A purchasing organization supporting several business units within a global automotive company aimed to re-position itself as a strategic function able to influence and advise senior stakeholders on purchasing matters rather than working reactively as an administrative function.
Making this step would require the development of new competences, a shift in the mindset of key staff members, as well as a different approach to managing relationships with stakeholders within each business unit.
The organization was working from five global locations with purchasing competence in three specific business lines, each of which was managed somewhat independently. As part of the change the organization aimed to identify and leverage synergies between the business lines to achieve greater alignment in their global approach.
SPConsulting worked with the client, formulating a set of clear objectives, establishing both existing as well as needed capabilities and ways of working and then designing a change program to address gaps.
Once developed the program was rolled-out in three phases over a period of 18 months. The first phase, executed as a set of interactive workshops focused on the creation of new capabilities required by the organization as a whole. The second phase, focused on implementation, was designed by SPConsulting to be executed by the client staff members themselves.
The associated activities were instrumental in creating ownership and the immediate integration of new capabilities into existing workflows. The final phase then addressed detailed challenges that were specific to each business line at which point the program was divided into three parallel deployment streams.