Multinational Manufacturer Digitizes Supply Chain with Process Design Expert

About the Client 

Leaving a Lasting Mark  

As one of the largest private companies in the world, this consumer goods manufacturing company is driven to leave a lasting impression on its customers. It strives to create sustainable and healthy foods that bring joy and memories. And every day, it challenges its employees to transform how it does business to continue delivering value to its customers worldwide. 

The Situation

Optimizing Supplier Performance and Relationship Management Process

The past two years have wreaked havoc on supply chains worldwide. As a company with a global presence, this consumer goods manufacturing company was no different. Knowing it had to improve, the company underwent a supplier performance and relationship management (SPRM) process revamp. 

To accomplish that goal, the company wanted to create a unified and advanced SPRM process that applies to all segments and regions, which would then be digitalized and adopted across all product categories. 

Because the company wanted to complete this initiative in six weeks, finding an expert that could help lead the initiative was imperative. Rather than spend the time to find and onboard a full-time employee, the company wanted to explore another route: on-demand talent acquisition.

The Solution

Exploring On-Demand Talent Acquisition

Looking for an on-demand talent acquisition solution, the consumer goods manufacturing company heard about Graphite. After learning more about the platform, how it works, and how quickly it could find talent, the company reached out to an Account Executive (AE) to learn more. 

Once connected, the AE  showcased how to use the platform to track hours, pay experts, and communicate with them via the messaging app and video conferencing room. Excited by the prospect of finding an expert within 24-48 hours, the company moved on to the next phase: scoping the project. 

In the subsequent meeting, the company provided a more detailed list of the qualities they were looking for in the expert, such as previous experience: 

  • Standing up supplier relationship management programs
  • Creating the structure and governance model for the program
  • Qualifying suppliers, segmenting suppliers, and implementing ongoing engagement cadences
  • Developing and tracking KPIs
  • Implementing mechanisms to ensure supplier performance
  • Management consulting firm experience in this space

After collecting these requirements and the scope of work, the AE used their knowledge of the network to present the best five candidates out of 16 that matched the company's criteria. The company moved forward, using Graphite's in-app messaging tools to communicate and interview the experts. 

Of the five candidates interviewed, the company selected a recognized leader with prior experience working at reputable companies like Deloitte, PwC, and Citigroup

The Results

An SPRM Process Aligned to Future Needs 

A level-setting meeting was conducted between the AE, the company, and the expert to ensure project scope alignment. Once the expert and the company agreed, the expert went through the onboarding process to learn more about the company, get any passwords or additional documentation they would need, meet the team they would be working with, and more. 

With the onboarding process complete, the expert set out to conduct a current state assessment, process gap assessment, and SPRM process map, which included the future state and best practices. 

The company reviewed the future state and findings from the initial phase and decided to move forward with the expert's suggestions. Excited to move forward with the next phase, the expert developed an SPRM playbook, scorecards, category KPIs, and a manual KPI data collection process. They also defined the collaboration workflows aimed at driving conversions with suppliers. 

To ensure that the new SPRM process was set up for success, the expert also defined the operating model requirements, including training materials for a pilot launch. In doing so, the company and the expert could identify areas of improvement that would facilitate organization-wide adoption of the new SPRM process. 

By the end of the six weeks, the company was able to put into practice the new SPRM process. The company was pleased with the expert's work and would consider working with them on future projects. Likewise, the expert agreed with the company's sentiment and was appreciative of the opportunity of working with an organization of that size and magnitude