# 🌬️ Unlocking Procurement Performance ### 🧩 **Challenge:** An energy company accelerating its renewables portfolio, was rapidly growing a **£51M offshore wind business** unit (OFW). As the pace of business increased, the 9 teams of the procurement function (4 project support teams, 4 specialist teams, and 1 business excellence team) were suffering rising work complexity. This was being compounded by poor task visibility and limited coordination, which was and delaying decisions, and risked derailing timelines and undermining value delivery. - 85% of procurement work was deemed *urgent*; - >50% of work started was *abandoned*; - 2/3 report work was '*pushed*' into the system, rather than waiting for available capacity to 'pull' it; - >90% of work was *dependent on other teams* being engaged, but only 20% of work was consistently planned together. - Governance and innovation were out of step with 80% of interviewees saying they '*sometimes follow the processes*'. The OFW procurement teams were becoming increasingly overburdened. ### 🔧 **Approach:** Applying the [[Uncertainty Management]] methodology we began by gathering data across the department to establish a current situational awareness. We consulted with the client teams to analyse their data, developed some options and co-created a plan for improving business performance. We rolled out a function-wide programme of education in new ways of working, supported by coaching to integrate the practices, and mentoring to transfer skills to the procurement excellence team, for them to embed and sustain the change. The role of Lean-Agile was to visualise the work and support data-informed decisions: - Work was only pulled by the teams when capacity existed to do the work; - A triage process was introduced to manage requests for new work; - Renewed focus came from the ability to target the high-value work; - And reducing work abandonment saved operating costs; ### 🚀 **Result:** We improved bid efficiency by 5%—equivalent to **£2.25M**—and unlocked **£2.28M/day** of revenue as procurement improved the flow of the investment pipeline. The team became more data-informed, and stakeholders had a new level of confidence in delivery forecasting and trade-off decisions. Reduced work lead times led to more capacity for work without scaling the teams, and operating costs were lowered. And visualised work led to higher quality operational decisions. ### **Reflection:** This project reinforced that **delivery is a service to decision-making**. We focused on flow, trust, and transparency to create clarity where there was once uncertainty, and that enabled real value to be unlocked. --- # Client Experiences > [!Quote] Procurement Reporting Lead, Offshore Wind (Energy - Renewables) > *Andy and I worked together to rollout the Kanban methodology utilising business maps across the part of the organisation I support. I originally approached the team seeking support to build a board but was soon guided on the wider workings and opportunities of this agile method. Through Andy’s guidance and patience, we have been able to implement a way of working that has allowed our function better collaboration and efficiency due to wider visibility across the various sub teams.* > > *Andy’s comes with a wealth of experience that has made this journey seamless. He has coached me to understand and listen whilst taking a step back allowing me to see the bigger picture/opportunities available. He is quick to understand the challenges faced and then presented a number of possible solutions whilst allowing the time for me to grow and experiment. He is always available and has been a real asset on our Kanban journey.* > > *I would recommend Andy to any team as he is a key asset to success. He is open and honest and will always aim to guide whilst presenting a number of options but giving you the space to reach the ultimate solution.* # Tags / Links - Industry: #energy-renewables - Practices developed: - Service offerings: - Problem statements: - Playbook items used: - Related case studies: # Questions? ![[includes-calltoaction-plain]] # 🤝 Want to stay in touch? ![[includes-footer-substack]] %% # Resources - Murals: - [2023-09-05 Finance & Procurement Integration](https://app.mural.co/t/daringfutures7234/m/daringfutures7234/1719392223645/34fdd3dadb1536f72b85b20c8f9c2e0233374c44) - Survey Results - for OFW Procurement Team - Next Steps - Transformation Strategy - Hypotheses Statements - Pitch Deck - 5 Thieves of Time - [OFW Procurement - Portfolio Board Design](https://app.mural.co/t/daringfutures7234/m/daringfutures7234/1719392334685/76e25a20a35c26c58adfad8c26180accf27f69d0) - Portfolio Kanban - An Enterprise of Kanban Systems - OFW Procurement - Delivery Feedback Loops - OFW Kanbanize Pilot Board Integration - Dec 2023 - Procurement LT Update - Dec 2023 - Procurement LT Update (source data) - [OFW Procurement - Work Planning](https://app.mural.co/t/daringfutures7234/m/daringfutures7234/1719392284474/2692994c2824ae914a9017c77077ff093f49c558) - 2023 Discovery & Mobilisation - 2024 Work Planning - Coaching Team Service Delivery - KMM Practice Map - Roadmap for Procurement Interventions - 🌟 Value Stream Mapping - Meeting 2024-02-07 - Foundations Procurement & Engineering - [Case Study - Excellence Journey](https://app.mural.co/t/daringfutures7234/m/daringfutures7234/1709374755942/7c227a7d823975344fc590836f874fc67cfdad28) - Flow data %%