4-straight-trimmed

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4-strategy

  • Strategic Sourcing Framework Develop a framework across Sourcing and Procurement that enables transactional visibility, understanding of Total Cost of Ownership (TCO) drivers, opportunities that reduce TCO and increase value creation services by leveraging suppliers to achieve strategic business objectives.
  • Strategic Sourcing Organisation Drive a strategic business organisation enabling goals and initiatives across category, transact, manage, governance and organisation. Providing optimisation, clarity, improvement, transparency & accountability throughout the supply and demand cycle reducing TCO.
  • Strategic Sourcing Technology Incorporate technology delivering data integrity and quality that continually optimises methods to identify TCO efficiencies, drives supplier performance, mitigates risk and improves supply chain visibility. Effective technology offers accurate spend data which drive TCO reduction proposals and wins.

4-category

  • Category Framework Create category structures that align strategically and tactically with business objectives and drivers, support innovation and go to market services, and balances category workload effectiveness enabling TCO reduction.
  • Category Organisation Upgrade category technical specialists to manage strategic initiatives that leverage category market intelligence and spend, reduce cost, drive faster cycle times and balance risk. Optimise product specifications and materials, set agreed quality standards and manages product life cycles that reduce TCO.
  • Category Sourcing Strategy – Determine go-to-market support strategy focused on outsourcing, local sourcing and low-cost country sourcing; contract development and management; supplier regulatory management, evaluation, negotiation, selection and onboarding process. Map process, identify gaps and define new process that maximises TCO reductions and drives efficiency into the go-to-market process.

4-transact

  • Contract Management Evaluate the contract management framework ensuring best practices from sourcing negotiation, development to contract execution. Ensure contracts are effective at reducing savings leakage, maintain governance and reduce risk exposure through efficient and transparent service agreements/contracts that are key TCO reduction drivers. Ineffective contracts cause strategic sourcing initiatives to fail.
  • Purchase to Pay Review P2P methodology, techniques that reduce cost per transaction, consolidate POs issued/adjusted, reduce errors and ensure commonality of the purchase process throughout the organisation. Address methods to automate, drive data integrity and standardise the purchase process required per commodity value, risk balance. A great P2P system delivers the spend analysis strategic sourcing need to optimise TCO initiatives.

4-manage

  • Supplier Relationship Align processes that achieve goals and deliverables, provide growth targets through product development initiatives, inventory programs and other value created services or join efforts. Aligning process and goals reduces duplication, cost and gains trust.
  • Supplier Management Ensure there is one voice and policy to manage suppliers. Develop organisational alignment ensuring supplier relationships are developed through key stakeholders delivering mutual benefit for the client and supplier. Misalignment causes miscommunication, miscommunication forms distrust and affects strategic outcomes.
  • Supplier Performance Review Review and establish a framework that reports suppliers existing contractual obligations are been fulfilled, performance service levels are achieved, other non-conformance and risks are reported. Utilise the supplier matrix and score carding matrices to review performance periodically with key stakeholder engagement, generate supplier non-compliance corrective action plans that enable supplier continuous improvement.

4-governance

  • Governance – Review, assess and define governance that supports the organisation’s corporate mandate based on financial risk, brand protection and global customer expectation.
  • Policy Evaluate and identify policy, procedures and reporting needs based on governance objectives that drive consistency through sourcing and procurement functions that contribute to effective supplier management while balancing risk.
  • Risk Management – Audit supplier risk across finance, compliance, traceability, social responsibility and economic effectiveness ensuring effectual procurement and continuity of supply.

4-organisation

  • Procurement Transformation – Experienced change agents, we manage clients’ procurement transformation process. Reviewing the full picture of the current state against the desired end-state, we create a comprehensive gap analysis with recommendations, including a thorough analysis of people, processes, and technology. Change management focuses on planning and implementing significant organisational change including leadership, team development, matrices and communication strategies.  Let IDGC be the change agent that transforms your organisation.
  • Structure – Upon completion of process mapping and defining spend categories, a full responsibility assignment matrix is completed describing position, responsibilities and accountability. We work with our clients to determine the appropriate structure of the desired organisation while engaging major stakeholders.
  • People & Staffing – We work with organisations to assess existing talent and make recommendations throughout the transformation process based on culture, individual’s skills and potential, to fill vacant positions. Where no suitable team members exist within the organisation, we assist in candidate search, interviews, assessment and training to ensure the best in class team is secured.

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