Business Services
Procurement Transformation
This engagement supported a FTSE-listed services organisation undergoing procurement centralisation, helping accelerate value delivery, strengthen governance, and reposition procurement as a service-led, commercially rigorous function.
Problem
A Centralised Function Struggling To Deliver At Pace
Despite recent centralisation, procurement remained reactive and fragmented. Commercial discipline was inconsistent, maverick spend persisted, and operational noise slowed delivery. A stretching £27.3m value target had been set for the business plan year, but the function lacked a credible delivery plan and operating rhythm to achieve it.
Goal
Deliver A Step-Change In Procurement Value And Credibility
The objective was to reposition procurement as a proactive, service-led value engine within 12 months. This included strengthening governance, improving internal customer experience, and creating a transparent, achievable plan to deliver committed value targets.
Solution
Design And Deliver A Pragmatic Transformation Programme
Condor partnered closely with the new Chief Procurement Officer to design and deliver a comprehensive transformation programme. The focus was on operating model clarity, governance, capability uplift, supplier management, and disciplined value delivery, executed shoulder-to-shoulder with the internal team.
Efficient Resolution
Condor was engaged to move procurement from ambition to execution. We created structure, introduced a disciplined delivery cadence, and built confidence with the executive team through transparent planning and performance management.
Phase 1
We worked with procurement leadership to clarify purpose, priorities, and expectations. Immediate actions were taken to improve spend control, compliance, and stakeholder engagement, stabilising performance while transformation was mobilised.
Phase 2
Build The Operating Model And Delivery Plan
A forward-looking operating model was developed, supported by clearer governance, improved demand management, and strengthened supplier engagement. A credible delivery plan was created to integrate run-rate savings, new initiatives, and tail-spend opportunities against the business plan target.
Phase 3
Embed And Execute
The programme was delivered in close collaboration with internal teams and other partners, ensuring ownership and sustainability. Performance tracking, service metrics, and stakeholder feedback loops were embedded to support continuous improvement.
Result
Success Achieved, Goals Met
Within the first year, procurement established a structured, transparent value pipeline aligned to the £27.3m business plan target.
Commercial discipline improved, uncontrolled spend was reduced, and internal customer confidence strengthened. The function shifted to a more proactive, service-led operating rhythm, providing a credible platform for top-quartile performance.