Establishment and running of PMO to support internal stakeholders in Australia, Mongolia, UK, and the USA. Leadership of the competitive tender process and negotiation of the Heavy Mobile Equipment (HME) Haul Truck Fleet for and on behalf of a Tier One (Copper / Gold) Project transitioning to Operations.

The Process involved the commercial leadership and execution of the Strategic Sourcing Process supporting the fleet’s acquisition and leadership of the negotiation process for the commercial and legal streams of the Supplier engagement.

The outcome was the successful acquisition of the fleet within the required lead times for operational commencement and the agreed commercial mandate.

This project involved significant logistic challenges in the absence of port access and climate challenges to be addressed in the delivery and implementation period.

Establishment and running of PMO to support internal stakeholders in Australia, Mongolia, UK, China and Canada.

Negotiations with internal and external stakeholders, daily reporting to steering committee, ongoing risk assessment and stakeholder communications.

The outcome was a safe and successful reduction in the workforce. All cost targets were achieved.

This project involved significant change management and change leadership across both internal and external stakeholders.

Establishment and running of PMO to support internal stakeholders in Guinea, France, UK, China, USA and Australia.

Negotiations with internal and external stakeholders, development and active tracking of work streams, daily reporting to Governance Committee, ongoing risk assessment and stakeholder communications.

The outcome was a safe and successful reduction (over 90%) in the project workforce. All cost targets were achieved.

This project involved significant change management and change leadership across both internal and external stakeholders.

Lead consultant providing commercial strategy, negotiation facilitation, training of delivery team, coaching and mentoring of negotiation leads through implementation phase for community resettlement program.

Lead consultant providing engagement, training and negotiation facilitated services for highly complex, multi-party land access and relocation program (inclusive of livelihood impact considerations). The project brief spanned environmental, social, regulatory and community, was highly emotive and prominent in the media. This resulted in a high degree of implementation complexity requiring strong project management capability aligning the delivery of multiple inter-related work streams. 

The outcome resulted in successful relocation of multiple families and SME’s providing improved conditions and ongoing commercial opportunities.

Lead consultants providing commercial strategy and negotiation advisory services, inclusive of strategy development, stakeholder engagement, negotiation training and coaching (skills transfer to local team), approval process support and implementation planning and execution.

From a deadlocked position prior to our involvement, the revised strategy resulted in a commercial transaction being concluded within the approved spend limits and timeline.

Provided Negotiation Training and acted as Lead Negotiation Strategist for the implementation of a permanent night shift at multiple South African Coal Mines. This included negotiation strategy and engagement development as well as communications and advice to Executives and Representatives for each engagement with Union delegates. This ensured appropriate and consistent messaging and communications. 

The outcome was a successful transition and implementation within both the mandated timelines and financial parameters. 

Provision of Negotiation training for the HR Team responsible for EBA re-negotiation with Unions on behalf of the organisation.

The Program leadership that was provided included the stakeholder engagement and management of the General Manager Operations roles for the Business Units impacted by the EBA re-negotiation, and support for alignment and determination of a single definition of what success looks like for the business.

The EBA was renegotiated within the nominated (3 month) timeline and within the business’ mandated position.

Lead consultants for negotiation of major shipping contract conducted via a competitive tender process.

Our role included negotiation process facilitation, strategy review, team coaching, activity timeline management and participation in supplier negotiations.

The project was delivered on time and with optimised general terms and conditions and improved commercial outcomes.

Development of a Procurement Framework spanning the Plan, Buy, Implement and Manage phases of the sourcing lifecycle.

The services provided were inclusive of the development of tools and templates to support functional procurement activity.

Engagement plans and change management processes were developed, as well as the implementation of governance protocols and staged milestones.

The implementation process was supported by training of the teams to ensure successful adoption. The outcome was the successful introduction of a formal process to support non-stock procurement category outcomes.

Development and implementation of a streamlined Strategic Sourcing Process across the continuum of Source, Buy and Deliver. The training program was designed to facilitate the organisational objective to increase savings relative to traditional sourcing approaches and to significantly reduce sourcing cycle time.

The program leadership provided also involved the development of tools and templates to support the Strategic Sourcing Process Framework’s implementation and ensure consistency of application within the business.

Services included Strategic Sourcing leadership, RFP development and execution for outsourcing of Data Centre Services. Engagement with 20 plus suppliers in a Request for Information process followed by a competitive tender with 6 shortlisted providers.

Scope included communications development for Steerco and Board approval processes and change management advisory services to support the transition from inhouse to external service provision. Advisory services extended to include recommendation to award process and contract development.

Introduction of Supplier Relationship Management guidelines and principles were established to facilitate a partnering model.

Due to the sensitivities and high level of changes encompassed in this project, the engagement spanned a 12 month period across the planning, development and execution phases.

Leadership of the training needs analysis, training development and execution for implementation of a P2P process optimisation program was provided, supporting the introduction of an e-Catalogue.

The outcome was a successful and streamlined transition from manual order processing to e-Catalogue cut over. Through effective training support aligned to end user requirements, the e-Catalogue adoption and transition process was seamlessly executed, without disruption or delays.

Other services provided included leading the training development and execution of an annual Procurement Governance and compliance accreditation framework and process. This resulted in a single consolidated process to manage and monitor procurement governance and compliance training across the Supply function.

The outcome resulted in significant improvement in local content spend concentration and the development of a micro lending program and supplier development centres, enabling increased participation.

Lead strategist in a review of the end to end Supply Chain function (people, processes, systems) to identify opportunities to improve efficiency, effectiveness and reduce total cost of function.

The Supply Chain Optimisation program delivered the following results:

• Supply Chain function costs reduced by >10% year on year;
• Transactional efficiency of Purchasing team increased through implementation of process improvements and minor systems enhancements; 
• Deployment of enhanced end user tools to enable more streamlined process and improved governance for the procurement of goods and services;
• Contract Management guidelines and training program for Company Representatives implemented to improve governance, increase value delivery and supplier performance;
• Upgrades to the management reporting, providing visibility to facilitate proactive actions and mitigate risks.

Services included a strategic spend analysis encompassing spend categorisation and segmentation to provide visibility around expenditure optimisation opportunities.

This process highlighted opportunities for consolidation and renegotiation, leveraging the total spend to determine commercial priorities. It provided a platform against which a successful strategic sourcing program was developed.

Based on spend analysis outcomes, the provision of services to lead a Strategic Sourcing process has been undertaken.

This program has to date identified and delivered savings between 18-40% of historic spend in target areas.

Implementation of a Global Account Management Model delivering the following:

• Consistent (reduced) pricing
• Improved payment terms
• Improved TCO via Six Sigma Tyre Performance & other efficiency projects
• Improved alignment between Operations & Supply Chain
• Improved scheduling of deliveries and inventory management
• Improved visibility and accuracy of Group Forecasting utilising a standard methodology
• Introduction of Group wide collaborative forums to share leading practices
• New products introduced as a result of successful trials
• Continuity of Supply
• Enhanced supplier relationships & mutual benefits

Implementation of a Global Account Management Model delivering the following:

• Application of consistent (reduced) pricing
• Consistent business T&C’s on non-supplier paper
• Introduction of cost down initiatives
• Improved alignment between Operations & Supply Chain
• Improved Group-wide forecasting and flexibility
• Introduction of Group wide collaborative forums to share leading practices
• New products introduced as a result of successful trials
• Continuity of Supply
• Improved blast performance & fragmentation
• Improved training of D&B Specialists
• Enhanced supplier relationships & mutual benefits