| Role: | Head of Group Cost Management |
| Period (Duration): | 09/2013 to 12/2014 |
| Company: | Trafigura |
| Branche: | International commodity trading |
| Revenue: | USD 135 Bn. |
| Employees: | 4,500 |
| Situation at the client: | Significant amount of travel within the group gets managed by (small) local agencies at the respective locations. |
| Place of Business: | Amsterdam, Singapur |
| Internet: | www.trafigura.com |
Responsibility:
- Global Travel Budget: USD 38 Mio
- 3 Staff
Mission:
- Einführung eines globalen Anbieters für Reisebuchungen mit einheitlichem Buchungsprozess
- Auswahl eines geeigneten Partners für die globale Ausrollung
- 27 Länder; rd. 4.000 Reisende
- Beendigung der Vertragsverhältnisse mit den lokalen Anbietern
- Definition der globalen Travel Policy
- Definition und Einführung des Buchungsprozesses unter Berücksichtigung der Travel Policy
- Partnerschaft mit einem Zahlungsdienstleister um die Abrechnung der Reisedienstleister global zu standardisieren
- Implementing a global travel management company with a unified booking process
- Selection of a suitable partner for the global rollout
- 27 countries; around 4,000 travelers
- Termination of contractual relationships with local providers
- Definition of a strong global travel policy
- Definition and introduction of the booking process taking the travel policy into account
- Set-up a partnership with a payment service provider to globally standardize billing of the travel management company
Measures:
- Tender for global travel management company
- Change management during the implementation at the individual locations
- Definition of standard reports to be delivered by the travel management company
- Development of KPIs based on the travel management company’s standard reports
- Establishment of a team of analysts for ongoing cost and policy control
Successes:
- Strengthening the negotiating position with key suppliers (airlines), which ultimately led to significant discounts
- Full cost transparency with regards to travel costs
- Improved policy compliance of >98%
Special Challenge:
- The travelers were accustomed to highly personalized assistance (depending on the location), which was subsequently replaced by standardized processes. This change process demanded significant support.