Purchasing – organizational realignment
Organizational realignment of the process for purchasing transport logistics services in an energy supply group
Abstract
By taking a top-down approach with subsequent detailing and initiation of optimization measures, an increase in the efficiency of the transport logistics process was made possible.
Initial situation and problem definition
Freight purchasing consolidated in accordance with company-wide savings program without further evaluation of processes
Performance of previous tasks no longer entirely possible, criticism from other divisions of the company
Managers demand more responsibility and initiative from employees
Complion takes over when the project is already underway
Objectives, project scope and benefits
Positioning of the division as a strategic purchasing department
Conception of the future departmental structure including resourcing requirements
Identification of savings potentials and reduction of process cycle times
Improvement to the work culture by anchoring process and decision-making competence and through inclusion of employee initiatives
Procedure
Analysis of the project’s progress so far, then elaboration of the measures
Analysis of procurement volumes, cost structure and activities
Analysis and optimization of core purchasing processes
Definition of the department’s target image, then use this to show the need for change in the process model
Results achieved and outlook
Positioning of transport logistics as strategic purchasing management department and outsourcing of operational activities to other company departments
Savings potential: approx. 75,000 Euros
Reduction of the process cycle time in the core purchasing process by approx. 20%.
Alignment of the new model with company divisions and determination of resource requirements (FTE)
Outlook: Implementation of further organizational changes