SUPPLY CHAIN
Carroll explains : “ I implemented a small , two person central procurement excellence team . I recruited them from the external marketplace and the value delivered by these roles is to have a consistent backbone of policies and processes around the world . They all have the same look and feel but there are variations depending on the operating environment in different regions .
“ Initially , my view was to have true category management led by global experts rolled out into each of the regions to leverage our spend in some key global categories . I recruited a mix of people into five global category roles and they covered our big spend areas .
“ We changed our direction in response to the fact that our business struggles to globally consolidate around a single supplier in any category due to the amount of change that that would need , and there are few suppliers that have our geographical spread .
“ Where we have managed to consolidate on a single supplier is in our global fuel category , where we have partnered with Shell in all of the regions in which they operate . We took more of a supplierled reengagement / negotiations / competition programme based around groups of categories .”
“ The Regional Procurement teams have developed their integration with local businesses to the point where they are helping business development and sales teams to win new business . Not only are they working on new bids but they are also working with the sales teams to help them understand what procurement folks in their customers want and how those procurement teams think .”
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