Organisational restructuring

For the purposes of creating sustainable added value, and with due regard to corporate and departmental aims, the purchasing function of this financial services provider needed to be adapted to changed external circumstances. Following the design and development of several possible solutions, and the selection of the most suitable one, the new organisational model was put into practice and – with the buy-in of the employees' council – cascaded down through the workforce.


Adaptation of purchasing structures to changes in external parameters under consideration of the overarching departmental and organisational goals and guidelines


Phase 1: Design

  • Analysis of weak points in existing organisational structures under consideration of external parameters (including stakeholders)
  • Development of different organisational models based on departmental goals

Phase 2: Implementation

  • Specification of managers and personnel with sign-off authority
  • Preparation of formal implementation processes
  • Inclusion of employees' council
  • Communication with employees and company

Key data

  • Duration: 3 month
  • Scope of brief: 40 FTE
  • Sector: German financial services
  • Company size: 10 000+ employees


  • Anchoring of strategic purchasing management into the organisational structure
  • Integrated end-to-end process design
  • Improved workflows thanks to interface reduction and transparent processes
  • Clear bundling of tactical and strategic tools
  • Purchasing focus on current challenges relating to control, transparency, tracking and purchasing services


Creation of long-term added value by transforming organisational structure, and especially via:

  • functional bundling in purchasing across the entire purchasing process
  • strengthening process and systems competencies


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