The client for the interim mandate was a global retail company. The interim manager took on two successive roles in the central TMO (Transformation Management Office) as part of a program to transform the global IT system landscape. The program, which is currently still being implemented, is currently one of the largest digital adaptation projects worldwide and is characterized by a very high level of complexity. This makes reliable processes in supplier management and the project portfolio all the more important.
From supplier management to evaluation of project applications
The following tasks were defined for the start-up phase of the program:
- Development of a supplier management concept
- Definition of a catalog of measures to implement the concept
- Further development of existing concepts and structures for program management
In the implementation phase of the program, the interim manager assumed responsibility for:
- Developing and implementing a concept for analyzing the project portfolio
- Identifying and implementing potential improvements to the process for project portfolio management
- Evaluating incoming project applications
As part of the program, all functional areas of the company (including the entire value chain) in all countries are to be supported by standard software solutions.
Due to the long duration of the program, a large number of parallel project applications relevant to the program had to be evaluated and brought to a decision. It was also necessary to keep an eye on the parallel projects running worldwide at all times (monitoring).
Concept and templates from request for proposal to management reporting
The interim manager first defined a request for proposal (RfP) process and the necessary templates. In addition, he developed concepts for contract management, supplier relationship management, supplier performance measurement and supplier risk management in cooperation with the respective managers and teams.
The process and templates were adapted to evaluate the project proposals received in parallel. The interim manager established a method for monitoring the parallel projects and also defined the management reporting.
Project proposals evaluated for a large number of major projects
During the course of the mandate, the interim manager ensured the quality of all tenders and evaluated all offers with regard to the aspects relevant to supplier management. He also prepared project proposals for many major projects ready for decision by top management. The result: all defined templates and processes in both areas were successfully implemented.
