Corporate Supplier Diversity
Line of Business Engagement
Presenters:
Derek Cantey
Corporate Supplier Diversity - Role
CSD Role
1. Develop processes and goals to
support the corporate commitment of
$1billion by 2013.
2. Answer initial questions from
prospective minority, women,
disadvantage business enterprises
(MWDBEs).
3. Link qualified prospective MWDBEs
with appropriate decision makers within
the Wells Fargo organization and serve
as an advocate.
4. Promote an “open door” atmosphere
within the company that provides
MWDBEs with guidance and
consultation to help them become Wells
Fargo suppliers and further develop
their businesses.
5. Represent and Communicate the
Supply Chain Management /Corporate
Properties Group process.
6. Engage appropriate internal partners.
7. Provide outreach to advocacy
organizations and MWDBEs for support
continued business development.
Partnership
Internal Partners
Internal Partners
 Marketing
 Corporate Communications
 SCM
 Enterprise Expense Management
 Corporate Properties Group (CPG)
 Accounts Payable
 Lines of Business
 Legal
 Social Responsibility Group (SRG)
 Government Relations
CSD
External Partners
External Partners
 Suppliers, Customers, Shareholders
 National Minority Supplier Development
Council (NMSDC)
 Women Business Enterprises Network
Council (WBENC)
 National Center for American Indian
Enterprise Development (NCAIED)
 National Council of Asian American
Business Associations (NCAABA)
 Various Chambers (Hispanic, Asian,
African American, GLBT, Indian)
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Focus by Line of Business
1. Leadership Support
2. Understanding the Business
3. Setting the Goal
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Leadership Support
 Make the Business Case relevant to the business
 Define Success
 Get them engaged
Understanding the Business
 Understand the internal environment
 Research what they buy and how
 Define your strategy early in the sourcing
/procurement process
 Data, Data and more Data
Setting the Goal
 Clear defined Area of Opportunities
 Executive sign-off
 Review and Redefine
Line of Business Engagement
Consumer Lending
Wealth Brokerage Retirement
Technology & Operations
Group
Community Bank
Legal
Chief Administrative Office
Corporate Finance
Commercial & Wholesale
Banking
Corporate Properties Group
Audit
Line of Business
Identified LOB Champion.
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Presented quarterly reporting.
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Completed Review of LOB spend by commodity and verified
controllable services sourced.
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Reviewed 2nd tier opportunities and LOB point of contact.
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SCM Managed
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Limited
Developed strategy to improve MWDBE engagement through WF
Preferred Vendor List.
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2012
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2012
Status /Phase
Train Vendor Manager(s) on Second Tier Process/ Second Tier
Reporting.
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CSD & CPG SWOT ANALYSIS
•CPG & CSD: Knowledge, Experience
INTERNAL
Strengths
•CPG Sourcing and CPG are partnered and mutually
engaged on key projects and RFPs
•Inconsistent use of MWDBE contractual language and 2nd
Tier Diversity Reporting
•Strong partnership and engagement between CSD and
Retail Stores Leadership
•Business requirements in some instances substantially
decrease the number of viable MWDBEs
•Developing strong partnership and engagement with PMO
and Admin teams
•CSD is not aware of all projects
•CSD has developed and nurtured relationships with a
strong pool of MWDBEs in various commodity and service
areas
•Executive level communication endorsing CPG & CSD
purpose and process
EXTERNAL
Weaknesses
•Increase 2nd Tier spend with a focus on MMT and HRPM
programs
•Develop stronger partnership and engagement with
MWDBEs that are corporate ready
•Need for uniform standard of scoring MWDBEs that make
the short list in RFPs
•Weak economy impacts MWDBEs working capital
•Higher material costs for service and product providers
•Decentralized corporate processes
•Lack of tracking could result in loss of MWDBE
relationships
Opportunities
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Threats
• CPG Communication Plan (Reporting and Opportunities)
Maintain Strong Leadership Commitment
• Build and strengthen CPG and CSD partnership
• Continue to build and focus on areas that drives CPG MWDBE spend
• Standard Polices and Procedures
• Define scoring and reporting criteria
• MWDBE Vs. Customer – CPG Executive Engagement
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Next Steps
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Establish a Target:
 CPG and CSD Leadership will formulate a plan for achieving a spend of $_____M with
MWDBEs.
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Monthly and Bi-weekly meetings between CPG and CSD to review status and
strategy:
 Monthly meeting to discuss progress towards target.
 Bi-weekly meetings to proactively discuss and develop diversity strategy based on
projects in the CPG bid calendar.
 Monthly timeslot for MWDBE to present capabilities to representatives from all CPG
teams. For example, Retail, Admin, Spot and PMO.
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Develop a 2nd Tier Enforcement team to ensure that primary suppliers are
meeting their 2nd Tier contract commitment.
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Establish an appropriate and equitable RFP practice that promotes increased
MWDBE awards: For example, a “price” lift for MWDBEs.
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