As organisations transform themselves or their services, they have an opportunity to change the interaction and alignment of the procurement function within the business and its supply chain. Transformation can:
- create disruption, value and deliver on the overall business strategy
- move procurement to or from a decentralised or centralised function
- integrate the function to achieve the business goals
- include people, process and technology enablement
- include the ‘make or buy’ options to deliver more value
- be agnostic across all e-enablement platforms
- drive automation and standardisation across a business
At 4C we understand the challenges our clients face with procurement transformation, which can include:
- a poor performing function
- misalignment with the goals of the organisation
- lack of controls and governance
- poor data visibility
- poor performing suppliers with little innovation
- low internal or external engagement
- culture issues
- high cost of service
- lack of agility
- inability to support wider strategic challenges
- inability to drive and enable sustainable change internally or across the supply chain.
We use systematic methodologies, tools and techniques to recommend focus areas to our clients so they can improve control, performance and understanding of business needs, understand how to become a high performing function and align operating models and culture to deliver the business goals.
Our 9-box model for operating model design, standard people development templates and change management methodologies enable and deliver sustainable benefits, while 4Spend and 4Tracker tools put data and insights at our clients’ fingertips.
Our teams have supported global organisations with their vision, strategy and operating model, while ensuring their people are mapped against the correct strategic categories, leveraging local and Global Procurement Services teams to execute contracting and sourcing.
We will provide diagnostic and ambition setting, transformation design and planning and rapid implementation solutions that allow your business to:
- enhance capabilities and focus capacity
- move to a controlled environment
- focus on goals
- support front, middle and back office functions and
- change the culture to drive and enable internal change
- deliver sustainable change within the supply chain
These benefits will maximize your profitability, deliver business efficiency, while empowering your staff and supply chain.
multinational energy & utility company
- industry energy
- location multinational
A British multinational energy & utility company supplying electricity and gas to businesses and consumers in the United Kingdom, the Republic of Ireland and North America.
4C was selected and brought in to map to existing procurement operating model and recommend a TOM design and associated benefits for its people, process and technology
- mapped out existing operating model end to end using five S2P processes
- conducted an in-depth analysis of current design implications and identified opportunities, challenges and pain points
- continuous engagement with senior leadership with regards to progress and direction of overall diagnostic
- delivered recommendation for the Target Operating Model and implementation planning
- identified increased value for business partners through SRM and close co-operation with BUs
- simpler more agile organisation with increased compliance to company policy
- global target operating model being adopted in 5 business units; standardising the ways of working
development of PSCM common processes in E&P
- industry energy
- location multinational
BP is one of the world's leading integrated oil and gas companies. We provide customers with fuel for transportation, energy for heat and light, lubricants to keep engines moving, and the petrochemicals products used to make everyday items as diverse as paints, clothes and packaging.
Incorporating best practices and standardising the way procurement is undertaken in a global organisation.
- Working as part of a combine internal and external team, we reviewed all the current ways of working across the Business Units (BUs)
- Building in external best practices as well as academic insight to develop a common process throughout the procurement lifecycle
- Testing across all regions and category types
- Training and education plan developed to communicate new process and upskill existing staff in new approaches
- Single common process developed
- Handbook and templates developed to communicate new processes
- IT tool specified to automate common process
- Training programme developed to roll-out new process
uk specialist lender and savings bank
- industry banking
- location united kingdom
Recommendation for a new procurement policy and target operating model. A UK challenger bank focused on savings and lending for SMEs, homeowners, landlords and individuals.
Aldermore has grown rapidly and recognised the need to understand their expenditure profile, provide clear management information on the supply base and to transform procurement. We were initially engaged to provide visibility of their spend which led to us reviewing their procurement function and providing options on the new operating model, including outsourcing.
- developed spend as service to understand Aldermore’s 3rd party expenditure
- conducted a 10 week diagnostic to understand the ‘as-is’ position and propose a new operating model and developed a new policy, processes and procedures
- provided team resources into the bank’s procurement function to accelerate material contract remediation
- develop a training & development plan for the function and an option to outsource.
- a new service to provide real-time data on their supply base
- recommendation of target operating model along with a new procurement policy, 5 key procedures and over 300 process steps, all incorporating business feedback
- accelerated contract remediation and agreed longer term support for delivery of plans
multi-national currency exchange service
- industry foreign exchange
- location global
Outsourced procurement solution. Travelex is a global foreign exchange company with a significant presence in APAC, North American and Europe. Travelex employs over 6,500 people and serves over 37m customers per year.
When Travelex brought us in there was no internal procurement team with all sourcing undertaken by operational staff in an ad-hoc, uncoordinated way. We needed to build credibility for a procurement function and once this was achieved, we became the outsourced procurement provider.
Our key deliverable was to building trust in the value procurement can add. We focused on OPEX savings with improve EBITDA but also supported a large IT CAPEX project. We adopted:
- category approach to build relationships
- implemented a cross functional common sourcing process
- use of e-Sourcing software
- deployment of procurement policy to support performance improvement, risk mitigation and cost reduction
We provided a core fixed team which was supplemented by category experts as and when expertise was required.
- >6% indirect savings of addressable spend in Year 1 and 2
- implementation of spend analysis
- full supplier risk analysis programme
- contract novation during divestment
fortune 500 medical technology company
- industry medical
- location global
P2P continuous improvement. Our client was a Fortune 500 medical technology manufacturer, operating in over 50 countries globally.
- following a recent acquisition, the client was experiencing challenges managing their accounts payable function, with a backlog of unpaid invoices and difficulty meeting payment on time KPIs
- we were engaged to deliver a continuous improvement project, identifying and driving purchase-to-pay process efficiencies.
- we worked with the procurement and finance teams to document the current purchase-to-pay process and establish opportunities for improvement
- by transforming the client’s accounts payable metrics and data management, we were able to identify previously unaddressed bottlenecks
- after aligning our proposals with the steering committee, we rolled them out globally
- we developed a future P2P roadmap for the client, making a business case for how they could transform their buying channels, implement eInvoicing and improve their cash management
- 20% improvement in payment on time.
- -11% reduction in invoice backlog.
- Global adoption of enhanced P2P dashboard and reporting structure, plus process and policy improvements.
european E&P company SPIRIT ENERGY
- industry oil & gas operator
- location europe
New supplier selection and vertical integration. Spirit Energy, in 2017 begun trading as an independent oil and gas operator, becoming a leading and specialised European E&P company. Overseeing production of 50m barrels of oil per year, while tapping onto reserves and resources in the pipeline.
Support newly formed procurement operations team in producing monthly reports against KPIs, performing risk checks for vendor onboarding and contracts novation, creating and amending records in SAP whilst maintaining a cleansed master vendor data.
- analyse data on spend, savings, contracts, POs against KPIs
- implement risk check process for onboarding vendors to assess suppliers’ financial health, financial crime risk, product and environmental risk
- point of contact for amending and creating records in SAP
- using previous experience, extract and cleanse Spirit’s vendor master data from Centrica’s systems
- produced monthly and ad hoc reports against KPIs for senior leadership team using Spirit’s dashboards and templates
- vendors onboarded 100% screened
- Vendor master data cleansed from inactive and duplicate records
uk national bank - technology roadmap
- industry finance
- location england
As part of a wider transformation of the bank’s procurement function, to provide a comprehensive review of the technology supporting the banks procurement processes, making recommendations for short term improvements and longer-term strategy.
- review of current procurement technology and cost base
- design and agree end to end systems roadmap with procurement, IT and key stakeholders
- represent procurement in the lean 6 sigma / process mapping activities
- develop procurements requirements for the bank wide ERP programme
- development of a business case / cost model and implementation plan for the agreed roadmap
- development of a change strategy including communications, training and stakeholder management
- detailed action plan to tactically improve source to pay process efficiency by making better use of the technology currently deployed in the Bank
- development of a strategic roadmap and change plan linked to the Bank’s wider ERP technology refresh.