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“ We needed someone with deep experience in the Coupa space,” Christopher says. SCP’ s experience in mining and industrial environments was another factor:“ I think we were one of the Coupa forerunners in terms of mining, for sure,” he adds. Continuity of personnel has also been important during the multi-year engagement.“ Having experienced resources who understand both the Coupa platform, linkages with ERPs and the complexities of our business has been particularly valuable. That continuity helps us maintain the knowledge developed throughout our transformation,” says Christopher. SCP’ s global delivery model combines consistent senior ownership with local expertise where required. Regional specialists have supported workshops in different languages and markets, while key functional leads have remained responsible for the project end to end.
“ A key priority for us is maintaining a consistent global procurement model while accommodating genuine regional and operational requirements. Having the right governance and expertise in place helps us achieve that balance,” Christopher explains. That requires SCP to provide constructive feedback and guidance alongside its delivery expertise.
“ We value partners who bring the experience and confidence to challenge our thinking, recommend best practices and help us distinguish between genuine business requirements and opportunities to maintain standardisation,”
adds Christopher. Not every localisation request represents a genuine business need, making the ability to distinguish between impact and convenience important to maintaining a consistent global model.
Turning standardisation into measurable value The results extend beyond process consistency. Glencore has strengthened its procurement operating model through the development of centres of excellence, improved purchase requisition cycle times and greater visibility into contract and sourcing savings. Dedicated KPIs help measure performance, identify opportunities
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