CKW Group, Switzerland: CKW has written a piece of Swiss electricity history. It has been supplying Central Switzerland with electricity for over 120 years - from turbines to sockets. What began with a hydroelectric power plant near Lucerne is now a company with more than 1,700 employees on it‘s digital journey.
Procurement so far has shown that CKW must move faster and closer to customers in order to better meet their needs. The standard purchasing process (RfI/RfP) did not lead to the desired outcome for this kind of projects. As such CKW needed to rethink their procurement approach, from the perspective of decision makers, employees, and service providers, including everything from processes to roles. So they decided to try Lean Agile Procurement (LAP) for the first time in order to procure a group intranet solution
Case Study originally published by flowdays.
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"Lean-Agile Procurement is a great method if the target is clear but the solution depends on the supplier you chose. Instead of defining all details yourself and expect the supplier will deliver, you ask the supplier to develop the concept of the solution in front of you. Hence you also see how they work, which adds confidence to the right selection." - Daniel Wahler, CFO at CKW Group
The core format for the implementation of lean-agile procurement, was based on a 2-day workshop, where CKW co-created an agile contract with three vendors. The workshop actually created working product increments at the end of each day, that was presented publicly to customers.
(c) 2018, CKW Group(c)
2018, Mirko Kleiner, Co-Founder flowdays, Creator lean-agile Procurement
Hi, I’m Mirko Kleiner the creator of lean-agile procurement (short LAP). Begin of 2016 I asked myself if procurement couldn’t be more fun and lean, in other words just pure agile?-It’s my personal pleasure to tell you, that LAP is a promising new option for procurement!
To give you some insights about myself, I’m co-founder of flowdays and owner of WAI.O.BLUE and work as an independent agile coach and ad interim manager. I’ve long been an avowed Agilist (Agile Evangelist), but also flexible if necessary to adopt to the given surrounding conditions. After over 17 years of professional experience in various positions in distributed organizations, large-scaled projects and different cultures (India, Russia, Serbia, Romania, West-EU), I’m a known expert in setting up and management of distributed agile organizations and solving their challenges. As agile coach on enterprise level I’m currently engaged in agile transformations in companies of all sizes. In practice I saw, that sales/procurement organizations still miss an approach to catch up with increased market demands like e.g. time-to-market, innovation, complexity, etc. Lean-agile procurement (LAP) fills this gap and became a global movement with many success stories. LAP isn’t just an improvement of current practices, it’s more kind of a disruption: What used to take MONTHS needs just DAYS NOW!- I do predict to businesses with adaptive partner ecosystems will have a competitive advantage and therefore a new, more agile approach for sales/procurement is essential.
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