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[...] Year 3 The third year will aim to consolidate the results obtained, capitalize on successes, and unify good practices at the level of the entire DOS. The pilot framework contracts will be generalized progressively to all regional entities and in parallel, the P2P processes will be optimized to ensure a smooth treatment and a durable reduction of administrative costs. The complete digitalization of local purchase requests through an automated workflow with total traceability, greater governance, and real-time management capabilities. This final phase will also see the reinforcement of responsible purchasing policy, with the systematic integration of RSE criteria in tender calls, the promotion of local or engaged suppliers, and the consideration of the principles of the circular economy in purchasing decisions. [...]
[...] Procurement Management - Veolia Case *Statement and additional documents available upon request from the customer service. Question Pareto Analysis Figure Pareto Analysis Table Figure Pareto Chart of Purchase Families The analysis of expenditure distribution allows to verify the application of the Pareto law in the context of the purchase families of the proposed case. In fact, on a total of 24 purchase families should theoretically correspond to the 5 most spending families (W1 to A3). However, these 5 families only account for 36.76% of the total, which means that if the strict 80/20 rule is not respected, the basic idea is effective. [...]
[...] This also responds to Veolia's ambition to make its purchasing function more performant, more responsible, and above all better adjusted on the ground and on the group's commitments. Question 3 Year 1 The first year will be dedicated to a thorough diagnosis of the purchasing function across the Rhine-Rhone region. The first step will be to create a detailed mapping of purchases by agency, family, and supplier, by cross-referencing data on volume, frequency, cost, and performance. This work will identify families with high potential for mutualization, as well as strategic or redundant suppliers. [...]
[...] It relies on a double device: regional centralization by macro-strategic families - such as the vehicle fleet, energy, temporary work or computing - piloted by regional purchasing references. Its objective is to standardize needs, mutualize volumes, ensure the negotiation of framework contracts and the link with the headquarters' strategy. On the other hand, each DOS has an operational purchasing officer, multi-activities and functionally attached to the regional manager. Integrated into local teams, he guarantees reactivity, support for internal prescribers and adaptation of purchases to business constraints. This also allows identifying optimization levers revealed by the Pareto analysis. [...]
[...] Innovation will be pursued through external partnerships, opening up to new technological tools, and the ability to proactively adapt to regulatory developments, particularly environmental ones. Finally, a continuous evaluation of suppliers, anchored to economic and environmental indicators, will come to anchor this dynamic in a logic of continuous improvement. What we expect as a result: A more transparent, reactive, and operationally aligned regional purchasing function, capable of generating economies of scale, reducing delays, and increasing the quality of services through a mastered strategic management. [...]
