Diagnosis
Current process, spend, roles and data.
PROCUREMENT ADVISORY
Procurement transformation
I structure the procurement operating model across decisions, roles, processes, data and technology. The deliverable is an agreed change design that can be implemented and governed.
01 / Problem
Operating model before tooling.
Transformation starts with decisions, accountability and data. Technology supports the agreed way of working.
02 / Fit
Where we start.
- Good fit
- The organisation wants to agree its operating model and name the owners of change.
- What to prepare
- The starting point is access to data, the existing process and the people making decisions.
03 / Scope
What the transformation covers.
- Model
- Target Operating Model and role allocation.
- Process
- Source-to-pay, S2P and P2P.
- Data
- Spend analysis and ownership of definitions.
- Decisions
- Category strategy and governance.
- Technology
- Requirements derived from process and data.
04 / Method
How we work together.
Design
Target way of working and accountability.
Sequence
Order of change, dependencies and acceptance.
Governance
Decision owners and project-control model.
05 / Evidence
Selected projects.
Organisation
PZU S.A.Role
Strategic Project DirectorScope
I led a procurement transformation project from spend analysis to the target operating model.Organisation
PwC Polska Sp. z o.o.Role
Associate Director, Advisory / Procurement ExpertMethod
I worked with the CAPP (Complete & Agile Procurement) methodology.Project role
CONNECT Project ManagerPlatform
Central sourcing platform for the ORLEN GroupCONNECT scope
15 ORLEN Group entities across 4 countries, 60-person team06 / Contact
Define the change project.
The conversation starts with the decision the transformation project needs to enable.
Discuss procurement transformation