CLIENT

The client is a leading North American energy infrastructure company with annual revenues of approximately $47 billion and more than 16,000 employees. The organization operates North America’s longest and most complex liquids transportation system, transports approximately 20% of the natural gas consumed in the U.S., and operates North America’s largest natural gas utility by volume. Its diversified energy portfolio also includes renewable power generation.

CHALLENGE

The client was undertaking a significant procurement transformation, establishing a centralized Shared Services Center and a continuous improvement framework to create a more efficient, scalable, and consistent procurement operating model. The new organization needed to reduce labor and infrastructure costs, simplify transactional processing, strengthen adherence to contractual pricing and procedures, and deliver scalable end-to-end procurement services. Success required not only establishing the new operating model, but also preparing stakeholders across the organization to understand, engage with, and effectively transition to new roles, processes, and ways of working.

APPROACH

• Designed and executed an organizational change management strategy to support the transition to the new Procurement Shared Services operating model.

• Established ongoing stakeholder engagement and dialogue across the organization to build awareness, understanding, and support for the transformation.

• Developed an ongoing education program to help internal customers understand the new organization, processes, service model, and how to effectively engage with the Shared Services Center.

• Developed and executed a targeted training strategy to equip team members with the knowledge and skills required to successfully operate within the new model.

• Created and delivered an awareness program to build cross-functional understanding of the reorganized procurement function, including new roles, responsibilities, and ways of working.

• Planned and facilitated the official launch of the Procurement Shared Services Center, reinforcing organizational readiness and supporting the transition to the new operating model.

RESULTS

• Increased stakeholder awareness, engagement, and understanding of the new Procurement Shared Services operating model.

• Improved transactional efficiency through more standardized and streamlined procurement processes.

• Reduced labor and infrastructure costs through consolidation and a more efficient service delivery model.

• Strengthened controls, governance, and consistency across procurement processes and transactions.

• Established a scalable shared services model designed to support evolving business requirements and future growth.

• Embedded a continuous improvement mindset and framework to drive ongoing operational performance.