CPO concerned about the organisational challenge to focus staff on strategic, value adding procurement. “Many companies are unaware of how their staff actually spend their time and the proportion of staff time spent on value adding activities. Senior managers are often unaware of how their actions generate non-value adding work.”
Category Contract Portfolio Optimisation – 15% fewer Contracts, Saving 10% Staff Time, 5% Costs
CPO receiving complaints from senior business leaders confused about who in Procurement to contact for support and below plan delivery of bottom line savings. Data showed expanded contract portfolios, fragmented procurement support and a time constrained procurement organisation, delaying the completion of value adding activities
Help me spend £4bn on 18 Programmes across 9 Countries
Programme Director: I’m almost a Billion underspent on my Programme and 9 months late. A large global fund was almost a year into its four year programme and was underspent by quite a large number. The ask was “how can I speed up the programme and increase spend dramatically.” (Global aid money, so increasing spend...
Developing a Sourcing Strategy for Reverse Logistics to improve relationships, commercial performance and service levels
A Supply Chain faced a number of issues with its Reverse Logistics including: – Poor relationships with its suppliers – Poor financial performance – Poor relationships with Sales and Service – A large number of complaints related to the repair services provided – Service levels below its key competitors
Implement parliamentary imperative with the enthusiastic support of staff
Client was a high profile ALB (Arms Length Body), tasked with responding to Freedom of Information by publishing information proactively instead of waiting for requests. Staff were used to analysing into custom reports provided to ministers and senior staff of major stakeholders to the ALB.
Rework Outsourced Contract for Cost, Quality and Innovation improvements
The Organisation had got into a long term IT Outsourcing Contract with a Tier I service Provider to manage all of its IT Services. The contract * Included a year-on-year increase in payment for inflation * Did not include any potential benefits due to efficiencies * Technology upgrades not included * Included Infrastructure, Applications &...
Improve Relationships, Confidence & Value Delivered Across the Business
Internal communication among middle-managers in a key department of the Regional Government Office is ineffective, with low commitment from teams to sharing information and collaborating. This is also the case between Top Management with the rest of the organization. People feel excluded from important deliberations; their knowledge and capacities are ignored, they need to express...
Optimising Procurement’s Target Operating Model
Following the announcement of a proposed merger of 2 major mobile network operators in Germany, a Post-Merger Integration team was formed. The challenges faced were: – Fundamental differences in the way that products were purchased – Teams & strategy needed to be integrated & an approach aligned with corporate goals – A desire to realise...
National Health IT Programme – Achieving excellence in delivering benefits in a health and social care setting
The IT Division of a national health provider aimed to be an international leader in the delivery of recognised benefits from health informatics. However, it failed to get Treasury approval of its business case to provide nearly three million patients’ key health information (medicines, allergies) to Urgent Care units across the country.
Digital Operations Transformation Lead
CTO needed an Operating Model to help adapt to Devops and Agile ways of working. The IT Operations Dept experienced daily outages with high priority incidents taking too long to be resolved (MTTR over 20hrs) Lack of business engagement etc.
