Case Study: 






The momentum of procurement development had slowed, and the client wanted an 'injection of adrenaline’ to re-energise both the team and the pace of development. However, this was no greenfield site, and any ‘re-boot’ of procurement momentum needed to take place within the context of complex organisational developments alongside a dynamic external organisation. The need was to make sense of complexity, and develop a pragmatic road map for subsequent initiatives that would accelerate development of procurement and the role within the organisation.



We designed a process to communicate a vision and strategy for procurement that would be meaningful to stakeholders outside of the procurement function. This involved diagnosing the key issues and challenges facing the procurement team, understanding the cultural landscape, the key stakeholders, and their orientation toward procurement. We then workshopped the enablers and barriers to procurement’s subsequent evolution with some key stakeholders.



The output of the process was a series of opportunities to enhance the contribution of procurement. We sequenced a road map detailing what needed to be done, when it had to happen, who was responsible for making it happen and how they would achieve this. We identified the messages needing development and, how these messages should be communicated. We created marketing collateral to explain the ‘what, why, when and how’ in language that was easy to digest for stakeholders outside the procurement community. The result was clarity of purpose for the team, as well as a simplified and focused message for the business. The learning point is that 'people plus process plus technology' is a basic recipe for procurement to deliver sustainable results, but from time to time there comes a need to re-energise momentum.




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