Case Studies

Disparate P2P processes, commercial, and internal controls. The client had non-standard buying channels with low spend visibility and supplier accountability. Additionally, the amount of paper (manual) invoices and related processing was high and was continuously growing. Finally, field personnel were dedicating large amounts of time to transaction-intensive activities.

Standing up a new Onshore Business unit that was to include best fit operating model, policies and procedures, work methods, and enabling technologies. Desire to leverage a global technology delivery model within the new business unit.

As a part of the Procurement Organization, our Client was looking to identify and understand how to generate cost savings by improving relationships with Suppliers and expanding global sourcing opportunities.

Due to disparate operational processes and technologies used across global offices outside the US and Europe, our Client was looking to understand process simplification and technology rationalization opportunities. Desire was to standardize processes aligning to a global template and then perform a vendor assessment to select an implementation partner, who would assist in the program deployment.

Client IT organizational structure and model did not provide clear transparency to employees as to how their roles and responsibilities align to their career progression, compensation plans, and training development. Misalignment was largely due to new organization positions created and changing roles and responsibilities within job families (over time).

An assessment performed by external auditors uncovered several material weakness within our Client’s business, resulting in an immediate need to review and remodel their current governance policies, procedures, systems and tools in order to address and remediate the identified weaknesses.