Objective definition:
The organization evolved from a small to large setup with around 50 outlets, expanding in multiple countries. Procurement is fragmented across various functional units with limited standardization and efficiency concerns. Due to lack of visibility through the system, senior management gets involved in operational matters or fire fighting.
Approach: As a team lead on the program, our approach was as follows:
- Spend analytics: to understand the procurement activity, inventory categories, zooming into efficiency issues, bottlenecks and issues.
- Functional maturity assessment: Mapped the procurement processes and assessed the maturity level of various processes as well as target maturity levels.
- Organization Analysis: Mapped functional hierarchy and identified alignment issues in roles within the function and cross functions
- To-be state: Re-engineered the procurement categories, optimized the responsibilities, accountabilities and processes. Redefined a consolidated procurement organization and capability matrix.
- Stakeholder engagement and alignment: During the process, co-ordinared with stakeholder to align on leadership vision, issues and solutions.
Time frame: 6 months