transformations · supply chain & procurement · 2008–2018
Organizational transformations
Between 2008 and 2018 I rebuilt the supply chain and procurement organizations of three companies: Clorox, ENAP and Archer DLS. Each followed the same sequence: diagnose, redesign, execute.
The sequence
Diagnosemeasure the current state
spend analysistransactional analysissystemsproceduresmaturitypeoplestructure
Redesigndefine the target organization
structurecategory managementproceduressystems and technologyKPIs and dashboard
Executeimplement
organization deliverychange managementsystems implementationprocedures live
Before and after
the same shifts across all three organizationsBeforeAfter
Focustransactional focus→strategic sourcing
Volumehigh transaction load→reduced transactional tail
Performanceno KPIs, no reporting→KPIs and dashboard
Rolesblurred roles, cross-reporting→clear roles and responsibilities
Systemssystems underused→integrated systems · ERP blanket orders · MRP · WMS
Proceduresnon-standard procedures, weak control→defined procedures, approval matrix
Contractslow contract coverage→spend under contract, framework agreements
Clorox
south latam · 2008–11
- USD 150M spend
- 4 countries
ENAP
upstream · 2011–13
- USD 250M spend
- 3 countries
Archer DLS
latam · 2013–18
- USD 300M spend
- 3 countries