O.FORUM: reviews of previous editions

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O.FORUM 2017

At the heart of tomorrow’s economic issues:

  • ENERGY AND ENERGIES
  • DIGITALIZATION
  • COMPANIES IN THE LOCAL COMMUNITY…

Towards “Smart” transformation!

Changes are accelerating and shaking things up. We have entered a cycle of transformations that is unique in history.

This revolution needs to address the current and future economic, social and environmental imperatives.

The three main factors for an intelligent and sustainable transformation:

• Energy, the eternal issue, must address the challenge of the combination of energy sources: the future of nuclear power and oil, faced with the ramping up of renewable energies and the transition to new resources that are safe, reliable, low-cost and clean.

• Digital technologies are transforming intercompany relations and
interactions between individuals. Production methods are changing, today’s champions are rivaled by new players. The digital company is an active participant in societal development.

• Companies are evolving in the local community. They are committed to the common good, to innovation and to inclusive growth.

O.FORUM 2014

COMPETITIVENESS AND PURCHASING:
HOW DO WE CREATE SUSTAINABLE
AND SHARED GROWTH?

The time for competitiveness

“Competitiveness Shock”, “Responsibility Pact”: economic players and political leaders alike have seized upon the new growth challenge.

In a context of globalization and heightened competition, our industry sectors are subject to increased competitive imperatives in order to maintain their market share and to develop. Pressure on costs is a daily reality and represents an immediate response to this challenge. Yet this strategy brings into play the relationship between the company and their suppliers.

The risk of transforming suppliers into an adjustable variable, as part of an ever more aggressive policy for reduced costs, is real.

Should we not, instead, be envisaging a relationship in which each of the players represents a boost to competitiveness and a source of innovation for the other?
Time for thought and space for dialog, O.Forum provides a valuable opportunity for all company and industry stakeholders to make a difference.

O.FORUM 2011

INDUSTRY – ILL-FATED AND UNLOVED?

The time for growth

Industry is an essential pillar of our country’s economy and its development is a widely shared concern. Over the last two decades, entire swathes of French industry have disappeared or changed.

This forum attempts to open a window onto the industrial world of the next 10 years and the threats and opportunities that will emerge on the horizon. Where are the new investments?
What are they worth in terms of growth and employment? It is important to find out whether France still holds a strong industrial vision, especially as the state-led decisions of the sixties and seventies left their mark on French industry and continue to do so (Airbus, nuclear power plants, the highway network, the TGV, communication networks, etc.). What is currently in the pipeline for the next 30 or 40 years? The basic questions still need to be answered: are we moving in the right direction?

How we do manage both the rigor and the new investments required for recovery of growth?

O.FORUM 2006

RESTRUCTURING, RELOCATION, WHAT DOES THE FUTURE HOLD FOR INDUSTRY AND ITS SERVICES?

The time for challenges

Recent developments in the global economic environment mean that industrialists are confronted with unprecedented challenges in addition to the expected daily challenges. The complexity of this new order requires some answers.

Is industry “condemned” to being concentrated in the South and services in the North, while Asia becomes the world’s factory? In the face of new energy restrictions, what opportunities can be created? So many questions, all touching upon the cross-cutting issue of outsourcing and services to industry.

O.FORUM 2003

COMPANIES AND THEIR ENVIRONMENT – A NEW ORDER, NEW EXPECTATIONS:

The time for sustainable values

Economic requirements, social responsibility, respect for the environment: industry takes on its civic role and converts to sustainable development. Companies no longer need to outsource resources but to delegate ongoing functions over time.

It is important to share the profits, to pay the right price and to ensure visibility.

A sustainable development policy cannot be limited to the prime contractor, it must encompass the service providers, who will work together to embark on a continuous process of stakeholder satisfaction, attracting, training and retaining the most competent employees.

O.FORUM 2002

FROM COST REDUCTION
TO VALUE CREATION:

The time for strategy

Globalization does not allow for any missteps. Service providers and prime contractors need to innovate, built new partnerships, do better together, particularly in terms of people management, health & safety and the environment.

Good outsourcing strategies put people at the center of their concerns. Outsourcing becomes strategic, driven, proactive. Factors such as duration, trust, professionalization, foresight, clarification of roles and sometimes a common culture, or even the invention of new professions, come into play.

O.FORUM 2001

STRATEGIC INNOVATION AND CHANGE
TO THE EXTERNALIZATION OF SERVICES:

The time for global service

The globalization of the economy leads to a new vision for outsourcing. Services providers must offer services upstream and downstream to their core competence, they are closer to the process, they need to be able to intervene on several sites with the same level of skill, the same vigilance and the same level of performance.

Outsourcing represents a new challenge, a new organization for the industrial company on a planetary scale. We are experiencing a qualitative evolution in the relationship between prime contractors and subcontractors, not in terms of market size but in terms of quality.

O.FORUM 2000

LET’S TALK ABOUT THE EXTERNALIZATION OF SERVICES:

The time for alliances

This first conference aims to promote discussion and reflection between service providers and their industrial clients. We are turning the page on the era of onetime, multiple, transient subcontracting. A new chapter is beginning, that of collaboration between prime contractors and services providers, alliances based on the search for skills and the complementarity of professions.  Client-supplier relations need to evolve. Productivity gains are to be found in both organizations. The goal is to bring meaning to certain key words such as “partnership” and “transparency”.

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