Case Study: Driving Procurement Performance for a Land & Property Regeneration Leader

06 Nov

Posted by: Tom Lewers

Category: Case Studies

Property regeneration case study image representing strategic procurement support for large-scale redevelopment and infrastructure projects.

See how a leading property regeneration client transformed its procurement approach to reduce risk, improve efficiency, and embed social value across its supply chain.

This property regeneration client partnered with Barkers to assess and benchmark its procurement capability. Without a central procurement function, each business unit managed its own processes—from requirements to contract expiration. The assessment identified gaps in core and non-core procurement, evaluated risks and efficiencies, and included recommendations for a Target Operating Model, quick wins, and longer-term improvements.

Importantly, the review also considered the client’s commitment to ESG, sustainability, and social value, ensuring these principles were embedded in procurement strategy from the outset.

Challenge

The client needed a Target Operating Model that aligned with its regional structure, reduced cost and risk, and retained speed of decision-making. Balancing efficiency with consistency and good practice was critical. The lack of a central procurement function created a maturity gap: core procurement practices were relatively strong, while non-core processes were still emerging.

Additionally, the client was committed to delivering social value, supporting SMEs, and embedding sustainability across all supplier relationships—factors that needed to be integrated into the procurement model without slowing progress.

Solution

Barkers proposed a Target Operating Model designed to address the root causes identified in the assessment:

Centre-led accountability: Procurement Operations manages end-to-end processes, including Policy, Compliance, Frameworks, Digital and Reporting, ensuring adoption of good practice across the group.
Devolved delivery model: Aligned with the client’s regional operating model for speed and flexibility.
Elevated non-core procurement: Ensuring proportional standards while improving efficiency.
Digitally enabled: Fully integrated with MSFT Dynamics and aligned with the client’s data strategy.
Collaborative working: Shared workspace for cross-functional teams, knowledge sharing, and idea generation.
Pace and agility: Built into processes to maintain rapid decision-making.
Risk-managed and value-driven: Balancing cost, risk, and business value.
Standardized lexicon: Consistent procurement language throughout the business.
Cross-functional integration: Connected with Finance, Legal, and Risk for early engagement.
Self-service for low-risk procurement: Simplifying simple processes.
Supplier collaboration: Focused on risk, complexity, cost management, and social value.

Social value and sustainability were embedded throughout the solution, ensuring supplier partnerships supported ESG goals, SME engagement, and measurable positive impact.

Results

The maturity assessment provided a clear foundation for the client’s procurement transformation. Quick-win and long-term recommendations were accepted, with core procurement benchmarked at ‘Developing’ and ‘Advanced’ levels, and non-core at ‘Emergent.’

Barkers recommended exploring a digital procurement solution to ensure consistent processes while maintaining speed. A graduate-led project was planned to conduct a formal market review.

By embedding social value into procurement strategy, the client strengthened partnerships with strategic suppliers, promoted sustainable practices, and ensured ESG considerations became central to sourcing decisions—supporting measurable positive outcomes for communities and the business alike.

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Driving Procurement Performance for a Land & Property Regeneration Leader – Case Study

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Tags: Procurement Services - Case Studies

Author: Tom Lewers