Not only was our client grappling with legacy processes they were also introducing a new finance system which was putting pressure on an already over-stretched team.
Our initial assessment showed there was lots to do. Too many processes were making the team slow to respond to business needs and resource wasn’t always being applied in the right areas. The focus was on front-end sourcing activity rather than the full procurement cycle, leading to lots of missed benefits.
The start point was designing of an end-to-end procurement lifecycle, including an SRM model and risk-based framework. These changes empowered the business to manage the low risk projects, leaving the procurement team to focus on the higher risk activity.
To support, we developed a simplified toolkit, including ‘how to’ guides, a risk tool, revised templates and clarity around roles and responsibilities. We collaborated with key stakeholders to ensure everything complemented processes in other parts of the business and provided training to the internal comms team, to drive a successful implementation.
The client now has refocused procurement and supplier relationship management teams who can prioritise key activities that will add the most value to their business. Operating with a new toolkit means consistency and efficiency across the team and the wider organisation.
With simplified processes in place, teams are delivering quicker, making better decisions and ensuring all interested parties are engaged at the right time.