Case history – ENEL Supplier Development Program | Luiss Business School - School of Management
Case history – ENEL Supplier Development Program
lbs
Case history – ENEL Supplier Development Program
lbs
Case history – ENEL Supplier Development Program

The training courses developed by Luiss Business School as part of the “ENEL Supplier Development Program” offer high-level training for a selected group of Enel suppliers, on issues of strategic interest to the company. The aim of the initiative is to strengthen the “key” skills of the suppliers involved and thus create the conditions for building reliable and long-term partnerships.

Through the initiative “Program of Development Suppliers”, Enel intends to promote a path of growth and sustainable development for its suppliers in order to make more solid, performing and innovative its Supply Chain. The Programme is aimed at all Smes operating in areas of strategic interest to Enel and that are highly performing, based on objective and transparent criteria (the selection criteria are published in the Programme Rules available on the Global Procurement website https://globalprocurement.enel.com/it).

Luiss Business School has designed 4 courses of high specialization that aim to create:

  • Icreasing loyalty and commitment of suppliers;
  • Strengthening of suppliers’ skills, both at management and technical level;
  • Greater convergence of perspectives and alignment between supplier and Enel, in order to encourage joint “problem solving” and to facilitate alignment with market developments.

The training activities will allow the development of new skills, both specialist and transversal, to fulfil the professional role of the participants and to manage activities effectively, efficiently and in line with market developments, to employ suitable instruments to transfer in the practical job what learned theoretically, to widen the acquaintance of the successful business actions exploring scenarios different from own.

The paths will allow suppliers to:

  • Improving performance and competitiveness;
  • Support organisational, strategic and cultural changes;
  • To understand the dynamics linked to the processes of opening up to international markets as well as to additional national and local markets;
  • Promote a rational approach to management processes, a capacity to read and interpret phenomena through appropriate quantitative measures;
  • Strengthen the managerial approach by overcoming and resolving organisational obstacles;
  • To meet the highest standards of quality, conformity and reliability;
  • Increase the motivation of internal resources.

PATHS:

HR & Organization

Topics

  • Recruiting & Selection
  • Performance management systems
  • Development & Careers
  • Reform of the labour market
  • Compensation strategies
  • Diversity Management

Marketing, Sales, Communication

Topics

  • The impact of different marketing levers
  • Performance measurement and control of a commercial structure
  • Analysis of the client portfolio
  • Analysis of sales potential
  • Performance monitoring of sales staff

Risk & Compliance

Topics

  • Regulating
  • Business modeling & risk assessment
  • Systems of risk control
  • Models of risk governance
  • Quantitative analysis of risks
  • Business continuity & crisis management

Project Management

Topics

  • Characteristics elements of a project
  • Definition and organization of a team
  • Project organisation and management
  • Project planning and control
  • Multi-project approach