How an unused sourcing tool became a central part of the business process

The customer's challenge

The sourcing tool had been implemented in the past, but was hardly used due to a lack of user-friendliness, unclear processes and limited engagement from the organisation. Many reverted to manual methods or alternative solutions, reducing both the efficiency and the usefulness of the system. In addition, there was no clear model for training, support or governance of the system.

System before

Before the project, the uptake of the sourcing tool was low, with many preferring manual or more ad hoc purchasing methods. There was limited understanding of the purpose and potential of the tool, while procurement processes and responsibilities were unclear. In addition, there was a lack of structured training, support and governance, which meant that co-operation between IT, procurement and the business remained weak.

To ensure that the investment would indeed create long-term value, an improvement initiative was launched. The aim was to optimise the tool's functionality, increase its user-friendliness and usability, and introduce a sustainable model for support and maintenance.

Solution

To address the identified challenges, we worked along several key areas:

• User engagement and needs analysis - Interviews and workshops with users and stakeholders to identify challenges and areas for improvement.

• System improvements  - Together with the supplier, functionality, interfaces and workflows were customised to be more user-friendly.

• Education and communication - Customised training packages for different user groups and ongoing communication efforts, such as Q&A sessions and regular updates to build engagement.

• Support and maintenance model - A long-term model for governance, internal support and system maintenance was developed before handover to the line organisation.

• Change management - Clear messages on why, how and what to change. Line managers were engaged as change ambassadors to support their teams.

Result

The project resulted in clear improvements both in the use of the system and in how it is perceived within the organisation:

• Significantly increased use of the system and reduced manual purchasing.

• Improved adherence to processes, better data quality and traceability.

• More satisfied users and shorter induction time for newcomers.

• Strengthened co-operation between IT, procurement and operations.

• An established model for support and maintenance that ensures long-term value.

• The system is now seen as an integral and valuable part of the purchasing process.

Conclusions

This project clearly shows how the combination of good change management and structured project management can turn an unused sourcing tool into a core part of the business. By involving users early on, starting from their needs and linking technology to everyday work processes, a change was created that improved both the system and how people work with it.

Our strength in the project was to be able to connect strategy, systems and people - and translate business needs into concrete improvements that are understood, accepted and used throughout the organisation.