International chemical group – Global T&E governance
Chemicals / Manufacturing
Chemicals / Manufacturing - Stock-listed group
2 years 8 months
Global Process Owner T&E
01. Issues & Challenges
→ Absence of global T&E governance: fragmented policies, processes, and tools across regions
→ Rationalisation of 4 dispersed service centers (South America, Europe x2, Southeast Asia) down to a single site
→ Deployment of Concur alongside the creation of T&E KPIs and SLAs from scratch
→ Covid crisis management: major impact on travel activities and project scope adjustments
→ Coordination with Procurement to drive policy compliance and maximize vendor benefits
02. Key Issues
The group lacked a structured global T&E governance model. T&E operations were scattered across several regional service centers (4 sites across 3 continents) with no harmonised group policy or consolidated KPIs.<br />
The objective was to establish a global T&E governance framework, harmonise policies and processes, and migrate to a single service center.<br />
The project took place within a context of partial transformation impacted by the Covid crisis.
03. The SD Global Consulting Approach
→ Established global T&E governance: policies, procedures, and steering bodies
→ Migrated T&E operations to a single service center through phased consolidation
→ Developed and deployed T&E policies and procedures across all spend categories
→ Implemented group-wide T&E KPIs, SLAs, and performance dashboards
→ Managed Transition Service Agreements (TSAs) with key stakeholders
04. Results & Impact
Migration completed: 4 service centers consolidated into 1
Global T&E governance established: policies, SLAs, and KPIs deployed group-wide
Operational performance regularly measured and steered at the group level
T&E processes harmonised across the entire global scope
