Here's a sampling of Projects and Results


 

 

Sourcing team redesign

Business Objective:

Enable a faster, more agile sourcing organization through use of a project based workforce who could quickly and efficiently support contract negotiations while sharing best practices between teams.

Action:

Set and implemented recruitment strategy. Built on-boarding plan and project pipeline for incoming team. Coached and supported team as they acted as flexible resources on projects including category strategies, negotiating and contracting, data analytics, and process improvement. 

Result:

Staffed, managed, and coached team of category agnostic sourcing managers who over-delivered savings targets. 100% of team was moved into full time category manager or director roles.


Procurement back-office transformation

Business Objective:

Improve procurement's service level by ensuring best in class execution and freeing up resources to focus on strategic sourcing activities.

Action:

Identified core and supplementary KPI's that illustrated service level to the business and suppliers. Partnered with business to approve methodology and began governance routine to ensure service level was maintained. Provided staffing recommendations, SOP creation, and knowledge transfer workshops.

Result:

80% of purchase order execution and other tactical activities moved to support staff, freeing up time to deliver strategic sourcing support. Led team through transition.


Team Building Workshops

Business Objective:

Improve the working relationship between two highly dependent teams. Ensure goals were aligned, and teams could work together effectively to deliver bottom line results.

Action:

Identified key stakeholders across global organization and led planning for workshop. Set agenda, gathered pre-read information, and communicated expectations. Led workshop focusing on opening new communication pathways and using data to differentiate reality from perception. 

Results:

Team presented five top priorities for implementing change in following year. Full agreement between executive leadership on solutions proposed, and assigned ownership for sub-projects. Improvements took place over a year, and second annual workshop results were reviewed and strategy updated to reflect new business requirements.


M&A Integration

Business Objective:

Integrate newly acquired businesses into centralized procurement structure to improve purchasing power while continuing to enable agility and speed.

Action:

Identified threshold by category for centralization of spend, allowing best of contract pricing and terms to be shared with new business unit. Full contract and supplier evaluation was performed to identify opportunities. Held workshop to review full P2P process in old systems, with the output of a full set of recommendations to improve. Ensured compliance and integration with systems, and provided consultation support on new system design.

Results:

10% savings identified, supply assurance improved, and improved process performance. Training for core systems and policies completed and reviewed with new team members.


S2P Transformation

Business Objective: 

Business policy was leading to inefficient internal processes and focusing on KPI's with questionable value to the business. Identify value to work threshold and improve efficiency to reduce transactional time.

Action:

Identified meaningful metrics to track, recommendation of process improvements and ROI for investment. Updated policies and communication strategy to engage with business units.

Results:

Business and process segmentation to enable agility with control. Eliminated process waste and reduced invoice backlog.


AUCTION STRATEGY

Business Objective:

Introduce new suppliers to current two source commodity spend. Drive savings on low margin direct material spend.

Action:

Category review and supplier assessment fed into team working session. Using sourcing and negotiation tool-kits, identified best strategy for complex auction structure and communication plan to suppliers.

results:

6% overall savings and two new suppliers added to portfolio pending quality approval. Supply risk reduction and committment to sustainable supplier practices obtained.


Lean process workshops

Business Objective:

Leverage lean thinking and belt methodology to review internal processes that were inefficient and low value add. Find ways to reduce or eliminate activity and free up resource to focus on high value added activities.

Action:

Engaged team to identify processes, conducted lean workshops, prioritized projects with process improvements, and identified enabling technology. One workshop identified a key process gap that led to missed savings of $2 million. The same project also identified bottlenecks in approval process that delayed new savings opportunities.

Results:

Budget allocation confirmed to deliver automation. Lean mindset implemented throughout the organization. Project list and resource allocation plan put in place to implement priorities. Updated process ensured $2 million in savings was realized in business results, and eliminated key roadblock, accelerating future savings opportunities.


Should-Cost Modeling and budget/Forecasting

Business Objective:

Identify should-cost for major direct material contracts and roll into budget. Enable improved cash flow visibility and supply optimization plan.

Action:

Reviewed all contracts for materials and built forecasting model using available data from pass-through indices. Model used to project budget pricing for following business year, and to enable fast and efficient deep dive into variance drivers.

Results:

Improved visibility enabled budget to be fully aligned with targets. Reduced the variance of forecasted actual spend results by half.