Author: JAN-HENNER THEISSEN

Die Zukunft der Beschaffung

Die Zukunft der Beschaffung

Die Zukunft der Beschaffung – das Treffen der Einkaufsprofis in Berlin Am 19.6.2025 haben wir die Premiere von „Procurement of Tomorrow“ gefeiert. Facturee und Mercanis hatten in die Osram-Höfe eingeladen und durften wichtige Entscheider aus Berlin und Brandenburg begrüßen. Ein neues Format für Einkäufer:innen in Berlin. Und die Erstausgabe war top. 🔍 Keynotes, Diskussionen und Austausch… Continue reading Die Zukunft der Beschaffung

Vom CPO zum CEO der Ausgaben

Vom CPO zum CEO

🎙️ Vom CPO zum CEO der Ausgaben: Warum der Einkauf ein Rebranding braucht – und auch mehr als das! Vor einigen Wochen durfte ich im Mercanis Podcast mit Fabian Heinrich einige Gedanken über das unternehmerische Potenzial des Einkaufs, insbesondere in Zeiten von Krisen und Unsicherheiten, austauschen. 💡 Gemeinsam diskutierten wir -abseits der immergleichen Phrasen und… Continue reading Vom CPO zum CEO der Ausgaben

Stabilität – Nachhaltigkeit – Regulatorik in unsicheren Zeiten

In der aktuellen Ausgabe von „Kleine Kniffe“ – Das betriebliche Magazin für den nachhaltigen Einkauf“, konnte ich einige Ansätze zu robusten und integren Lieferketten im Zeitalter von Nachhaltigkeit und Unsicherheit teilen. Und anhand von konkreten und umgesetzen Beispielen aus dem Mittelstand analoge (Strukturen, Prozesse) und digitale Vorgehensweisen (Tools & Systemarchitekturen) vorstellen. Vier Seiten praxiserprobte und… Continue reading Stabilität – Nachhaltigkeit – Regulatorik in unsicheren Zeiten

𝐂𝐨𝐦𝐩𝐥𝐞𝐱𝐢𝐭𝐲 𝐄𝐚𝐭𝐬 𝐌𝐚𝐫𝐠𝐢𝐧 – 𝐐𝐮𝐢𝐞𝐭𝐥𝐲 𝐛𝐮𝐭 𝐂𝐨𝐧𝐬𝐢𝐬𝐭𝐞𝐧𝐭𝐥𝐲

𝐂𝐨𝐦𝐩𝐥𝐞𝐱𝐢𝐭𝐲 𝐄𝐚𝐭𝐬 𝐌𝐚𝐫𝐠𝐢𝐧

When cost pressure rises, the go-to response in many companies is clear: negotiate prices, bundle volumes, and push suppliers. That’s valid – and sometimes necessary. But often, it only scratches the surface. What we keep seeing in projects: The real cost drivers don’t just sit on the supplier side – 𝐭𝐡𝐞𝐲’𝐫𝐞 𝐨𝐟𝐭𝐞𝐧 𝐡𝐢𝐝𝐝𝐞𝐧 𝐢𝐧𝐬𝐢𝐝𝐞 𝐭𝐡𝐞… Continue reading 𝐂𝐨𝐦𝐩𝐥𝐞𝐱𝐢𝐭𝐲 𝐄𝐚𝐭𝐬 𝐌𝐚𝐫𝐠𝐢𝐧 – 𝐐𝐮𝐢𝐞𝐭𝐥𝐲 𝐛𝐮𝐭 𝐂𝐨𝐧𝐬𝐢𝐬𝐭𝐞𝐧𝐭𝐥𝐲

Invest in Cost Optimization: Establish structures & competencies

Mehr Agilität im Einkauf: Darauf kommt es an

Establishing a Cost Analysis / Cost Engineering organization will deliver significant contributions to your bottom line. That’s a fact! But it is way more than just drawing lines and implementing software – it’s about 𝐜𝐫𝐞𝐚𝐭𝐢𝐧𝐠 𝐬𝐭𝐫𝐮𝐜𝐭𝐮𝐫𝐞, 𝐜𝐥𝐚𝐫𝐢𝐭𝐲, and 𝐥𝐨𝐧𝐠-𝐭𝐞𝐫𝐦 𝐢𝐦𝐩𝐚𝐜𝐭. And a significant behavioral change with lots of obstacles and hidden pitfalls if you have… Continue reading Invest in Cost Optimization: Establish structures & competencies

2025 Top Priority: Cost Management

2025 Top Priority: Cost Management

𝐂𝐨𝐬𝐭 𝐓𝐫𝐚𝐧𝐬𝐩𝐚𝐫𝐞𝐧𝐜𝐲 = 𝐑𝐢𝐬𝐤 𝐑𝐞𝐝𝐮𝐜𝐭𝐢𝐨𝐧 Cost Management isn’t just about saving money—it’s about making smarter decisions and reducing risks. When it comes to manufacturing and sourcing components, a lack of cost transparency can lead to unexpected financial risks, supply chain inefficiencies, and missed savings opportunities. So, how can companies minimize risks through better cost analysis?… Continue reading 2025 Top Priority: Cost Management

Supply Chain Risk Management Conference 2025

Risk Management Conference 2025

The 2025 Spring Church of SCRM Evangelists has closed its doors. Thank you to all participants and speakers of the 2nd Annual Supply Chain Risk and Resilience Forum. It was great to connect, exchange ideas, and explore joint opportunities. Greg Schlegel, our Meeting Host, Chief Evangelist, and Founder of the SCRM Consortium did a tremendous… Continue reading Supply Chain Risk Management Conference 2025

Cost Structure Analysis – How to

Cost Structure Analysis

𝐇𝐨𝐰 𝐰𝐞𝐥𝐥 𝐝𝐨 𝐲𝐨𝐮 𝐫𝐞𝐚𝐥𝐥𝐲 𝐤𝐧𝐨𝐰 𝐭𝐡𝐞 𝐜𝐨𝐬𝐭 𝐬𝐭𝐫𝐮𝐜𝐭𝐮𝐫𝐞 𝐨𝐟 𝐭𝐡𝐞 𝐩𝐚𝐫𝐭𝐬 𝐲𝐨𝐮’𝐫𝐞 𝐛𝐮𝐲𝐢𝐧𝐠? For many companies, cost transparency stops at the last supplier quote – but that’s not enough when savings targets are ambitious and supply chains are volatile. Conducting a thorough Cost Structure Analysis is a major step forward. targetP evolving procurement helps… Continue reading Cost Structure Analysis – How to

The importance of Incoterms to manage cost & risk

Incoterms manage cost and risk

𝐈𝐍𝐂𝐎𝐓𝐄𝐑𝐌𝐒 & 𝐈𝐌𝐏𝐎𝐑𝐓 𝐃𝐔𝐓𝐈𝐄𝐒 & 𝐓𝐀𝐑𝐈𝐅𝐅𝐒 – 𝐖𝐇𝐎 𝐑𝐄𝐀𝐋𝐋𝐘 𝐏𝐀𝐘𝐒? DO NOT UNDERESTIMATE THE POWER OF INCOTERMS WHEN MANAGING COST & SUPPLY CHAIN RISK & DAY-TO-DAY OPERATIONS As Supply Chain Risk and Cost Down Experts, we’ve had several conversations about the real-world impact of Incoterms – especially when it comes to who ends up paying… Continue reading The importance of Incoterms to manage cost & risk

𝐃𝐞𝐫 𝐁𝐚𝐮𝐭𝐞𝐢𝐥𝐧𝐨𝐦𝐚𝐝𝐞 – 𝐕𝐨𝐧 𝐟𝐞𝐫𝐧𝐨̈𝐬𝐭𝐥𝐢𝐜𝐡𝐞𝐧 𝐖𝐞𝐢𝐭𝐞𝐧 𝐳𝐮𝐫𝐮̈𝐜𝐤!

Resourcing

🌏Oder wie der alte Einkaufsstratege Karel Gott einst trällerte: „Einmal um die ganze Welt und die Taschen voller Geld“ Es war einmal ein Bauteilnomade, nennen wir ihn Hans, der -wie viele andere auch- fest davon überzeugt war, dass die perfekten Lieferanten nur in den endlosen Weiten des Planeten zu finden seien. Erst angrenzendes Osteuropa, denn… Continue reading 𝐃𝐞𝐫 𝐁𝐚𝐮𝐭𝐞𝐢𝐥𝐧𝐨𝐦𝐚𝐝𝐞 – 𝐕𝐨𝐧 𝐟𝐞𝐫𝐧𝐨̈𝐬𝐭𝐥𝐢𝐜𝐡𝐞𝐧 𝐖𝐞𝐢𝐭𝐞𝐧 𝐳𝐮𝐫𝐮̈𝐜𝐤!

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About the company:
Joint Venture Truck OEMs
(Germany & Sweden)
Development Hydrogen fuel cell systems
approx. 500Employees, strong growth
GlobalTechnologyInnovator

Case Study

Industry: Automotive

Area: Organisation

Country: Germany & USA

Duration: 12 Months

Starting Point / Assignment

  • approx. EUR 400 million Procurement spend p.a. (rapidly increasing)
  • Independent joint venture between two large truck manufacturers
  • Start of series production in 2027 and development of the North American market with local production requires far-reaching development and expansion of Procurement, particularly regarding a global organization (skills, capacities, x-functional collaboration) and digitalization

Objectives

  • Creating transparency about the maturity level of the Procurement function
  • Prioritized action plan to gradually increase the maturity level regarding competencies, x-functional cooperation, productivity/efficiency, digitalization, etc.
  • Development of target organization model (2023, 2027, 2030) for production and non-production materials Procurement incl. all role descriptions and necessary capacity (FTE sizing)
  • Detailed transformation plan for the global Procurement organization aligned with the milestones "Start of series production" and "Market entry & local production North America“
  • Review of Procurement’s digital strategy and projects including future recommendations

Approach

  • Comprehensive maturity analysis of Procurement (targetP! method) with a focus on organization and digitalization based on personal interviews (all Procurement staff and top stakeholders) as well as in-depth document and data analysis (strategies, guidelines, process descriptions, digitalization initiatives, standards for category & supplier management, order & invoice volumes, etc.).
  • S/T/O analysis to determine the actual capacity utilization of all Procurement employees as part of individual interviews
  • Workshops/interviews with IT & Procurement on the Procurement system landscape and digital strategy

Results / „Deliverables“

  • Detailed maturity assessment report on Procurement (production and non-production materials) including prioritized actions and quick wins
  • Procurement digital strategy benchmark against best practices with specific recommendations for actions, risk analysis, and quick wins
  • Transparency regarding the actual use of capacity in Procurement, gap analysis of the respective profiles and stakeholder expectations
  • Role-based target Procurement organization with a step-by-step development plan (staffing, development, reallocation)
  • Tailor-made role descriptions for use in subsequent recruiting measures
About the company:
Joint Venture Truck OEMs
(Germany & Sweden)
Development Hydrogen fuel cell systems
approx. 500Employees, strong growth
GlobalTechnologyInnovator

Case Study

Industry: Automotive

Area: Organisation

Country: Germany & USA

Duration: 12 Months

Starting Point / Assignment

  • approx. EUR 400 million Procurement spend p.a. (rapidly increasing)
  • Independent joint venture between two large truck manufacturers
  • Start of series production in 2027 and development of the North American market with local production requires far-reaching development and expansion of Procurement, particularly regarding a global organization (skills, capacities, x-functional collaboration) and digitalization

Objectives

  • Creating transparency about the maturity level of the Procurement function
  • Prioritized action plan to gradually increase the maturity level regarding competencies, x-functional cooperation, productivity/efficiency, digitalization, etc.
  • Development of target organization model (2023, 2027, 2030) for production and non-production materials Procurement incl. all role descriptions and necessary capacity (FTE sizing)
  • Detailed transformation plan for the global Procurement organization aligned with the milestones "Start of series production" and "Market entry & local production North America“
  • Review of Procurement’s digital strategy and projects including future recommendations

Approach

  • Comprehensive maturity analysis of Procurement (targetP! method) with a focus on organization and digitalization based on personal interviews (all Procurement staff and top stakeholders) as well as in-depth document and data analysis (strategies, guidelines, process descriptions, digitalization initiatives, standards for category & supplier management, order & invoice volumes, etc.).
  • S/T/O analysis to determine the actual capacity utilization of all Procurement employees as part of individual interviews
  • Workshops/interviews with IT & Procurement on the Procurement system landscape and digital strategy

Results / „Deliverables“

  • Detailed maturity assessment report on Procurement (production and non-production materials) including prioritized actions and quick wins
  • Procurement digital strategy benchmark against best practices with specific recommendations for actions, risk analysis, and quick wins
  • Transparency regarding the actual use of capacity in Procurement, gap analysis of the respective profiles and stakeholder expectations
  • Role-based target Procurement organization with a step-by-step development plan (staffing, development, reallocation)
  • Tailor-made role descriptions for use in subsequent recruiting measures
About the company:
Family Owned Business with international Footprint
Family Owned Business with international Footprint
approx. 500 Mio.Turnover
approx. 3.000 Employees
Technology & Market Leaderin Harvesting Equipment

Case Study

Industry: Agricultural Machines

Area: Transformation

Country: Germany

Duration: ~ 18 Months

Starting Point / Assignment

  • approx. 200 million Procurement volume
  • Sole focus on operational processes (clerical function)
  • Strong focus on German plants, not prepared for internationalization and cooperation, despite of having operating units in the USA and China
  • Strong growth in turnover and increased internationalization
  • Procurement’s priority: Supply security (“keep the plants running”)
  • Digitalization not actively driven

Objectives

  • Create an understanding of Procurement’s maturity level
  • Identify potential (e.g., value contribution, efficiency, compliance), through more professional category & supplier management and digital support
  • Elaborate on alternative measures to develop Procurement and create an action plan, particularly concerning process improvements
  • If necessary, determine and argue capacity requirements
  • Optimize structures to prepare for growth and improved resource utilization

Approach

  • Comprehensive maturity analysis of Procurement (targetP! method) with a focus on organization and operational improvements (personal interviews with Procurement staff and top stakeholders) as well as in-depth document and data analysis (strategies, guidelines, process descriptions, digitalization initiatives, etc.)
  • Development of a holistic transformation plan and target organization model including roles and responsibilities, stakeholder integration, etc.
  • Early involvement of employees "future conferences to build my organization“
  • Joint creation of a practicable category structure, a Procurement Vision & Strategy


Results / „Deliverables“

  • First-time definition of a Procurement strategy with aligned objectives
  • Capacity optimization through targeted personnel expansion
  • Optimized organizational model and a more rigid category structure established
  • First system reviews with digital solution providers based on a digital action plan and precise requirements
  • Design of a customized multi-year training program for all roles
  • Implementation of Category Management training with pilots
  • Development and implementation of Procurement processes
About the company:
Family Owned Business with international Footprint
Family Owned Business with international Footprint
approx. 500 Mio.Turnover
approx. 3.000 Employees
Technology & Market Leaderin Harvesting Equipment

Case Study

Industry: Agricultural Machines

Area: Transformation

Country: Germany

Duration: ~ 18 Months

Starting Point / Assignment

  • approx. 200 million Procurement volume
  • Sole focus on operational processes (clerical function)
  • Strong focus on German plants, not prepared for internationalization and cooperation, despite of having operating units in the USA and China
  • Strong growth in turnover and increased internationalization
  • Procurement’s priority: Supply security (“keep the plants running”)
  • Digitalization not actively driven

Objectives

  • Create an understanding of Procurement’s maturity level
  • Identify potential (e.g., value contribution, efficiency, compliance), through more professional category & supplier management and digital support
  • Elaborate on alternative measures to develop Procurement and create an action plan, particularly concerning process improvements
  • If necessary, determine and argue capacity requirements
  • Optimize structures to prepare for growth and improved resource utilization

Approach

  • Comprehensive maturity analysis of Procurement (targetP! method) with a focus on organization and operational improvements (personal interviews with Procurement staff and top stakeholders) as well as in-depth document and data analysis (strategies, guidelines, process descriptions, digitalization initiatives, etc.)
  • Development of a holistic transformation plan and target organization model including roles and responsibilities, stakeholder integration, etc.
  • Early involvement of employees "future conferences to build my organization“
  • Joint creation of a practicable category structure, a Procurement Vision & Strategy


Results / „Deliverables“

  • First-time definition of a Procurement strategy with aligned objectives
  • Capacity optimization through targeted personnel expansion
  • Optimized organizational model and a more rigid category structure established
  • First system reviews with digital solution providers based on a digital action plan and precise requirements
  • Design of a customized multi-year training program for all roles
  • Implementation of Category Management training with pilots
  • Development and implementation of Procurement processes
About the company:
Leading Healthcare Provider
High reputation (Top rated Medical Care)
Site: approx. 825 Mio. Turnover
approx. 1.700employees
> 80.000 Patienten/Jahr

Case Study

Industry: Health Care/Clinic

Area: Interim & Development

Country: Germany

Duration: 6 Months

Starting Point / Assignment

  • approx. EUR 60 million spend p.a., complex spend structure
  • Procurement with a strong focus on processing and operational processes, no systematic spending management
  • Significant operational problems in day-to-day business led to high costs
  • Very insecure, demotivated team due to degrading treatment and extreme micromanagement by the previous Procurement Manager
  • Non-existent digitalization of core processes and tasks
  • Extensive, sometimes paralyzing bureaucracy in general and when approving requirements such as Requisitions, Purchase Orders and Contracts
  • Lack of discipline and ethics among sales reps (back-door selling, etc.)
  • Low reputation within the hospital, especially among chief physicians

Objectives

  • Main objective: Stabilization and reactivation of a highly frustrated team
  • Stabilization of day-to-day business, also due to above-average absences
  • Better distribution of the workload among the team members
  • Creating an understanding of the actual maturity level of Procurement, identifying potential (e.g., value contribution, efficiency, compliance)
  • Elaborating alternative measures to develop Procurement, and create an action plan, particularly concerning process simplifications (approvals of Requisitions, Purchase Orders, Contracts)
  • Improving customer service quality and interaction with internal customers

Approach

  • Comprehensive maturity analysis of Procurement involving stakeholders
  • Creation and coordination of a holistic development plan
  • Open door policy and individual meetings several times a week
  • Regular visits to the hospital wards to understand the needs and build trust
  • Frequent exchange with internal customers (regular personal exchange, participatory approach: Involvement of all employees, e.g. we
  • Weekly team meetings to discuss issues, improvement ideas, and solutions to ensure full commitment and involvement in improvement projects
  • Strong involvement in day-to-day business (negotiations, sourcing)
  • Process analyses, in particular, SAP optimization options & approvals

Results / „Deliverables“

  • Team stabilized, motivation increased, absences and absenteeism reduced (CEO quote: "You calmed people down very quickly with professional empathy and got them behind you")
  • First-time definition of a Procurement strategy with agreed upon targets
  • Regular coordination with internal customers (Chief physician quote: "we talk to each other now, things run faster, we finally feel well looked after")
  • Approval and implementation of moderate staff expansion with restructuring of work areas and balancing of workload
  • Redesign of framework agreements with improved commercial conditions
  • Complete processing of unfinished order processes (backlog)
  • Simplification and definition of core Procurement processes;
  • Addition of new SAP functionalities to drive automation & workload reduction
About the company:
Leading Healthcare Provider
High reputation (Top rated Medical Care)
Site: approx. 825 Mio. Turnover
approx. 1.700employees
> 80.000 Patienten/Jahr

Case Study

Industry: Health Care/Clinic

Area: Interim & Development

Country: Germany

Duration: 6 Months

Starting Point / Assignment

  • approx. EUR 60 million spend p.a., complex spend structure
  • Procurement with a strong focus on processing and operational processes, no systematic spending management
  • Significant operational problems in day-to-day business led to high costs
  • Very insecure, demotivated team due to degrading treatment and extreme micromanagement by the previous Procurement Manager
  • Non-existent digitalization of core processes and tasks
  • Extensive, sometimes paralyzing bureaucracy in general and when approving requirements such as Requisitions, Purchase Orders and Contracts
  • Lack of discipline and ethics among sales reps (back-door selling, etc.)
  • Low reputation within the hospital, especially among chief physicians

Objectives

  • Main objective: Stabilization and reactivation of a highly frustrated team
  • Stabilization of day-to-day business, also due to above-average absences
  • Better distribution of the workload among the team members
  • Creating an understanding of the actual maturity level of Procurement, identifying potential (e.g., value contribution, efficiency, compliance)
  • Elaborating alternative measures to develop Procurement, and create an action plan, particularly concerning process simplifications (approvals of Requisitions, Purchase Orders, Contracts)
  • Improving customer service quality and interaction with internal customers

Approach

  • Comprehensive maturity analysis of Procurement involving stakeholders
  • Creation and coordination of a holistic development plan
  • Open door policy and individual meetings several times a week
  • Regular visits to the hospital wards to understand the needs and build trust
  • Frequent exchange with internal customers (regular personal exchange, participatory approach: Involvement of all employees, e.g. we
  • Weekly team meetings to discuss issues, improvement ideas, and solutions to ensure full commitment and involvement in improvement projects
  • Strong involvement in day-to-day business (negotiations, sourcing)
  • Process analyses, in particular, SAP optimization options & approvals

Results / „Deliverables“

  • Team stabilized, motivation increased, absences and absenteeism reduced (CEO quote: "You calmed people down very quickly with professional empathy and got them behind you")
  • First-time definition of a Procurement strategy with agreed upon targets
  • Regular coordination with internal customers (Chief physician quote: "we talk to each other now, things run faster, we finally feel well looked after")
  • Approval and implementation of moderate staff expansion with restructuring of work areas and balancing of workload
  • Redesign of framework agreements with improved commercial conditions
  • Complete processing of unfinished order processes (backlog)
  • Simplification and definition of core Procurement processes;
  • Addition of new SAP functionalities to drive automation & workload reduction
About the company:
Highly renowned Qatari company
approx. 825 mn.Turnover
approx. 3.500 Employees
Regional Market Leader
Shipping, Maritime Logistik & Services

Case Study

Industry: Shipping & Maritime

Area: Restructuring & Interim

Country: Qatar

Duration: ~ 12 Months

Starting Point / Assignment

  • approx. EUR 300 million Procurement spend p.a.
  • Procurement with a strong focus on processing and operational processes, no systematic spending management
  • Significant operational problems in day-to-day business led to high costs for troubleshooting, escalations, and internal conflicts with stakeholders
  • Low acceptance and appreciation of Procurement and high political pressure despite excellent company results
  • Long-term vacancy in Procurement leadership impacts performance, customer satisfaction, and insecurity and leading to high fluctuation on buyer level
  • Digitalization of core processes and tasks only marginally developed

Objectives

  • Create an understanding of the true maturity level of Procurement and gain buy-in from the Executive Board
  • Identify potential (e.g., value contribution, efficiency, compliance), through more professional category & supplier management and automation
  • Elaborate on alternative measures to develop Procurement and create an action plan, particularly concerning process simplifications
  • Improve strategic and operational reporting for the CFO
  • Implement organizational and structural optimization to improve service quality
  • After two months: additional Role as VP Ad Interim due to the dismissal of the Head of Procurement

Approach

  • Comprehensive maturity analysis of Procurement involving stakeholders
  • Creation and coordination of a holistic transformation plan with staff adjustments, digitalization, and skills requirements
  • Development of a target organization model (category management) with role descriptions, responsibilities and recruiting support
  • Highly participative approach with intensive involvement of all employees, e.g., as part of "future conferences" (for the first time in the company) and expert teams with topic champions
  • Further development of Procurement and sourcing governance, e.g., tailored Category Structure, Procurement Vision & Procurement strategy and policies

Results / „Deliverables“

  • First-time definition of a Procurement strategy with aligned objectives
  • Approval and implementation of moderate staff expansion and allocation and expansion of required skills through comprehensive training plans
  • Start of digitalization projects based on a digital action plan (Supplier Portal)
  • Implementation of a Category Management approach and process and execution of 10 category pilots to identify additional value contribution
  • Development and implementation of comprehensive Supplier Management involving a newly designed supplier qualification process (Supplier Portal)
  • Implementation of a Procurement guideline & process manual and creation of comprehensive Procurement reporting with PowerBI
  • 10-month Interim Management and stabilization of the organization
About the company:
Highly renowned Qatari company
approx. 825 mn.Turnover
approx. 3.500 Employees
Regional Market Leader
Shipping, Maritime Logistik & Services

Case Study

Industry: Shipping & Maritime

Area: Restructuring & Interim

Country: Qatar

Duration: ~ 12 Months

Starting Point / Assignment

  • approx. EUR 300 million Procurement spend p.a.
  • Procurement with a strong focus on processing and operational processes, no systematic spending management
  • Significant operational problems in day-to-day business led to high costs for troubleshooting, escalations, and internal conflicts with stakeholders
  • Low acceptance and appreciation of Procurement and high political pressure despite excellent company results
  • Long-term vacancy in Procurement leadership impacts performance, customer satisfaction, and insecurity and leading to high fluctuation on buyer level
  • Digitalization of core processes and tasks only marginally developed

Objectives

  • Create an understanding of the true maturity level of Procurement and gain buy-in from the Executive Board
  • Identify potential (e.g., value contribution, efficiency, compliance), through more professional category & supplier management and automation
  • Elaborate on alternative measures to develop Procurement and create an action plan, particularly concerning process simplifications
  • Improve strategic and operational reporting for the CFO
  • Implement organizational and structural optimization to improve service quality
  • After two months: additional Role as VP Ad Interim due to the dismissal of the Head of Procurement

Approach

  • Comprehensive maturity analysis of Procurement involving stakeholders
  • Creation and coordination of a holistic transformation plan with staff adjustments, digitalization, and skills requirements
  • Development of a target organization model (category management) with role descriptions, responsibilities and recruiting support
  • Highly participative approach with intensive involvement of all employees, e.g., as part of "future conferences" (for the first time in the company) and expert teams with topic champions
  • Further development of Procurement and sourcing governance, e.g., tailored Category Structure, Procurement Vision & Procurement strategy and policies

Results / „Deliverables“

  • First-time definition of a Procurement strategy with aligned objectives
  • Approval and implementation of moderate staff expansion and allocation and expansion of required skills through comprehensive training plans
  • Start of digitalization projects based on a digital action plan (Supplier Portal)
  • Implementation of a Category Management approach and process and execution of 10 category pilots to identify additional value contribution
  • Development and implementation of comprehensive Supplier Management involving a newly designed supplier qualification process (Supplier Portal)
  • Implementation of a Procurement guideline & process manual and creation of comprehensive Procurement reporting with PowerBI
  • 10-month Interim Management and stabilization of the organization