A.T. Kearney’s Global Strategic Sourcing practice, and has been with the firm since 1980. In 1999 he coordinated A.T. Kearney’s Assessment on Excellence in Procurement, a global survey which revealed cutting-edge trends and benchmarks in business-to-business relationships. Based in Düsseldorf, Niko manages projects to help companies streamline their procurement operations to take advantage of e-business opportunities. William Markham, based in Chicago, is a principal in A.T. Kearney’s Centers of Excellence research organization. Bill has firmwide responsibility for research, consulting service development and knowledge management for the firm’s strategic sourcing, supply chain and manufacturing practices. He has more than 27 years of experience in management consulting, helping clients improve the effectiveness of their supply chains.. .. .

(16) EXECUTIVE. AGENDA  and  for   Executive Agenda is published periodically by A.T. Kearney to offer fresh perspectives and encourage discussion on subjects of interest to senior executives and opinion leaders worldwide. A.T. Kearney is a global management consultancy and executive search firm with headquarters in Chicago. Our firm established itself as one of the first management consultancies more than 70 years ago, and we have consulted with many of the world’s leading companies in the years since. Our 4,600 employees worldwide serve clients including the largest global companies and dot.com startups in every industry sector. A.T. Kearney’s offices are located in 58 cities in 35 countries in the Americas, Africa, Asia Pacific and Europe. A.T. Kearney is the management consulting subsidiary of EDS, a leader in the global information technology services industry for more than 35 years.. For information on obtaining additional copies, reprinting or translating articles, and all other correspondence, please contact:. A.T. Kearney, Inc. Marketing & Communications 222 West Adams Street Chicago, Illinois 60606 U.S.A. 1 312 648 0111 fax: 1 312 223 6200 email: insight@atkearney.com Executive summaries of the articles published here can be found on our website: www.executiveagenda.atkearney.com.   D. Brian Harrison Kathleen S. Reichert Martha H. Peak Patricia Sibo Bethany Crawford. Lee Anne Petry Douglas Mose Nancy Bishop Robert Gordon.  Jeri Deerfield Jean Boyd Kevin Peschke Micah Chamberlain Paul R. Solans. Copyright 2000, A.T. Kearney, Inc. All rights reserved. No part of this work may be reproduced in any form without written permission from the copyright holder. A.T. Kearney ® is a registered service mark of A.T. Kearney, Inc. Executive AgendaSM is a service mark of A.T. Kearney, Inc. A.T. Kearney, Inc., an EDS company, is an equal opportunity employer.. 500/35M/288.

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