Supply Chain World - Volume 7, Issue 3 - 58
Equifax has consolidated the
majority of its buying groups into
a single global sourcing and real
estate team.
CREDIT: Steven Gondek, Equifax Video Director
solutions equifax
so much going on, it would be very challenging to make it
through these changes without the right people, processes
and technology in place," Briscoe says. "Fortunately, over
the past few years, we have spent much time and effort in
developing these foundational requirements, which is helping us successfully navigate the changes."
Organizational Restructuring
To support its EFX2020 strategy, Equifax has consolidated
the majority of its buying groups into one global sourcing
and real estate team. Prior to the fourth quarter of 2018,
Equifax had four separate buying organizations including
data, outsourcing, procurement and software that reported
up to different senior leadership. "We were centralized in
those core areas, but we were decentralized in our reporting
structure," says Jim McCarthy, senior vice president, global
sourcing. "We were all merged under a single leader and
I've assumed the responsibility for all the indirect spend
with the exception of software. The goal of the merger of
these teams was to streamline processes, gain synergies and
create a sourcing organization focused on a single vision,
rooted in operational efficiencies and value delivery."
Consolidating into one global sourcing and real estate
team has resulted in increased efficiency and cost savings.
"We eliminated roughly 25 percent of our annual sourcing
operating cost through driving operational efficiencies in
multiple areas," Briscoe explains. "We had to properly position our team to support internal stakeholders and execute
on critical third-party relationships."
Today, Equifax has the insights to negotiate and deliver successful relationships. "We used analytics and benchmarks to
determine what our organization should look like today based
upon what value we can deliver," Briscoe notes. "Restructuring our service delivery model provided us the opportunity to
insert new talent to address gaps, as well as shuffle talent based
58
Supply Chain World VOLUME 7, ISSUE 3
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Supply Chain World - Volume 7, Issue 3
Table of Contents for the Digital Edition of Supply Chain World - Volume 7, Issue 3
Contents
Supply Chain World - Volume 7, Issue 3 - Cover1
Supply Chain World - Volume 7, Issue 3 - Cover2
Supply Chain World - Volume 7, Issue 3 - 1
Supply Chain World - Volume 7, Issue 3 - Contents
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Supply Chain World - Volume 7, Issue 3 - Cover3
Supply Chain World - Volume 7, Issue 3 - Cover4
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