APTIM
“ INTELLIWAVE TECHNOLOGIES IS REALLY BRINGING IN A WHOLE DIFFERENT DIMENSION INTO THE WAY WE EXECUTE JOBS ”
PUNIT SHAH VICE PRESIDENT SUPPLY CHAIN AND PROCUREMENT OFFICER , APTIM
" We ' ve also taken the approach of developing work processes with Intelliwave and bringing them in to understand our business and have them give us suggestions and provide their expert view on what can and cannot be done . Intelliwave Technologies have been with us at multiple job sites , and they ' ve been alongside us through all of our challenges , and they ' ve earned our trust along the way . We share values , and we have a shared vision of where we want to get to . So it ' s a really healthy relationship based on a mutual understanding ."
Indirect Procurement Savings Shah tells us how APTIM has managed to take control over indirect spend and capture cost savings . " Indirect in the traditional sense is indirect spend that ' s not going into your end product . Well , our end product is our project . And so indirect for us really is more of our corporate and overhead and it includes everything from your travel to your office buys , your benefits providers , insurance companies and so on . In the APTIM world , in broad terms , Supply Chain has the responsibility for managing the outward dollars as they ' re being spent , but we share a responsibility with multiple functions to define what that is and who you want to spend it with .
" We don ' t want to dictate things , but we want to look at how we can make more strategic decisions . So we work with the functional group to determine the appropriate vendor base , and then we help manage the spend . In general , the approach has been to better define some of these categories and apply some supply chain disciplines to them , such as going through a rigorous RFP and taking a category management approach and applying the seven steps strategic sourcing process . We were typically very focused on and used to operating within that Gulf coast Baton Rouge area , so the value was in getting players to the table that were outside our usual geography .
" Prior to the transformation , everything was done in pockets with no aggregate view on spend . We ' ve now established programs and have signed some contracts with key companies . We ' ve also put in structure to protect us from liabilities and risk . And we ' ve locked in pricing . So now we have a very clear reference for capturing savings from where we were to where we are . We ' ve come a long way , and now we can rinse and repeat ."
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