Building Procurement Capability
Context
I joined a multi-site hospitality business that was highly operational, with no procurement strategy.
Capability within the team was reactive, and commercial success was dependent on 3rd party consultants who were very strong, but were limited in their ability to address spend and land deals into operations.
Approach
In my 100-day plan I made the strategic decision that an in-house model would be more effective.
I designed the organisation structure, assessed the potential return on investment from expanding addressable scope, and presented the business case to the board.
This was approved as they appreciated the opportunity to embed procurement better into the organisation, and deliver value for money.
I immediately set to work deploying the plan and within 3 months I had recruited key talent along with retaining existing key performers.
Results
Created a top performing team of category experts with diverse sector and technical skills.
Delivered a procurement strategy that aligned to the key pillars of the business.
Established a financial tracker to manage and track projects against key procurement levers such as tenders, negotiation, inflation mitigation - over 4 years the team under my leadership delivered over £30m value.
Introduced a robust supplier due diligence framework to reduce supply chain risk.
Created a collaborative team culture that partnered with the business and with critical suppliers - we had no critical supply failures despite various macro-economic crises.
Procurement was acknowledged as a respected and dependable professional function of the business.