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Like you, our people are the core of our business. The Faculty team are all Masters-trained with unique specialisations. Hand-picked from a strategic cross-section of industries, we believe that they are the very best minds available to analyse, assess and assist you in making informed, intelligent decisions.

The knowledge and expertise of The Faculty people is only one side of the equation. Successful outcomes are ensured only when we are able to pass on our knowledge to our clients. Knowledge sharing and partnering with our clients to achieve success, is what we are all about.

The Faculty regularly presents industry workshops and/or can customise a workshop to your needs.

CPO Top 5 – Basil Byrne, Nokia Siemens Networks Singapore

Welcome to the first of a series – CPO Top 5. We begin with the profile of Basil Byrne who began his career in Procurement in 1980 with Telecom Australia (after a short stint as a journalist for a rural newspaper). Now he is Director of Procurement for Nokia Siemens Networks and manages a team in excess of 80 people across APAC who support the business in preparing all third party spend elements of major customers’ tenders. Meet Basil.

  1. What's the most interesting project you’ve ever worked on?

    In 2000, Telstra acquired a majority stake in CSL – the leading mobile operator in Hong Kong. CSL were considering introducing 3G technology. No other operator in Asia had introduced 3G at that time. I led the negotiation team in Hong Kong on behalf of CSL and Telstra. There were significant technology, regulatory, cultural and commercial challenges which we were able to work our way through, culminating in a successful board presentation and the first 3G contract in Asia.

  2. What do you look for in a star team member? (their attributes)

    Provided of course they have the basics – capability, knowledge, relevant experience, I focus on attitude. I like to see team members who have an enquiring mind, that are prepared to challenge, be innovative and find solutions. They should be able to work with minimal guidance. Given that sourcing is largely about cross functional work, they need to be able to gain the respect of stakeholders, and find solutions which work for the whole company, not just sourcing.

  3. What do you like doing in your spare time?

    I do a regular hash run on a Friday evening in Singapore – this is where a large group of runners follow a trail of paper and flour in the jungle. The trail regularly has breaks, dead ends, checks or simply stops, and you have to re-find it (without getting lost) and continue on. At the end – usually about an hour or more, we have some beers in the jungle. It’s great fun and a good way to end what is often a hectic week. I also try and get some bike riding and an occasional sail in on the weekends.

  4. What did you take away from this year’s Forum?

    I particularly liked the discussions on who a CPO should report to, and the varied organisations structures that different companies use – especially the BHP model which I think shows a level of maturity many company’s could aspire to. It seems pretty clear to me that sourcing and CPO’s are being viewed more favourably in senior leadership teams now. And it is also clear that no single type of org structure will fit the majority of companies. But as the sourcing profession matures and gets greater respect, we can expect to see higher reporting lines, eventually to CEO level in many cases. And inevitably, a more decentralised sourcing model in companies that have sound spend management and a mature, cross functional approach to sourcing.

  5. What are your top priorities right now?

    Telecoms Infrastructure is experiencing significant competition and subsequent price erosion globally. In many networks that we build across Asia, third party material and services can represent up to 70% of the total cost of a project (NSN electronics and services representing the balance). So increasingly, I find myself engaging with key stakeholders and customers directly, looking for ways to reduce the 70%, and take the price pressure off NSN products. We do this by pro-actively assessing and challenging customer specifications and requirements, costing out more efficient designs and supply options, and then taking lower cost solutions to our customers mid contract. In the current economic conditions, customers love to see innovation and lower costs – especially where offered in a positive and proactive manner.