operating and partnering models , in addition to its capability , environment , supplier relationships and team engagement .
“ The executive leadership team supported and sponsored the new procurement model , which in turn aligned with the wider organisation . Policies were overhauled and embedded ,” Townsend says of the process .
“ We defined new practices and found a way to drive end-to-end procurement engagement in a different way . Success was essentially enabled through an innovative business partnering model that built on business partnering with functional teams .”
“ To drive the strategic agenda and leverage sustainable growth opportunities , we put in place collaborative , crossfunctional teams that identified a pipeline of prospective partnerships and entrepreneurship . Furthermore , this was supported by a group-wide Procurement Efficiency Programme enabling the wider ‘ Total Cost Management ’ programme .
“ We ensured that this landed within the respective budgets by making those necessary adjustments and , similarly , we made some significant balance sheet improvements that we tracked to validate cash release as we executed on each of our initiatives .”
The Procurement Efficiency Programme was formed in collaboration with these crossfunctional teams and has since delivered approximately 600 initiatives each year .
“ Delivery of these outcomes rested on the capability transformation within
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