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One of the most recognized brands in the Nordic region providing catering services and baked goods and confectionery
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Bought out spend €380 million per annum
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Seeking a 10% reduction in cost, improve the value delivered through suppliers and self sustainability through improved capability
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The procurement function decentralized, fragmented and predominantly transactional
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Some central contracts but low compliance
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Operational and Sales focused organization with business area heads operating independently from the corporate center
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Supplier relationship management inconsistent and not structured to harness value
The value of technology to drive improvement was regarded with skepticism. |
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A jointly staffed transformation program team undertook an opportunity assessment to create a compelling business case for change, prioritize categories, engage stakeholders and assess procurement skills.
This resulted in a transformation program of integrated work streams designed to both deliver benefits and sustain the change:
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Organization Strategy and Vision developed and approved
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Senior stakeholder engagement and ownership
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Detailed food commodity and GNFR sourcing strategies implemented
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Strategic Supplier Relationship roadmap developed
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e-Sourcing used to accelerate the tender process and maximize savings
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New methodology developed and all procurement staff fully trained in this, with knowledge transfer from the consultants
Robust and auditable benefits and value tracking processes installed.
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