Summary

Deecon were engaged as part of a wider team to review, design and recommend the preferred option for a new procurement and supply chain operating model. Deecon’s specific focus was on leading the Capital Delivery Improvement Programme: one-to-one interviews and collaborative workshops were conducted with key Capital stakeholders. These were used to inform the solution blueprint that Deecon submitted ahead of the implementation phase.

Situation & Approach

Deecon were engaged as part of TfL’s Procurement & Supply Chain (P&SC) Improvement Programme to review, design and recommend the preferred option for a P&SC operating model and facilitate wider organisational transformation. Specifically, our aim was to drive improvement in Capital management across the procurement , commercial, cost management and lifecycle for a CAPEX budget of £2.7bn.

Deecon identified significant opportunities to optimise current practices across the Design and Early Wins Phases of the project, ahead of the delivery of the requisite transformation:

Design Phase: We reviewed TfL’s current ways of working to identify priority areas for change. Deecon conducted one-to-one interviews with key stakeholders across multiple TfL business units, and later facilitated discovery workshops with over 50 TfL stakeholders to explore existing delivery practices, their pain points and areas for future efficiencies. We also undertook a comprehensive investigation into TfL’s current benefits tracking methodology to evaluate its fitness for purpose.
Early Wins Phase: Where possible, we implemented improvements to existing processes ahead of the main delivery phase to expedite success.
Delivery Phase (to be implemented): To deliver new capabilities and processes based on design phase findings. This will include a refreshed operating model, sourcing strategy, supplier/ contract management processes and governance frameworks, to be sustained by the implementation of improved systems and reporting architecture.

Results

Deecon redesigned the procurement lifecycle for programme strategy, estimating and cost management, ensuring best practice and optimal systems utilisation
Developed priority business requirements tailored to each improvement area, with corresponding systems requirements for each
Constructed process maps for capital delivery at each stage of the lifecycle
Provided change impact assesments for all functions involved in the improvement programme
Created detailed user personas to facilitate organisational improvement and enable internal upskilling