To successfully transform their purchasing function digitally, the ability of companies to effectively manage resistance is critical. Often seen as the final step in a Digitizing, and reduced to training and supporting users in taking control of the new solution, the approach to driving change must be successful as soon as the project is decided to commit. And, above all, focus on aspects related to organization, strategy, communication and individuals. "At home Burger King Quick Services, while a small group of users buyers on the one hand and accountants on the other hand, were mobilized from the beginning of the project to collect their needs, the approach was mainly carried out during the deployment of the tool, through traditional documentation, training in small groups, communication, etc., "says Nicolas Jarraud, assistant head of ERP projects, especially on SAP and associated solutions such as Ariba , to the catering company's information systems management, which has digitalized its Procure-to-pay process for non-food purchases in order to bring expenses under control.
Involve the employees involved as soon as possible
Ideally, the direction of change should begin as soon as the branch decides on the commitment of the transformation project, and validates its objectives and the business case. "So if possible ahead of the choice of the solution and its implementation, including all the dimensions impacted and involving the employees who are concerned, knowing that some of them may no longer be in the target area," explains Bertrand Gabriel, director of development and strategic accounts at Acxias, adding that "in large organizations , not all relevant employees can be directly involved in the project." It is then advisable to set up "key-users" by segment of the population concerned, by purchasing families, by business or operational units, or by location (regions or countries, production sites, agencies, etc.).
Setting up ambassadors for change
The example ofAuchan, which embarked in the early 2010s on a major digital transformation project of its non-market purchases, building on the SAP Ariba suite (Buying, Sourcing and Contract modules), also brings its share of lessons. An internal framework was dedicated to driving change as early as 2011, when the solution was being rolled out. Now the approach has become systematic. "In all our digital transformation projects, we need to integrate future users into our thinking and solution choices as soon as possible, to meet their needs and questions, and to become ambassadors for change," explains Fabrice Guillet, Director of the Process and Solutions Division at the distribution group's indirect purchasing directorate.
Continue to drive transformation over time
At the beginning of the SAP Ariba project, a pilot was conducted in a few countries with reference buyers, with support from an external consultant and two consultants from the publisher to ensure the rise in skills. "But quickly, Auchan, who wanted to reappropriate this follow-up by taking over the administration of the solution, the ownership by the users and the continuation of the deployment, entrusted me with this mission," says Etienne de Vaugiraud, head of e-sourcing at the indirect purchasing directorate. "With a triple challenge: proximity to users, availability, autonomy." Having a well-identified interlocutor also made things easier. While the mission has been less intense since all countries were covered, and there are no new deployments as the group's geographic scope has stabilized, the piloting of the transformation remains essential to address questions and new needs. "Beyond the appropriation of the tool, it is a matter of being part of a logic ofInnovation, to go further in digitalization and gain in performance," explains Fabrice Guillet.
Full article from The Watch Digital Purchasing : "The conduct of change, the soul of digital transformation"