Strategic Procurement –Sydney Trains Transformation – building high performing teams 1 Commercial in Confidence Agenda • SNAPSHOT Sydney Trains- video • Sydney Trains Vision • Organisational Context • Strategic Procurement delivering the Vision • Transformation = Leadership = Our Approach • Questions 2 3 Sydney Trains’ Strategy Our vision is to keep Sydney moving by delivering safe, customer-focused, reliable and clean rail services. OUR Vision OUR Themes Our Objectives We contribute to the success of transport in NSW by running effective and efficient rail services which exceed our customers’ expectations, support growth and contribute to the broader community and the economy. Customer & Accessibility Improve customer experience with rail transport services Travel Trains on time Business Implement efficiencies across the business Environment Grow patronage on public transport Safety Create and foster an environment that improves safety Asset Reform delivery of rail services Improve Asset Reliability People Create an effective and accountable culture Drive productivity and efficient Create change and resilience 4 Context Secretary Operating Agencies Sydney Trains NSW Trains 5 Roads and Maritime Private Operators State Transit Authority Private Bus Sydney Ferries Light Rail Context 6 Spend Profile $1.2BN + Indirect’s FY 12/13 = $500m 7 Category Positioning Assessment 8 Strategic Procurement Structure Snapshot Mike Blanchard GM Strategic Procurement (CPO) Michelle Day Executive Assistant Mark Jones Manager Plant Hire Services 9 Janine Meylan Manager Supplier Performance Barbara Potter A/Manager Strategy & Governance Naomi Bayliss Manager Procurement Knowledge Services Nidhish Bhandari Manager Strategic Category Management Our vision is to keep Sydney moving by delivering safe, customer-focused, reliable and clean rail services. We contribute to the success of transport in NSW by running effective and efficient rail services which exceed our customers’ expectations, support growth and contribute to the broader community and the economy. Assets & Materials Rolling Stock Comms & Enterprise Services Rail Operations Services Construction & Building Rail Maintenance Customer Info Graffiti Architecture Disposal Chemicals Engineering Systems & Services Communications Vegetation Control Surveying Media /Marketing Fuel General Hardware Acquisitions Lifts & Escalators Security Engineering Services Media Waste Management Cables Hire Catering Track Services & Operations Planning Survey Advertisement Environment Services Cleaning Busses Fencing Vending Electricity Plant Landscaping Signals Rotables Revenue & Productivity Safety & Environment Services Inventory SEQR Productivity Concrete • • • 10 One Steel Engineering Design Panel Siemens • • • UGL Unipart Downer EDI Pacific National • • • SAP / ARIBA TCS Transfield • • • • • • SNP , ADT Swetha SPENO Metro Busses TSA (JH) Transfield • Multi Civil & Rail • • Ad shell AP Outdoor • • Caltex Red Energy Strategic Procurement sets 2-3 Year Vision To help keep Sydney moving by being: “the #1 Procurement team within NSW Government” Supporting Sydney Trains Vision “To become the most trusted advisor to our stakeholders” Our 3 Purpose Statements 1 2 Enabling business outcome Our Key Foundations “Continue to deliver innovative quality and sustainable benefits to the Group and our customers” 5 “To become the customer of choice for our partners” “To attract and retain our employees by creating a great place to work” 3 Category Management 4 Supplier Development Management “Establishing a collaborative relationship supported by KSP & SDM, with our suppliers working towards a common goal” Contract Management “Long-term pathway of innovative value underpinned by actions” 6 Governance, Strategy & Systems (PAG) 7 Financial Targets & Efficiency Improvement 8 Capability People “Support our employees to prosper and improve our bench strength to deliver” “Simplify our processes to create a seamless environment that is understood and adopted by the business” 11 11 Guiding principles – to create positive outcomes for customers • Safe, reliable, clean and customer focussed rail services • Best and innovative solution in the market – Right place, right time, right quantity, right quality, right price – Risk managed supply chain • Delighting the customer by providing consistently – Effective processes that are user friendly – Smooth transition to ERP • Aligned to business – Know who to go to – Early engagement • Develop capabilities and competencies of our people 12 – Greater productivity at less cost Strategic Procurement Core Values As a team we will be; Pride Professional Reliable Ownership Collaborative United Responsive Engaging Motivated Ethical Noteworthy Trustworthy Take Safety 13 Collaboration Accountability Excellence In all that we do! 14 Changing Culture – Start with a tried and tested approach 15 Measured through scorecards 16 Communication is paramount 17 Transformational Tools to change Mindsets Steve Denning 18 Five characteristics of a high performing team 1. Shared Vision 2. Healthy Team Culture 3. Clearly Defined Roles and Expectations to Drive Excellent Performance 4. Everyone is Held Accountable 5. The Leader is an Example 19 The Stairway (pathway) to heaven Trusted Advisor #1NSW Procurement Team Government In NSW Government Communication MCIPS Accreditation Supplier Knowledge Create Pathways Engagement & Feedback Lev 4 CIPSA NSW Gov Accreditation Stakeholder Mgmt MR5 CIPSA Accreditation Ariba Simplify Early Engagement Savings PHS Market Knowledge Business Needs Culture Budgets Efficiency Awards Inter / Ind Plant Hire Process Accountability Supplier Development Capability ASPP Business Plans CUSTOMER Governance Financial 20 Fun Category Mgmt Zero Harm Process People I am made of blazing trails not following paths I am made of sweat not swagger I am made of all the days you don’t see not just the one you do I am made of everything to come not just what has been I am made of commitment not doubt Asics Commercial 21 Commercial in Confidence Summary • 22 High Performing Teams have: – – – – A Shared Vision Healthy Team Culture Clearly Defined Roles and Expectations for Performance Everyone is Accountable – The Leader who leads by Example 23
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