This project was performed at the local offices of a major foreign energy supplier. Local activities were newly established and no central procurement function existed within the organisation. Procurement issues were handled in a decentralised way by the different business units, no procedures existed and hence no effective controls were performed.
The project included a definition of procedures and an organisational structure for central procurement. In a second phase, the procedures and organisation set-up were implemented by giving training to people, setting up SAP to produce RFO’s/PO’s and by developing reports on the procurement flow and adherence to the developed procedures.
Apart from the implementation of the 'transactional' procurement process, also a 'strategic sourcing process' was set up and implemented. This included the creation of RFI/RFQ templates and supplier evaluation forms. An annual procurement plan for 2008 has been developed and a 'central procurement vision and mission' was created.
At this client, sales order entry was performed by a centralised team receiving all sales orders from local customer services. Next to the responsibility of shipping goods to customers/distributors and local stocks the team was responsible for inventory management of local stocks including monthly stock reconciliation based on cycle counts.
Process knowledge was lost because the sales order entry team moved from Belgium to Switzerland. Complete and correct order processing could not be guaranteed due to missing controls and tools. Monthly stock reconciliation was no longer guaranteed due to inadequate procedures.
Four Deloitte employees were integrated into the sales order entry team with the goal of quickly acquiring operations knowledge. They then helped to stabilise order processing, improve processes and transfer knowledge to newly-hired employees. In order to guarantee complete and correct order processing, a portal solution was developed replacing the common mailbox system, allowing the measurement/control/tracking of incoming orders. A stock reconciliation process was designed and implemented resulting in increased visibility/accuracy of stock levels.