Chemical, Metals and Mining, Power generation industrial group:
$7 billion annual procurement spend
100 000 employees
Procurement service levels below 80%.
Low spend management transparency.
Bureaucratic processes, underperforming and demotivated procurement team.
Introduced large-scale transformation program:
Implemented revised governance and operating model to streamline decisions, performance management and reporting.
Optimized planning, sourcing, stock management, supplier management processes.
Introduced new people and team management approach: evaluations, trainings, motivation system.
Achieved 95% procurement OTIF (On-Time In-Full) service level.
Delivered 3-5% sustainable annual savings in key spend categories.
Reduced production losses, shortened capital overhaul cycles, and improved inventory turnover.
Strengthened spend transparency, team accountability, and engagement.