Giving procurement the authority to deliver.
A significant corporate transformation programme depended on procurement becoming a coherent, capable function with influence across the organisation.
Annual procurement revenue spend in the council’s business profile.
The strategic procurement team rebuilt from 24 junior buyers to 47 procurement professionals.
- 01Situation
Fragmented procurement
Weak strategy, poor data and limited influence.
- 02Action
Build capability
Leadership, category management and supplier disciplines.
- 03Change
A stronger function
A team rebuilt from 24 junior buyers to 47 professionals.
The challenge
Procurement was fragmented, with no overarching strategy and little directorate commitment. Data quality was poor, morale was low and important sourcing decisions were taken without procurement involvement. A £200m corporate cost-reduction target placed significant expectations on the function.
The work
- Brought in a small team of expert interims to lead and develop the permanent team.
- Created a coherent procurement strategy and introduced category management and supplier relationship management.
- Built support with budget holders and secured a role in major procurement categories.
- Delivered and implemented category strategies.
- Developed the concept of an external strategic partner to transform lines of business.
The outcome
- Rebuilt the strategic procurement team from 24 junior buyers to 47 procurement professionals.
- Introduced category management and supplier relationship management that began generating benefits.
- Strengthened procurement’s position in the wider transformation programme.
Historical engagement from the Nil Plus Ultra case-study portfolio. Figures and comparisons relate to this specific engagement.
“…deliver both short term, impactful results as well as longer term strategies”
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The same focus on delivery.
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A confidential conversation is a good place to start.