Retail Merchandiser - March/April 2016 - 22


MONDELEZ INTERNATIONAL

have had their roles adjusted and report
to new supervisors to streamline the
process. Dady likens the overhaul to
open heart surgery. "We wanted to very
rapidly move from generalists toward a
team that was more specialists," he says.
Prior to the restructuring, the procurement team was more locally centric.
Redefining those roles allowed the organization to widen its scope, Dady says.
In doing so, Mondel─ôz won't neglect its
local needs, but will be in better position
to source them more efficiently (e.g.,
packaging). "We don't think of ourselves
as 'global' necessarily - in fact, I've tried
to banish that word - but we are for the
first time globally wired," Dady explains.
22

RETAIL-MERCHANDISER.COM

Because the company has a presence
in nearly every grocery market on earth,
changing the way it thought about
procurement required an efficient plan.
Employees were divided into five
parts of one larger team. Category
leaders must understand the needs of
every product in every regional business
working hand in hand with the business
presidents and also then with procurement's sourcing team to obtain whatever
resources are necessary for a brand.
The company's five sourcing teams
drive value with suppliers for items such
as packaging, raw materials, manufacturing and marketing. An operations team
handles all the transactional and repeat-

March/April 2016

Accenture
Accenture and Mondelez International's
leadership took a measured approach to
zero-based-budgeting, reducing costs in all
areas of the business. The team focused on
taking cost out of low-value areas like travel
and other overheads so Mondelez International could reinvest the money in areas that create a competitive advantage, such as product
development and marketing. Accenture and
Mondelez International created new budgeting
processes and embarked on a far-reaching
change management program to establish
accountability for cost management. Accenture
helped design a new global operating model
and supporting global business services
unit that delivers cost-effective and efficient
finance, HR and procurement services.


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Table of Contents for the Digital Edition of Retail Merchandiser - March/April 2016

Contents
Retail Merchandiser - March/April 2016 - Cover1
Retail Merchandiser - March/April 2016 - Cover2
Retail Merchandiser - March/April 2016 - 1
Retail Merchandiser - March/April 2016 - 2
Retail Merchandiser - March/April 2016 - Contents
Retail Merchandiser - March/April 2016 - 4
Retail Merchandiser - March/April 2016 - 5
Retail Merchandiser - March/April 2016 - 6
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Retail Merchandiser - March/April 2016 - 8
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Retail Merchandiser - March/April 2016 - Cover3
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