Situation

Shane Lamont and Micheal Mallon were engaged by Trade and Investment Queensland as a procurement consultancy partner as a result of an Audit Queensland review and the impending go-live of the Queensland Procurement Solution to review is current procurement function capability and operating model, and to design and recommend the future-state procurement capability and operating model.

Approach

In their role as procurement consultancy partner, Shane and Micheal conducted a procurement and contract management maturity assessment and developed a roadmap to our recommended future-state procurement operating model, the roadmap included procurement structure changes, new procurement and contract management framework, and the adoption of the Queensland Procurement Solution for sourcing and contract management.

Shane and Micheal also created an implementation approach for the future-state Procurement and Contract Management Framework; the adoption of the Queensland Procurement Solution, and the change management approach.

Outcome

The following project outcomes were delivered:

 -Procurement and Contract Management maturity assessment and gap report

- Future-state Procurement and Contract Management operating model design and roadmap

- New Procurement Policy

- New Finance and Procurement Delegation instrument

- Future-state implementation approach

Situation

Airbus, Governmental Helicopters division was experiencing significant issues with the management of its global supply chain and its aircraft production processes. This was driving poor delivery and sustainment outcomes and low customer satisfaction. An assessment identified over 80 key failure modes which resulted in the transformation program initiation

Approach

Micheal Mallon was engaged to lead a number of the program streams with the core focus on process improvement, inventory management, SAP uplift and performance reporting.

The failure modes were consolidated into 7 program streams for which Micheal had key accountability. These were:

- Aircraft Production

• Reduction in ‘Flight-Line’ turn-around times from 154 days to 62 days
  

• Removal of extra shift saving $8M P.A.
  

• Issue and defect accountability transferred to point of origin/occurrence
  

- Inventory management

• Delivered inventory reductions of over 40% - over $14M

• Reduced shelf-life derived wastage by 90%, - over $300k P.A.
  

• Increased demand satisfaction by over 40% and exceeded contractual baselines
  

- SAP Data Governance – This was focused on over 17,000 material master data records (over 3.4 million data elements).

• Improved data quality by 40% 
  

• Improved data compliance by 60% 
  

• Implemented a data governance framework, defined roles and responsibilities and segregation of duties 
  

Outcome

Improved customer satisfaction, improved contract compliance, reductions in inventory spend, improved system functionality, enabled reliable and automated performance reporting

Situation

Shane Lamont led the team engaged by University of Sunshine Coast for the Moreton Bay Stage 2 Facility procurement strategy development and delivery which identified a Design Finalisation & Construct (DF&C) contract is their provisionally preferred contracting model with some early ground works beginning before full design finalisation is achieved.

Approach

The Campus was established to service the Moreton Bay Regional Council area north of Brisbane. The development of the Campus is envisaged as a staged delivery:

- Stage 1 – Foundation Building design, development and construction. Completed early 2020.

- Stage 2 – 2020 - 2023 expansion to accommodate local growth with students primarily from the Moreton Bay regions.

- Stage 3 – 2024 - 2028 expansion of the Campus to attract research capabilities and international students.

- Stage 4 – 2029 and beyond, achievement of full-service campus environment with a balanced research and teaching portfolio. 

The projected growth in student places over the coming years has created the need for USC to embark on Stage 2 of the Campus, with new infrastructure to be available for commencement of the teaching year in 2023. USC is proposing two (2) new buildings to be developed separately but concurrently over the next two (2) years and a third building to be delivered as funding and commitments from commercial partners are progressed.

Outcome

In undertaking the engagement, Shane was required to lead and ensure the following deliverables were fit for purpose for USC:

- Project procurement strategy, delivery plan, and probity plan.

- RFP Phase documentation, evaluation and negotiation

- DF&C contract , commercial structures and collaboration model