DOSSIER / ADVISORY 01

Procurement transformation

I structure the procurement operating model across decisions, roles, processes, data and technology. The deliverable is an agreed change design that can be implemented and governed.

01 / Problem

Operating model before tooling.

Transformation starts with decisions, accountability and data. Technology supports the agreed way of working.

02 / Fit

A clear decision on both sides.

Good fit
The organisation wants to agree its operating model and name the owners of change.
Out of scope
A ready answer is expected without access to data, process or decision-makers.

03 / Scope

Change-design register.

Model
Target Operating Model and role allocation.
Process
Source-to-pay, S2P and P2P.
Data
Spend analysis and ownership of definitions.
Decisions
Category strategy and governance.
Technology
Requirements derived from process and data.

04 / Method

Four decision closures.

01

Diagnosis

Current process, spend, roles and data.

02

Design

Target way of working and accountability.

03

Sequence

Order of change, dependencies and acceptance.

04

Governance

Decision owners and project-control model.

05 / Evidence

Experience recorded as facts.

Organisation

PZU S.A.

Role

Strategic Project Director

Scope

I led a procurement transformation project from spend analysis to the target operating model.

Organisation

PwC Polska Sp. z o.o.

Role

Associate Director, Advisory / Procurement Expert

Method

I worked with the CAPP (Complete & Agile Procurement) methodology.

Project role

CONNECT Project Manager

Platform

Central sourcing platform for the ORLEN Group

CONNECT scope

15 ORLEN Group entities across 4 countries, 60-person team

06 / Contact

Define the change project.

The conversation starts with the decision the transformation project needs to enable.

Discuss procurement transformation