Turn procurement disorder into a sleek, unified function
Buying a global industrial power provider was a big step forward for this organization but amalgamating the two procurement operations was a complex task. The new entity's diffuse and disparate technology architecture had to serve seven core lines of business in 45 countries. More than a dozen enterprise resource planning (ERP) systems were in play, each with dozens more applications deployed in different locations. As a result, there was no single source of truth for procurement data and almost no visibility into key business metrics.
The company's procurement processes, which had gaps, disconnected systems, and a proliferation of tools, were literally all over the map. This lack of standardization made it difficult to consolidate work and created too many manual touch points. Roles and responsibilities differed from one location to the next, which made it difficult to track orders and material deliveries or to prioritize critical requests, and these inefficiencies often resulted in late payments.