Me and Project Procurement Management

▲ 𝟭𝟎𝟎+ projects located worldwide (1- 60millions worth each)

▲ 𝐙𝐞𝐫𝟎 failed from costs & delivery management perspectives

▲ Consistent tangible and intangible savings achieved, per project, per year:

--- An example, 𝟮-million’ savings achieved for a 𝟭𝟎 million project

▲ Contributed to making the impossible possible times

--- 𝟮 lobster meals 🤗

▲ ‘a hidden weapon’ for the company🤺😸…

The above were some of the figures achieved with the teams when working at BCS/Daifuku.

When I applied to work with BCS nine years ago, I was curious about how the sortation systems worked that led to the distribution of parcels to households. Also was attracted by the yellow vests - the down-to-earth spirit from some company photos.

For the knowledge and people, the space and growth, and the awards received :-), I'm deeply grateful to the company for this chapter of life!

Project Procurement, it’s more of an encapsulated supply chain task, with specific targets: timelines, budgets, scope and stakeholders.

To eventually achieve the final deliveries, one need to bear these targets in mind, also knowing

⋅ What resources are available, and what are short

⋅ How to solve the shortages

⋅ What are the critical items

⋅ How to communicate and collaborate effectively

⋅ How to support solidly the inner clients, the PMs, SMs, the management and the team

Regarding resources, everything related can be positive ones or opportunities: inventory, suppliers, warehouses, forwarders, the project team itself, engineering & engineers and even clients.

Yet all these could become sources of challenges too.😀

So having that clear vision, being able to leverage, anticipate and work with the team to solve things all the way through consistently is the key.

Every project’s situation is different.

Actively following the dynamics of a project, really understanding an issue then working out the solutions is an integral imperative for a project’s Procurement Lead, to ensure smooth SC progress until the end.

I heard of many supply chain issues happening to various projects along my career years.

One of them was, for a project with several phases, parts for these phases were delivered in a mixed way. This caused difficulties and delays for the site installation team, as well as a waste of materials. Converted to $$, it’s not a small one, not to say the risk of defaulting on the handover.

Such unnecessary costs and risks are avoidable and could be managed preemptively, as proved by an actual case I handled later on.

📍People who are interested to know ‘how’, pls drop me a msg.

We hope to assist in getting the critical projects across and spread good practices, not only for individual projects but also for integrated supply chain setups.

We are knocking at some doors.

In case we miss out on you, pls feel free to reach out. 🤝