PROJECT EXAMPLES
COST SAVING – NUMEROUS
PROJECTS
Conducted detailed reviews of the companies spends profile and met with the relevant internal stakeholders to determine specific operational issues and requirements. Once completed, we prepared the appropriate tender documents and went to market. Objective is to measure the incumbent supplier against alternate suppliers.
DELIVERABLES
All results were tabulated for cost comparison (financial and service/quality) and validated against the specified standards. All projects achieved (or identified) cost saving opportunities but some key contracts required significant change management before the cost savings could be achieved.
INVENTORY –
NUMEROUS
PROJECTS
full analysis of the company’s inventory holding (Consumables, Spare parts and Rotables) across all warehouse locations to determine the what, where and how long it has been held (ensure that the book valuation reflects the lower of Cost or Market Valuation).
​
DELIVERABLES
Once identified, developed the strategy to return all usable surplus stock to the key Distribution Centre (for use by other sites), expense all damaged or project specific stock and revaluation of inventory as per the market valuation. The remaining stock flagged for disposal with provisions made for the write down of all obsolescence's.
WAREHOUSE REVIEW
PROJECT BRIEF
The company was holding excessive stock lines (~8,500 lines).
​
PROJECT SCOPE
Review the items being held and develop alternate processes to reduce the inventory holding and processing costs.
​
DELIVERABLE
Contractual reviews with existing and new suppliers resulted in their logistics changing from in-house to supplier direct. This reduced inventory lines to ~4,000 and allowed the company to reallocate resources to other areas.
ACCOUNTS PAYABLE TRANSFORMATION
PROJECT BRIEF
Reduce the degree of manual intervention by the Accounts Payable (AP) function in the processing of supplier invoices.
​
PROJECT SCOPE
Full transformation of the AP process by introducing an invoice scanning and routing solution. This new process used Optical Character Recognition (OCR) technology to scan the invoice and match the data to the companies Enterprise Resource Planning (ERP) system to determine the end approver. The system then routed the invoice image to the identified approver to approve, request credit or on-forward to another approver. AP retained full visibility of the invoice status and if not actioned within the prescribed time-line, would contact the approver to action.
​
DELIVERABLE
The company doubled its revenue without increasing the AP team members and eliminated the need to archive paper invoices (~240,000 p.a.)
CORPORATE CREDIT CARDS
PROJECT BRIEF
Implemented a series of card-based solutions to address low value purchases (petty cash/purchasing-card) and expenses related to Travel and Entertainment (T&E).
​
PROJECT SCOPE
Two card solutions were used to deliver this project. Credit cards were rolled
out for the purchasing card and T&E function and managed via an expense management tool set. The petty cash solution was managed via a debit card solution that allowed AP to load or discharge the funds on the cards via a desk top application. These cards could be used in Australia and internationally to transact EFTPOS or cash out at the local ATM with all transactions reconciled via an on-line expense management platform.
​
DELIVERABLE
The result was a streamlined purchasing platform that addressed low value purchases (eliminating petty cash) and travel expenses within a fully controlled
and audited system.
TELECOMS
EXPENSE MANAGEMENT
PROJECT BRIEF
The companies telecommunication expenses were increasing, and it did not have the ability to track and manage these expenses.
​
PROJECT SCOPE
To introduce a single expense management system to manage the Groups voice and data chargers. Previously these were processed by Accounts Payable on a service provider by service provider basis. The process was cumbersome and any delay in invoice approval by one of numerous cost centers could impact the service across the Group.
​
DELIVERABLE
Introduced a new telco expense management system that collated and identified the user and the associated expenses incurred.