Facilities Management Division of a European-wide Technical Services Provider in the fields of Electrical, Mechanical and ICT Engineering and Construction with 27,400 employees and an annual revenue in excess of 5 billion Euros across Europe, including an annual turnover in excess of £515m in the UK and Ireland.
- Procurement activity devolved across the business with little historical control or guidance on ‘best practice’
- Stakeholder community resistant to change as have historically been fully accountable for their own P&L at client level
- Data integrity lacking and poor, minimal visibility of spend by supplier, region or business unit
- Need to save money quickly and make real reductions to the bottom line
- Strategic vision unclear beyond the need to reduce cost
What we did
As achieving focus quickly was key, we:
- undertook a full Spend Diagnostic, working from raw data and interviewing multiple stakeholders, generating a 12-month plan by Category with potential gains and approach to take to market
- allocated a full-time ‘change agent’ to the programme to ensure that the strategy was adhered to, the team bonded and stakeholders’ needs met
- ensured that the ‘commercial’ sensitivities were embraced, brokering approaches to market in such a way that the client would not be compromised
- supported and led category-level activity to yield results.
As timing was key, we:
- delivered against the categories we had been allocated
- supported the new Head of Function, ensuring successful integration into the project
- maintained and built rapport and expectations with stakeholders, successfully creating a centralised approach to buying for selected categories of spend
“Mike helped develop, train and roll out a category management programme identifing savings across various spend areas.
The results were impressive and his stakeholder/supply chain engagement skills are excellent.
I haven’t worked with many people as good as Mike in my 20 years of supply chain.”
– Supply Chain Director