Multinational Energy Company Case
The company is currently cooperating with amultinational energy company, which is one of the largest cross-regional integrated energy supply and service enterprises in Asia, and through years of development, it has successfully built a full-format development structure dominated by pipeline natural gas business, liquefied petroleum gas, liquefied natural gas, vehicle and ship gas, warm housing, new energy, distribution and sales of electric charging stations, gas equipment, kitchen utensils manufacturing, and online e-commerce. It is mainly engaged in the investment, operation and management of urban gas pipeline infrastructure, the transmission of natural gas to residential and industrial users, the construction and operation of gas stations and gas filling stations, and the development and application of oil and gas related technologies in Asia.
The natural gas market will continue to grow until 2040, but the traditional city gas business will move towards alow-profit era. Driven by the substantial improvement of the viability of natural gas, the control of environmental pollution, and the integrated development of natural gas and renewable energy, the demand for natural gas will continue to grow for a certain period of time. Value-added business, LPG business and hot spot business will be regarded as new growth break through points. Under the dual challenges of business integration into Chengdu and actual growth, and the strategic goals are ambitious and urgent, enterprises choose to start with procurement to carry out comprehensive reforms.
Sort out the key issues of procurement, change the system construction from the departmental perspective to the business perspective, open up the business process of the procurement system end-to-end to meet internal needs, add new processes such as procurement category strategy management, procurement cost base line management, procurement risk management, etc., change supplier management from decentralized to centralized, and gradually transition from decentralized procurement to centralized procurement, including engineering, service, administration and materials, introduce category procurement strategy methodology, establish a procurement strategy model, optimize the procurement organizational structure, set up a procurement committee, and be responsible for the overall formulation of the group's procurement strategy and management supervision, establish a procurement internal control mechanism, and build a procurement internal control cycle system, self-inspection and self-test optimization.
